Mark Center 2016 Commute Report · 2017. 8. 1. · Mark Center TMP 2016 Evaluation Report ii...

Mark Center TMP

2016 Evaluation Report

Washington Headquarters Services

Mark Center Transportation Management Plan Evaluation Report

For Annual Periods: October 2014 – September 2015 & October 2015 - September 2016

November 28, 2016

Mark Center TMP

2016 Evaluation Report

i

Table of Contents

LIST OF TABLES……..……………….…………………………………………………………i

LIST OF APPENDICES….………………………………………………………………………ii

LIST OF ACRONYMS .................................................................................................................... ii

1.0 Introduction .......................................................................................................................... 1

2.0 Mark Center TMP Goals ...................................................................................................... 2

2.1 Program Progress in Achieving Goals .................................................................... 2

Goal 1 – Minimize Traffic Impacts on the Neighboring Community through a 40

Percent or More Non-SOV Mode Share ................................................................. 2

Goal 2 – Facilitate Tenant Mobility through the WHS TMPO .............................. 5

2.2 Performance Measures ............................................................................................ 8

Average Vehicle Ridership ..................................................................................... 8

Mode Split ............................................................................................................... 9

3.0 Roadway Infrastructure Operations Information ............................................................... 17

4.0 Parking Utilization ............................................................................................................. 19

5.0 Program Strengths and Areas for Improvement ................................................................ 21

6.0 Summary of Current Progress and Next Steps .................................................................. 23

TABLES LIST

Table 2-1: Mark Center Station Enhanced Transit Services and Shuttle Program ............................... 4

Table 2-2: Mark Center Transportation Management Program (TMPO) Marketing Efforts, October

2014 – September 2016 ..................................................................................................... 6

Table 2-3: Average Vehicle Ridership, March 2012 – September 2016 .............................................. 8

Table 2-4: Mark Center October 2010 TMP Forecasted Facility Mode Split .................................... 10

Table 2-5: Mark Center Facility Mode Split (based on 2016 & 2015 Annual

Transportation/Commuter Survey) ................................................................................... 11

Table 2-6: Mark Center Facility Mode Split (based on 2014 Annual Transportation/Commuter

Survey) .............................................................................................................................. 11

Table 2-7: Baseline Mark Center Facility Mode Split (based on August 2012 data) ......................... 13

Table 2-8: Mark Center Facility Mode Split (based on September 2016 data) .................................. 14

Table 2-9: Mark Center Facility Mode Split (based on September 2015 data) .................................. 15

Table 2-10: Mark Center Facility Mode Split (based on September 2014 data) ................................ 16

Table 2-11: Mark Center Facility Mode Split Summary, 2010-2016 ................................................. 17

Table 4-1: North and South Parking Garage Totals (Average) .......................................................... 19

Table 4-2: Mark Center Station Parking Permits Issued as of Sept 2016 & Sept 2015 ...................... 20

Table 5-1: WHS Transportation Management Program Strengths and Areas for Improvement ........ 21

Mark Center TMP

2016 Evaluation Report ii

APPENDICES

Appendix A: Mark Center Turnstile Reports, September 2016 & September 2015

Appendix B: Mark Center Parking Garage Vehicle Counts, September 2016 & September 2015

Appendix C: WMATA 28X Ridership and DoD Subsidy per Passenger Trip, 2013 – 2015

Appendix D: Mark Center DoD Shuttle Program Ridership Summaries, September 2016 &

September 2015

Appendix E: WMATA 7A, 7F, 7W, 7X Mark Center AM Peak Ridership, September 2016 &

September 2015

Appendix F: DASH AT-1, AT-2, AT-9 Ridership, September 2016 & September 2015

Appendix G: Franconia-Springfield Shuttle Ridership, September 2016 & September 2015

Appendix H: Prior Evaluation Period Mark Center Population Arrival Statistics Mode Splits

Appendix I: Sample WHS Transportation Management Program Office Monthly Newsletters,

July – September 2015

Appendix J: 2016 Mark Center Transportation/Commuter Survey Report

Appendix K: Washington Headquarters Services, Department of the Army, City of Alexandria

Letter of Agreement, March 14, 2011

ACRONYMS

AVR Average Vehicle Ridership

BRAC Base Realignment and Closure

DA Department of the Army

DoD Department of Defense

DOT Department of Transportation

DRPT Virginia Department of Rail and Public Transportation

HOV High Occupancy Vehicle

LOA Letter of Agreement

LOS Level of Service

NCR National Capital Region

PFPA Pentagon Force Protection Agency

POV Privately Owned Vehicles

SOV Single Occupancy Vehicle

TMP Transportation Management Plan

TMPO Transportation Management Program Office

VRE Virginia Railway Express

VDOT Virginia Department of Transportation

WHS Washington Headquarters Services

Mark Center TMP

2016 Evaluation Report 1

1.0 Introduction

Washington Headquarters Services (WHS) submits the following “WHS Mark Center

Transportation Management Plan Evaluation Report,” for the annual evaluation periods of

October 2014 through September 2015, and October 2015 through September 2016, pursuant to

the Transportation Management Plan (TMP) for Base Realignment and Closure (BRAC) #133 at

Mark Center dated October 2010. Previous evaluation reports were submitted biannually for the

Mark Center’s initial three years of operation, pursuant to the Letter of Agreement (LOA)

between WHS, the Department of the Army (DA), and the City of Alexandria dated March 14,

2011. In November 2014, the Transportation Management Program Office (TMPO) produced

the sixth and final six-month interim report, reflecting continued adherence to TMP goals during

the period of March 2014 through September 2014. WHS will now submit evaluation reports for

annual periods, per the TMP. WHS began occupying the Mark Center in August 2011 and

completed the move of all organizations in September 2012. This report provides single point in

time assessments of commuter transportation options usage at the Mark Center, with September

2015 and September 2016 as the annual period benchmarks. September is the last month of the

annual period, and is utilized for evaluation of the Mark Center TMP for continuity of analysis

between reports.

This annual TMP Evaluation Report contains the following sections:

Mark Center TMP Goals (inclusive of a description of the TMPO and Performance

Measures)

Roadway infrastructure operations information

Parking utilization

Program strengths and areas for improvement

Summary of current progress and next steps

The occupancy of the Mark Center as of August 31, 2012, represented 96.8 percent of total

planned occupancy. As a result, the statistics in the Second Biannual TMP Evaluation Report,

which used August 2012 data, serve as the baseline against which the four subsequent biannual

Mark Center TMP evaluations were compared, and the baseline against which this, and all future

annual period Mark Center TMP evaluations will be compared. Throughout the fiscal years of

2016 and 2015, there were approximately 5,600 employees located at the Mark Center facility.1

In September 2015, an average of 3,214 employees entered the building each morning,

representing a 7.8 percent decrease over September 2014. In September 2016, the average

number of employees entering the Mark Center each morning was 3,446, representing a 6.7

percent increase over September 2015.

1 US Department of Defense, Facilities Services Directorate, Space Portfolio Management Division.

Mark Center TMP


2.0 Mark Center TMP Goals

The goals of the October 2010 Mark Center TMP are twofold: to reduce peak hour travel

and traffic impacts on the neighboring community, and to facilitate tenant mobility to the site

through a viable transportation program. The TMP set a goal for non-single occupancy vehicles

(SOV) to account for at least 40 percent of the transportation mode split for daily Mark Center

commuters. According to the TMPO’s estimations, for September 2015, 44 percent of Mark

Center employees commuted to the facility using non-SOV modes. In September 2016, 42

percent of Mark Center employees commuted to the Mark Center by way of non-SOV

transportation modes. Thus, the Mark Center continues to meet the TMP’s goal of a 40 percent

or more non-SOV mode split. SOV mode split is estimated as vehicle counts divided by

employees present on day shift. Non-SOV mode split is estimated from transit ridership data,

carpool/vanpool permits, and the remaining population not accounted for by vehicle counts.2

The September 2015 and September 2016 mode splits are explained in detail in Table 2-8. WHS

has continued its efforts toward meeting these goals since the Mark Center facility reached full

occupancy in September 2012.

As the primary interface before, during, and after relocation, the TMPO is responsible for

executing and monitoring the goals and objectives of the TMP. This is achieved primarily

through the establishment of an on-site TMPO: a parking management program; a

comprehensive Department of Defense (DoD) shuttle program utilizing private providers and

enhanced public transit services; and the execution of an aggressive employee commuter

program geared toward promoting alternative modes of transportation.

2.1 Program Progress in Achieving Goals

Goal 1 – Minimize Traffic Impacts on the Neighboring Community through a 40 Percent

or More Non-SOV Mode Share

The Mark Center facility exceeded the 40 percent or more non-SOV commute goal by

four percent in September 2015 and by two percent in September 2016, which continues the

trend of exceeding the TMP goal for every evaluation period to date. TMPO continues to meet

and exceed the TMP goal through a series of measures including enhanced transit services,

shuttle buses, carpools, vanpools, and other non-SOV transportation means. WHS also

established a viable mass transit program that has enhanced tenant mobility to the site and

minimized traffic impacts on the neighboring community. Performance measures, such as

average vehicle ridership and mode split, will continue to determine the effectiveness of the

TMP and programmatic elements.

The comprehensive DoD enhanced transit service and DoD shuttle program, established

by WHS, provides frequent service between the Mark Center facility and key Metrorail stations

including: the Pentagon Metrorail station, the King Street Metrorail/Virginia Railway Express

(VRE) station, and the Franconia-Springfield Metrorail/VRE station (Table 2-1). The Pentagon

route is operated by the Washington Metropolitan Area Transit Authority (WMATA) as an

2 It is important to note that mode share represents the final leg of an employee’s morning commute and not their overall commute mode. For

example, if an employee drives to a “Park-and-Ride” (P&R) lot and takes a bus to the Mark Center, their commute is coded as a transit mode.

For the purposes of this estimate, only employees who park in regular parking spots at the Mark Center facility are considered SOV commuters; registered carpool and vanpool vehicles are excluded as SOV commuters.

Mark Center TMP


enhanced transit service labeled Metrobus 7M. The King Street route is operated by the

Alexandria Transit Company (DASH) as an enhanced transit service labeled AT-2(X) (express).

The Franconia-Springfield route is operated by a private provider managed by WHS as a

modified shuttle, as defined in DoDM 4500.36, Management, Acquisition, and Use of Motor

Vehicles.

Prior to July 1, 2016, an enhanced transit service labeled Metrobus 28X was operated by

WMATA between the Mark Center and the Tysons Corner Metrorail station, with service to the

West Falls Church Metrorail station along the way. Ridership on the 28X decreased steadily

between 2012 and 2015, particularly after the opening of Metrorail’s Silver Line in July 2014.

When the Silver Line opened, a number of commuter buses that previously terminated at the

West Falls Church Metrorail station were rerouted to the new rail line’s Wiehle – Reston East

station. As a result of the service changes, a number of commuters found alternatives to the 28X.

Ridership on the 28X was relatively low in September 2015, with an average of 39 passengers

per day. This represented a nearly 24 percent decline from September 2014, which came on the

heels of a 41 percent ridership decline between March 2014 and September 2014.

The ridership decline on the 28X caused the service to become cost prohibitive to DoD,

as it led to a more than twofold increase in the agency’s subsidy cost per passenger trip between

fiscal year 2013 and fiscal year 2015.3 Accordingly, DoD allowed the Cooperative Agreement

with WMATA that provided Mark Center employees with fare-free rides on the 28X to expire on

June 30, 2016. Metrobus 28X continues to serve the Mark Center, however, as of July 1, 2016,

WMATA no longer allows DoD employees with a Common Access Card (CAC) or Pentagon

Facilities Alternative Credential (PFAC) to ride the 28X for free. DoD customers are now

required to pay the full fare, which is currently $1.75. This cost can be defrayed with the Mass

Transit Benefit Subsidy for DoD employees. Additionally, effective June 26, 2016, the route

alignment of the 28X has been modified by WMATA to terminate at the East Falls Church

Metrorail station, with no service to the West Falls Church or Tysons Corner Metrorail stations.4

3 Please see DoD 28X subsidy data in Appendix C, WMATA 28X Ridership and DoD Subsidy per Passenger Trip, 2013 - 2015. 4 WMATA Notice of Public Hearings. http://wmata.com/community_outreach/B15-03_landing/B15-03%20Notice%20FINAL.pdf

Mark Center TMP


Table 2-1 below offers an overview of the enhanced transit services provided by DoD at

the Mark Center.

Table 2-1: Mark Center Station Enhanced Transit Services and Shuttle Program

Route Pentagon (7M) King Street

(AT2 Express)

Tysons Corner

(28X)

Franconia /

Springfield

Provider WMATA DASH WMATA Contract

Peak Hours of Operation

(AM) 5:40 – 9:00 am

6:00 – 9:00 am 5:15 – 9:05 am 5:30 – 9:17 am

Peak Hours of Operation

(PM) 3:30 – 6:45 pm 3:00 – 6:00 pm 3:30 – 7:25 pm 3:30 – 7:17 pm

Off Peak Hours of Operation 9:00 am –

3:30 pm

9:00 am –

3:00 pm5 None None

Headway in Peak Hours

(minutes) 10 10 15 15

Headway in Off Peak

(minutes)6 15 20-30 N/A N/A

Average Daily DoD Ridership

(Sept 2016)7 1,588 146 N/A 289

Route Percentage of Total

DoD Shuttle Ridership

(Sept 2016)

78% 7% N/A 14%


(Sept 2015) 1,153 151 39 228



(Sept 2015)

73% 10% 2% 15%


(Sept 2014) 1,077 204 51 407



(Sept 2014)

62% 12% 3% 23%

5 During the off-peak period AT-2 operates as a non-express service, making intermediate stops between the Mark Center and King Street Metro

station. 6 WHS subsidizes express transit service on the AT-2(X) during peak periods only. DASH routes AT-1 and AT-2 connect the Mark Center with

the King Street Metro throughout the day at 30-60 minute headways. 7 Only DoD Ridership is reported. 7M ridership is reported for the whole day. AT-2(X), 28X, and Franconia-Springfield ridership is reported for AM and PM Peak only. Also, WMATA 28X is no longer part of the DoD Shuttle System as of July 1, 2016.

Mark Center TMP


Goal 2 – Facilitate Tenant Mobility through the WHS TMPO

The TMPO’s mission is to serve as the leader in providing secure, relevant, and efficient

transportation services and solutions to the Mark Center employees ensuring mobility,

accessibility, safety, and connectivity. The TMPO is a one-stop-shop that: coordinates with

transportation service providers within the National Capital Region (NCR) for a more effective

and efficient transportation system, provides up-to-date and easy-to-access information on DoD

and local/regional transportation providers for commuting employees, continually assesses and

improves transportation services to meet the needs of the Mark Center community, and works to

implement a safer, more energy efficient, and environmentally friendly transportation program

by striving for a 40 percent or more non-SOV mode share through transit, carpooling,

vanpooling, slugging, bicycling, walking, and/or teleworking. A detailed communications plan,

separate from the TMP, was developed to effectively and efficiently educate relocated Mark

Center employees on utilizing non-SOV modes of transportation to commute to the facility. The

TMPO provides information through the following channels:

InfoNet8

Comprehensive website

Telephone hotline and customer service e-mail inbox

Monthly transportation tables

Mark Center alert notifications9

Monthly transportation newsletters

Transportation news and alerts submitted to the Mark Center Building Circulars

Social media accounts (Facebook/Twitter)

Annual Rideshare Fair

Transportation Fair

Transportation Town Halls

A complete list of activities, attendance, and marketing efforts for the more recent annual

evaluation period, October 2015 – September 2016, is reported in Table 2-2, as required by the

Mark Center TMP Section 5.2.2.

8 InfoNet is a digital signage solution that supports the overall mission of the DoD by providing official, timely, and accurate emergency and non-emergency information through kiosks strategically placed at the various facilities and military installations in the NCR. Messages displayed

through InfoNet can only be viewed at the kiosks. However, in the future, there are plans to make the information available online. 9 Alert notifications are sent to all Transportation Points of Contact (POCs) via email to provide notification of traffic accidents or congestion that would affect Mark Center commuters.

Mark Center TMP


Table 2-2: Mark Center Transportation Management Program (TMPO) Marketing

Efforts, October 2015 – September 2016

Marketing Activities and Achievements Recorded between

October 2015 – September 2016

Received an average of 10 customer inquiries (hotline calls or e-mails to the DoD Shuttle

mailbox) per week in September 2016.

Mark Center employees who subscribe to the transportation distribution list (over 300 DoD

employees) receive the monthly transportation newsletter.

353 Facebook likes and 230 Twitter followers, both of which have increased since the

previous reporting period.

The Annual Mark Center Rideshare Fair was held on Wednesday, December 9, 2015. Over

100 employees attended the fair, along with 15 vendors.

The Eighth Annual Pentagon Transportation Fair was held on Wednesday, April 27, 2016.

18 vendors attended the Fair. It was held in Apex 9/10 on the second floor of the Pentagon,

making it easily accessible to the 23,000 building employees. Over 500 Pentagon employees

attended the Fair. Although this event is held at the Pentagon, Mark Center transportation

information was also provided to those who attended.

Coordinated with Commuter Connections and the Washington Area Bicyclists Association

(WABA) to host a pit stop for the 2016 Annual Bike to Work Day on Friday, May 19, 2016.

93 people pre-registered for the Mark Center Pit Stop, and 64 people stopped at the Pit Stop.

TMPO partnered with Commuter Connections to provide t-shirts, and with Charm City

Concierge to provide light refreshments.

The Fourth Annual Mark Center Transportation Fair was held on Wednesday, June 29, 2016.

16 vendors attended the Fair, and approximately 205 people attended.

Coordinated with the Virginia Mobile Department of Motor Vehicles (DMV) unit,

DMV2GO, to service to the Mark Center every other month from 9:00 AM to 2:00 PM.

DMV2GO began servicing the Mark Center in June 2013. As of October 2016, the

DMV2GO unit has discontinued their services at the Mark Center.

In coordination with Arlington County, the TMPO procured a contract to bring the Mobile

Commuter Store to the Mark Center slug lane from 7:30 AM to 2:30 PM every Wednesday.

The Mobile Commuter Store began servicing the Mark Center in June 2013. The service

provides face-to-face information, sales, and assistance for transit commuters across the

NCR. As of July 2016, upon expiration of the Arlington Mobile Commuter Store contract, a

new partnership was developed with GO Alexandria (formerly named Alexandria Local

Motion) to bring their mobile transit store to the Mark Center.

TMPO coordinated with GO Alexandria to bring their mobile transit store to the Mark Center

every Tuesday, from 7:00 AM to 1:00 PM, starting in August 2016. The GO Alexandria

transit store provides transit fare purchase and trip planning services to Mark Center

personnel.

Host a monthly transportation table on Main Street at the Mark Center, usually the last week

of every month. While themes repeat occasionally, key themes include emergency

preparedness and the Mark Center to Suffolk Building pilot shuttle. TMPO provides general

transportation information and distributes monthly DASH passes to employees with valid

Common Access Cards (CACs) or alternative credential cards. Approximately 50 people

stop by the table each month.

Mark Center TMP


In addition to mass transit options, the TMPO’s employee commuter program promotes

ridesharing, slugging, and bicycling to the Mark Center facility.

The TMPO continues to promote ridesharing as an effective non-SOV commute mode for

Mark Center employees. TMPO staff encourages Mark Center employees to sign up for the

employee ridesharing database at the monthly transportation tables. The TMPO has conducted

market research and alternative evaluation on a real-time ride matching system to enhance the

current manual system. WHS is working to determine the course of action that best meets the

needs of the Mark Center. In the meantime, TMPO continues to use a rideshare database,

developed in-house, for commuters interested in ridesharing to the Mark Center facility.

Interested commuters are asked to visit the TMPO to register their information. Through

continuous monitoring, potential matches are determined and emails are sent to employees with

appropriate contact information. Once the final ride matching solution is determined, the

existing ridesharing database will be incorporated into the new solution.

The WHS Human Resources Directorate also maintains a slugging email distribution list

to make slugging a viable option for tenants of the Mark Center facility. Slugging is an informal,

unofficial, local custom which is not sponsored by the U.S. Government. It is also known as

casual carpooling. As of September 2016, 345 employees had signed up for the slugging email

list. There are four separate email distribution lists based on slug destinations: Route

234/Montclair, Hornet/Tackett Mill, Stafford/Fredericksburg, and Braddock Road. The TMPO

advises all employees to sign up for slugging via email.

The TMPO also promotes bicycling as a commute mode for Mark Center employees.

TMPO coordinates with local bicycle and pedestrian advocacy groups and mobility coordinators

including City of Alexandria Local Motion, Washington Area Bicycle Association (WABA), and

Bike Arlington for maps, brochures, and other resources. The TMPO uses bicycle commuting as

the theme for the monthly transportation table at least once a year. In 2016, the TMPO

organized the May transportation table around bicycle commuting and bicycle safety by

distributing maps, brochures, and handouts. The TMPO also coordinates with Commuter

Connections and WABA throughout the year to participate in the region’s Annual Bike to Work

Day, an effort to encourage commuters to try bicycling to work as a healthy and environmentally

friendly alternative to driving alone.10 The TMPO organized a Mark Center Pit Stop for the May

19, 2016 Bike to Work Day event.

The WHS Parking Management Plan consists of priority parking designations within the

Mark Center’s North and South Parking Garages. There are 3,747 total parking spaces.11

Priority spaces are designated for disabled, carpool/vanpool, alternative fuel, government

vehicles, and visitors. As the management organization, WHS is responsible for handling all

parking operations including management of parking permit allocations and the distribution of

permits to carpools, vanpools, and alternative fuel vehicles. Individual tenant organizations are

responsible for distributing their allocated SOV parking permits to employees. During the first

year of building occupancy, the WHS Parking Office conducted daily monitoring of the number

of issued permits versus the number of vehicles entering the garages.12 As of September 2016,

10 http://www.biketoworkmetrodc.org/event-info 11 U.S. Army Corps of Engineers. 2010. “Transportation Management Plan for BRAC 133 at Mark Center.” 12 The WHS Parking Office conducts vehicle counts using tally marks on each vehicle parked in the North and South garage.

Mark Center TMP


the WHS Parking Office periodically monitors parking garage usage and Pentagon Force

Protection Agency (PFPA) monitors the number of vehicles entering the North and South

Parking Garages daily and by time of day.

2.2 Performance Measures

Two performance measures are used to monitor and evaluate the effectiveness of the

TMP and aforementioned programmatic elements: average vehicle ridership (AVR) and mode

split. These performance measures are described in more detail below.

Average Vehicle Ridership

Employee trip reduction is expressed utilizing the AVR calculation, which is a ratio of

employee trips to privately owned vehicle (POV) trips. AVR is defined as the average number

of employees who report to a work site divided by the average number of vehicles driven by

these employees, calculated for an established time period.13

AVR = Employee Trips / POV Trips

This calculation recognizes vehicle trip reductions from transit usage and non-motorized

transportation but does not account for trip reductions from telecommuting and compressed work

schedules.

In September 2016, an average of 3,446 employees entered the Mark Center facility daily

with an average of 2,083 vehicle trips entering daily through the North and South Parking

Garages. One year earlier, in September 2015, an average of 3,162 employees entered the Mark

Center facility daily with an average of 1,858 vehicle trips entering daily through the North and

South Parking Garages. Using the formula AVR = Employee Trips/POV Trips, the WHS TMPO

has determined the Mark Center facility’s morning AVR to be 1.65 for September 2016, and

1.73 for September 2015. Prior to building occupancy, the TMPO projected the goal for the first

full year of occupation to be an AVR of 2.0. Setting this type of goal focused program

marketing and incentives on increasing the number of employee trips per POV to the Mark

Center facility. Table 2-3 provides the AVR as projected in the TMP and each subsequent TMP

Evaluation Report.

Table 2-3: Average Vehicle Ridership, March 2012 – September 2016

Source Document Benchmark Date AVR

TMP TMP Goal (October 2010) 2.0

First Biannual TMP Evaluation Report March 2012 1.82

Second Biannual TMP Evaluation Report August 2012 (baseline) 2.08

Third Biannual TMP Evaluation Report March 2013 1.77

Fourth Biannual TMP Evaluation Report September 2013 1.96

Fifth Biannual TMP Evaluation Report March 2014 1.75

13 Center for Urban Transportation Research, “Best Workplaces for Commuters Glossary,” last modified September 26, 2007, www.cutr.usf.edu.

This definition is utilized by a number of different agencies including the Institute of Transportation Engineers, the University of California Transportation Center Berkeley, and the South Coast Air Quality Board.

http://www.cutr.usf.edu/

Mark Center TMP


Sixth Biannual TMP Evaluation Report September 2014 1.82

2015 & 2016 Annual Periods TMP Evaluation Report September 2015 1.73

2015 & 2016 Annual Periods TMP Evaluation Report September 2016 1.65

The First Biannual TMP Evaluation Report noted an AVR of 1.82 in March 2012. The

Second Biannual TMP Evaluation Report calculated an AVR of 2.08 in August 2012, which is

used as the baseline AVR, as the Mark Center was at 96.8 percent occupancy at the time of the

calculation. A higher AVR from one time period to the next can indicate fewer POV trips with a

lesser change in population, or it can indicate an increase in population with a lesser change in

POV trips. Conversely, a lower AVR from one time period to the next can indicate a decrease in

population with a lesser change in POV trips, or it can indicate an increase in POV trips with a

lesser change in population.

Between September 2015 and September 2016, there was 7.2 percent increase in the

average daytime population of the Mark Center, along with a 12 percent increase in the number

of POV trips. This resulted in a decrease in AVR from 1.73 in September 2015 to 1.65 in

September 2016. From September 2014 to September 2015, during the average weekday, there

was a 7.8 percent decrease in the daytime population of the Mark Center, and a 3.2 percent

decrease in the number of vehicles that entered the Mark Center. The small decline in vehicles

entering the facility and the larger decline in daytime employee presence resulted in a lower year

over year AVR for September 2015 of 1.73, as compared to an AVR of 1.82 a year earlier in

September 2014.

As previously stated, AVR changes can be driven by underlying population

changes/trends and not only by volume of POV trips. For example, although the September

2015 AVR is lower than the TMP baseline AVR of 2.0, it is important to note that there was a

decline in the population, and in the number of POV trips made to the Mark Center as compared

to a year earlier. While AVR for all TMP evaluation periods has historically been less than 2.0,

the Mark Center continues to exceed the non-SOV mode share goal of 40 percent even with a

certain amount of AVR reduction and fluctuation. WHS will continue to monitor the number of

POVs entering the parking garages and will continue to encourage alternative commute modes,

while seeking to maximize AVR to the extent possible, given changes in population from year to

year.

Mode Split

In order to determine which programs are working effectively and which commute

options employees prefer, WHS conducted a baseline review of employee travel modes. Mode

split information from the review is provided in Tables 2-4 through 2-10. Mode split is the

percentage of employees utilizing various modes of transportation, including SOV,

carpool/vanpool, shuttles, transit, bicycling, and walking. To determine the Mark Center

facility’s mode split, the TMPO used shuttle program ridership, North and South parking garage

counts, parking permit allocations, building turnstile information and data from the 2016 and

Mark Center TMP


2015 Annual Transportation/Commuter Surveys.14 Mode split results from the September 2014,

sixth biannual TMP evaluation report are included for comparison purposes.

The mode split goals outlined in the TMP are also included in this section for comparison

purposes. The forecasted mode split described in Table 2-4 was generated for the October 2010

TMP and reflects an outlook that would exceed the 40 percent or more non-SOV goal, but only

by 3 percent, and where only 10 percent of the population was not expected to be present at the

Mark Center on any given day. The most recent Transportation/Commuter Survey results (Table

2-5) and population arrival statistics mode splits are generally in line with the mode split

estimated in 2010.

Table 2-4: Mark Center October 2010 TMP Forecasted Facility Mode Split

TMP Forecasted Employee Statistics

(based on projected relocated population arrival statistics)

Total Employees Relocated 6,409

Employees Present on Day Shift 5,768

Mode Split TMP Forecasted Employee Trip Modal

Split

SOV 57%

DoD Shuttle Program 23%

Other Public Transit Options (Metrobus /

DASH / Quick’s) 5%

Carpools 5%

Bike, Walk, and Slug 7%

Vanpool 3%

Total Mode Split 100%

Other (telework, absences, meetings, etc.) 10%

Every spring, WHS TMPO conducts the Annual Transportation/Commuter Survey and

all Mark Center employees are invited to participate. In 2016, the survey was completed by 403

people, or approximately 6.7 percent of the total building occupancy. In 2015, the survey was

completed by 1,145 Mark Center employees, which represents approximately 19 percent of the

total impacted population. The survey asked respondents to identify which modes they use on a

typical day for each day of the week. Table 2-5 summarizes how Mark Center respondents

commute on a typical workday in 2016 and 2015. Respondents were allowed to select multiple

modes for their commute and percentages were calculated out of each modal commute leg, not

the entire commute trip and therefore add up to more than 100 percent. Also note that the

percentages are based on the number of respondents who answered the mode split question, and

not necessarily on the total number of survey responses received. According to the survey

results, in 2016, 55 percent of respondents who identified which modes they use on a typical

14 The September 2016 and September 2015 Turnstile reports are available in Appendix A. The Parking reports for the same time periods can be found in Appendix B.

Mark Center TMP


work day drive alone to work, 7 percent carpool or vanpool, and approximately 63 percent of

respondents use some form of transit as part of their commute. Note that by counting each

commute leg, some trips are double counted, e.g., if a respondent takes VRE and then transfers

to DASH route AT-2X, that respondent would be counted under DoD Shuttle Program and

Additional Survey Choices. Table 2-6 presents the same data from the 2014 Annual

Transportation/Commuter Survey.

Table 2-5: Mark Center Facility Mode Split (based on 2016 and 2015 Annual

Transportation/Commuter Surveys)15

Mode Split

2016 Employee

Trip Modal

Split

2015 Employee

Trip Modal

Split

SOV 55% 60%

DoD Shuttle Program 22% 25%

Other Public Transit Options (Metrobus /

DASH) 13% 14%

Carpools/Vanpools 7% 7%

Bike, Walk, and Slug 15% 14%

Additional Survey Choices (VRE, MARC,

Metrorail, Commuter Bus, Motorcycle, and

Other) 28% 29%

Telework 6% 7%

Table 2-6: Mark Center Facility Mode Split (based on 2014 Annual

Transportation/Commuter Survey)16

Mode Split

2014 Employee Trip

Modal Split

SOV 56%

DoD Shuttle Program 22%

Other Public Transit Options (Metrobus / DASH) 15%

15 Percentages do not add up to 100 percent. The total is the sum of each trip leg, not each trip. 16 Percentages do not add up to 100 percent. The total is the sum of each trip leg, not each trip.

Mark Center TMP


Carpools/Vanpools 9%

Bike, Walk, and Slug 10%

Additional Survey Choices (VRE, MARC, Metrorail, Commuter

Bus, Motorcycle, and Other) 28%

Telework 5%

In addition to the Annual Commuter Survey mode split, WHS TMPO estimates mode

split for each TMP evaluation period using building population and arrival statistics. These

estimates provide a more granular level of detail using the best available data from WHS and

PFPA. The results are provided in Tables 2-7 through 2-9. The total number of employees

present at the Mark Center is determined by the turnstile data provided by PFPA. SOV

commuters are estimated based on the average number of vehicles present at the Mark Center

garages during the sample month, as recorded by the WHS Parking Office. The transit mode

share is estimated using available bus ridership data from the transit operators. WMATA,

DASH, and the private operator of the Springfield-Franconia route provide WHS with monthly

ridership data for both DoD passengers and non-DoD passengers. The Mark Center Shuttle

mode share is calculated by using the AM peak ridership for DoD passengers for the WMATA

7M and 28X, DASH AT-2X, and the Franconia-Springfield shuttle.17

The other public transit options mode share is estimated using available bus ridership

data from WMATA and DASH. Quick’s, the private commuter bus company, began operating a

route that served the Mark Center in June 2012. However, this service was discontinued in

January 2013, due to low ridership. Ridership from Quick’s Run 8 was included in Table 2-7,

which used data from August 2012, but has been excluded from all subsequent mode split

estimations. In addition to the 7M and the 28X, WMATA has four routes that serve the Mark

Center; 7A, 7F, 7W, and 7X. The City of Alexandria’s DASH Bus has three routes in addition to

the AT-2X, routes AT-1, AT-2, and AT-9, which serve the Mark Center. WMATA provides a

record of DoD ridership on the 7-Line routes.18 All early morning and AM Peak DoD riders on

the 7-Line are attributed to the Other Public Transit Options mode. DASH is able to provide

overall ridership for the AT-1, AT-2, and AT-9, but cannot specify how many riders are DoD

employees.19 The Other Public Transit Options estimate assumes that 10 percent of AT-1 and

AT-9 riders are Mark Center employees, and that 20 percent of AT-2 riders are Mark Center

employees.

The number of Mark Center employees commuting by carpool and vanpool was

estimated based on the number of permits issued by the parking office. The carpool mode share

estimate assumes there are three people per carpool and that those with carpool permits use them

regularly. Similarly, the vanpool mode share estimate assumes there are seven people per

vanpool.20 Lastly, because data on walking, bicycling, slugging, Kiss & Ride, and other modes

17 DC Tours ridership can be found in Appendix G. 18 WMATA 7A, 7F, 7W, 7X Mark Center AM peak ridership can be found in Appendix E. 19 DASH AT-1, AT-2, AT-9 ridership can be found in Appendix F. 20 From 2015 and onwards carpool and vanpool attendance is assumed to be proportional to percentage of employees present for work.

Mark Center TMP


is not readily available, it is assumed that this mode split is the difference between all employees

commuting to the Mark Center and the sum of all known modes.

Table 2-7 describes the mode split reported in the Second Biannual TMP Evaluation

report covering March 2012 – August 2012, which was calculated using population arrival

statistics from August 2012, which is the baseline reporting period. Based on parking utilization

and turnstile data, WHS estimates that 37 percent of assigned employees did not enter the

building on a daily basis as a result of the success of the promotion of flexible work schedules,

compressed work schedules, telecommuting, and normal absences that occur as a result of

illness, leave, and off-site meetings. Forty-eight percent of facility commuters (3,738 entering

the building) were traveling via SOV, which is approximately nine percent less than the

forecasted mode split shown in Table 2-4. As a result of calculations based on available data, it

can be confidently stated that in August 2012, 52 percent of personnel and visitors arrived at the

Mark Center facility by means other than SOVs; exceeding the 40 percent or more non-SOV

mode share to the Mark Center facility by 12 percent.

Table 2-7: Baseline Mark Center Facility Mode Split (based on August 2012 data)

August 2012 Employee Statistics (based on relocated population arrival statistics)21

Total Employees Relocated 5,891

Average Employees Present on Day Shift 3,738

Mode Number by Mode/Percentage by

Mode

SOV 1,792 (48%)

DoD Shuttle Program22 779 (21%)

Other Public Transit Options (Metrobus/DASH/

Quick’s)23 44 (1%)

Carpools24 636 (17%)

Bike, Walk, Slug, Kiss & Ride, Other25 448 (12%)

Vanpool26 21 (<1%)


Other (telework, absences, meetings, etc.) 2,153 (37%) (total

employees/turnstile)27

21 All data in Table 2-7 is from the Mark Center Turnstile and Parking Reports, August 2012. See Appendix A in Second Biannual TMP Evaluation Report, submitted to City of Alexandria, February 2013. 22 AM Peak Ridership reported for DoD employees only, from respective transit agencies. Data is available in Appendix E-G in Second Biannual

TMP Evaluation Report, submitted to City of Alexandria, February 2013. 23 AM Peak Ridership reported for DoD employees only, from respective transit agencies. Stop-level data was not available. Data is available in

Appendix E-G in Second Biannual TMP Evaluation Report, submitted to City of Alexandria, February 2013. 24 Calculation based on 212 carpooling permits issued assuming three or more persons in each carpool. 25 Four hundred forty-eight and 12 percent represent the remainder of the employees accessing the site daily, on average, after the other modes are

calculated. 26 Calculation assumes three vanpool permits with seven or more persons in each vanpool. 27 Other is calculated as total employees relocated to the Mark Center divided by average employees present on the day shift.

Mark Center TMP


Tables 2-8 and 2-9 provide the mode split for the current Mark Center TMP evaluation

report, using population arrival statistics as of September 2016 and September 2015. According

to PFPA turnstile data, in September 2016, on average, 33 percent of Mark Center employees

assigned to work at the Mark Center did not enter the building on a daily basis; for September

2015, this figure was 37 percent.

September 2016 vehicle counts by the WHS Parking Management Office reveal that of

the Mark Center workers who did enter the building on a daily basis 58 percent used the Mark

Center garages as a result of make SOV trips, while 42 percent of Mark Center commuters used

non-SOV modes for their daily commute trip. In September 2015, of the Mark Center workers

who entered the building on a daily basis, 56 percent arrived by SOV, while 44 percent used a

non-SOV mode for their commute trip. As a result of calculations based on available data, it can

be confidently stated that in September 2016 and September 2015, the Mark Center exceeded the

40 percent or more non-SOV mode share TMP goal by 4 percent and 2 percent, respectively.

Table 2-8: Mark Center Facility Mode Split (based on September 2016 data)

September 2016 Employee Statistics (based on population arrival statistics)28

Total Employees Assigned 5,574

Average Employees Present on Day Shift29 3,446 (62%)

Mode Number/Percentage by Mode

SOV30 2,006 (58.2%)

DoD Shuttle Program31 576 (16.7%)

Other Public Transit Options (Metrobus/DASH/Fairfax

Connector/PRTC) 241 (7.0%)32

Carpools33 218 (6.3%)

Other (Bike, Walk, Slug, Motorcycle, Drop-offs)34 375 (10.9%)

Vanpool35 30 (0.9%)


Employees Not Present (telework, absences, meetings, etc.) 1,839 (33%)36

28 All data in Table 2-8 is derived from Turnstile Reports produced by PFPA and Parking Reports produced by WHS Parking Office for

September 2016. Please see Appendices A & B. 29 This number represents AM peak arrivals. PM arrivals which are not shown total 289 or 5% of total employees relocated. 30 The SOV rate is calculated by the number of vehicles observed in the regular parking spaces in the North and South garages in September

2015. It excludes handicap spaces, motorcycle spaces, and Government Executive spaces. 31 AM Peak Ridership reported for DoD employees only, from respective transit agencies. Data is available in Appendix D. 32 AM Peak Ridership reported for DoD employees only, from respective transit agencies. 33 The number of employees carpooling is calculated based on the number of carpool permits as of September 2016, 101 multiplied by three, and then multiplied by the percentage of employees present on day shift (62%.) 34 Two hundred thirty-six (7.5%) represents the remainder of the employees accessing the site daily, on average, after the other modes are

calculated. This share of commuters is largely due to people who drive to the area, park remotely and then walk for the remainder of the trip. 35 The number of employees vanpooling is calculated based on the number of vanpool permits as of September 2015, six multiplied by seven,

assuming seven people vanpool and that all vanpool permit holders commute to the Mark Center daily. 36 Employees Not Present is calculated as total employees assigned to the Mark Center minus average employees present on day shift. The full capacity of the Mark Center is 6,409 employees; Employees Not Present does not include vacancies.

Mark Center TMP





Average Employees Present on Day Shift38 3,214 (58%)

Mode Number / Percentage by Mode

SOV39 1,796 (55.9%)

DoD Shuttle Program40 519 (16.2%)

Other Public Transit Options (Metrobus/DASH/

Fairfax Connector) 227 (7.1%)41

Carpools42 176 (5.5%)

Other (Bike, Walk, Slug, Motorcycle, Drop-offs)43, 44 472 (14.7%)

Vanpool45 24 (0.8%)


Employees Not Present (telework, absences, meetings,

etc.) 2,079 (37%)46


September 2015. Please see Appendices A & B. 38 This number represents AM peak arrivals. PM arrivals which are not shown total 280 or 5% of total employees relocated. 39 The SOV rate is calculated by the number of vehicles observed in the regular parking spaces in the North and South garages in September. 2015. It excludes handicap spaces, motorcycle spaces, and Government Executive spaces. 40 AM Peak Ridership reported for DoD employees only, from respective transit agencies. Data is available in Appendix D. 41 AM Peak Ridership reported for DoD employees only, from respective transit agencies. 42 The number of employees carpooling is calculated based on the number of carpool permits as of September 2015, 101 multiplied by three, and

then multiplied by the percentage of employees present on day shift (58%.) 43 Two hundred thirty-six (7.5%) represents the remainder of the employees accessing the site daily, on average, after the other modes are calculated. This share of commuters is largely due to people who drive to the area, park remotely and then walk for the remainder of the trip. 44 Two hundred thirty-six (7.5%) represents the remainder of the employees accessing the site daily, on average, after the other modes are

calculated. This share of commuters is largely due to people who drive to the area, park remotely and then walk for the remainder of the trip. 45 The number of employees vanpooling is calculated based on the number of vanpool permits as of September 2015, six multiplied by seven,


Mark Center TMP


Table 2-10 shows the Mark Center mode split based on September 2014 population arrival

statistics.




Average Employees Present on Day Shift 3,487

Mode Number by Mode/Percentage by

Mode

SOV 1,919 (51%)

DoD Shuttle Program48 636 (18%)

Other Public Transit Options (Metrobus/DASH)49 209 (6%)50

Carpools51 399 (11%)

Other (Bike, Walk, Slug, Kiss & Ride, Park &

Ride)52 421 (12%)

Vanpool53 42 (1%)


Employees Not Present (telework, absences,

meetings, etc.) 2,568 (42%)54

Table 2-11 summarizes mode split at the Mark Center over time allowing for comparison

between the forecasted mode split and the actual mode splits during the subsequent Mark Center

TMP evaluation points. Due to limitations in data availability, the various non-SOV modes from

the biannual reporting periods were consolidated under a single category for the purposes of

comparison. Summary Table 2-10 should be read with the caveat that mode split statistics were

collected from different data sources that were not fully consistent across time. Table 2-10

provides a general overview of how mode share has changed as the employee population at the

Mark Center has stabilized.


September 2014. 48 AM Peak Ridership reported for DoD employees only, from respective transit agencies. 49 Quick’s private commuter bus service discontinued its Mark Center route in January 2013 due to low ridership. 50 AM Peak Ridership reported for DoD employees only, from respective transit agencies. Stop-level data was not available. Refer to following paragraph for assumptions made in calculation. 51 The number of employees carpooling is calculated based on the number of carpool permits as of September 2014, 133 multiplied by three,

assuming three people per carpool and that all carpool permit holders commute to the Mark Center daily. 52 Four hundred twenty-one (12%) represents the remainder of the employees accessing the site daily, on average, after the other modes are

calculated. This share of commuters is largely due to people who drive to the area, park remotely and then walk for the remainder of the trip.

According to the 2014 Commuter Survey, 13 percent of respondents pay to park near the Mark Center. 53 The number of employees vanpooling is calculated based on the number of vanpool permits as of September 2014, six multiplied by seven,


Mark Center TMP


Table 2-11: Mark Center Facility Mode Split Summary, 2010-2016

(Goal: Non-SOV Rate = 40 Percent or More)

Benchmark

Date

Total

Employees

Assigned

Employees

Present on

Day Shift

SOV Non-SOV Employees Not Present

(telework, absences,

meetings, etc.)55

October 2010

(Forecast)

6,409 5,768 57% 43% 10%

August 2012

5,891 3,738 48% 52% 37%

March 2013

6,055 3,599 56% 44% 41%

September 2013 6,055 3,741 51% 49% 38%

March 2014

6,055 3,351 57% 43% 45%

September 2014 6,055 3,487 51% 49% 42%

September 2015 5,574 3,214 56% 44% 37%

September 2016 5,574 3,446 58% 42% 33%

3.0 Roadway Infrastructure Operations Information

According to the Virginia Department of Transportation (VDOT) and the Virginia

Department of Rail and Public Transportation’s (DRPT) Virginia Megaprojects program,

multiple improvements have been completed as part of the DoD BRAC plan.56 DoD allocated

20 million dollars to construct short-term improvements developed by VDOT in anticipation of

increased vehicle trips at nearby intersections as a result of the BRAC move. 57 These

infrastructure improvement projects were completed throughout 2012 and 2013, and included

turn lane enhancements, ramp widenings, signal timing modifications and pedestrian

improvements. Some of the key improvements that were completed include the following:

Ramp widening on the northbound I-395 exit at Seminary Road and turn-lane reconfiguration

at the Seminary Road/I-395 rotary.

Median removal on Seminary Road west of I-395.

Intersection/turn lane modifications at Beauregard Street and Seminary Road.

Turn-lane expansion at Mark Center Drive and Seminary Road.

55 Other is calculated as total employees relocated to the Mark Center minus average employees present on the day shift. 56 VDOT, Virginia Mega Projects; Mark Center Taskforce Update. http://www.vamegaprojects.com/about-megaprojects/mark-center-taskforce/ 57 Ibid.

http://www.vamegaprojects.com/about-megaprojects/mark-center-taskforce/

Mark Center TMP


On-ramp expansion from Seminary Road to I-395 south.

Signal timings at the Mark Center-surrounded intersections were adjusted accordingly based

on month-to-month traffic observation to mitigate oversaturation conditions.

Other Completed or Ongoing Projects and VDOT Improvements

In addition to the completed short-term improvements, the Commonwealth of Virginia

allocated 80 million dollars for the construction of a reversible High Occupancy Vehicle

(HOV)/Transit ramp on I-395 at Seminary Road and an additional northbound auxiliary lane on

I-395. The 0.8 mile auxiliary lane, which opened up on February 4, 2015, has created a second

exit lane on I-395 between Duke Street and Seminary Road to give motorists more time and

space to exit or merge without impacting the overall flow of traffic.58

The HOV ramp at Seminary Road opened on January 11, 2016 and it is open to HOV-3+

vehicles at all times. The ramp reverses directions according to the same reversal schedule as the

HOV lanes in the region. During weekdays, HOV lanes are open for northbound traffic from

2:30 AM to 11:00 AM, closed from 11:00 AM to 1:00 PM, open southbound traffic from 1:00

PM to midnight, and closed from midnight to 2:30 AM.59

Completion of the HOV ramp at Seminary Road now provides improved access to the I-

395 HOV lanes for individuals who rideshare and use transit to reach the Mark Center; this can

potentially further improve the non-SOV commuting rate to the Mark Center. In anticipation of

increased traffic and slugging due to the opening of the HOV ramp, TMPO met with the PFPA,

the Mark Center Building Management Office, the City of Alexandria, and Duke Realty in mid-

October 2015 to conduct a site walkthrough at the Mark Center to review and identify potential

designated slug lanes. After the site assessment, the group recommended that the current “Kiss

and Ride” location be formalized as a slug drop-off/pickup area for Mark Center. TMPO will

continue to coordinate with the City of Alexandria to assess the usage of the slug drop-off/pickup

area and determine if additional drop-off/pickup areas need to be explored.

With the opening of the HOV ramp, Potomac and Rappahannock Transportation

Commission (PRTC) began to offer express commuter bus services in February 2016 from

Prince William County to the Mark Center on routes that travel along the I-395 HOV lanes.

There is one route from Dale City and another route from Lake Ridge. Both routes offer four

trips in the morning and four trips in the afternoon.60 For the fiscal year 2017 Mark Center TMP

evaluation period, TMPO will monitor these new HOV and transit commuting options to the

Mark Center to determine potential benefits to the non-SOV commuting rate.

58 VDOT. http://www.vamegaprojects.com/about-megaprojects/i-395-hov-auxiliary-ramp/#overview 59I-95 Express Lanes. https://www.expresslanes.com/using-the-lanes 60 PRTC. http://www.prtctransit.org/commuter-bus/mark-center.html

Mark Center TMP


4.0 Parking Utilization

Since building operations commenced, PFPA has tracked the number of vehicles entering

and exiting the parking garages through the designated gate locations, and the WHS Parking

Management Office has tracked the number of vehicles in the North and South Parking Garages

on a daily basis. The parking garage averages for August 2012 through September 2016 are

shown in Table 4-1 to document parking usage in each TMP evaluation report.

Table 4-1: North and South Parking Garage Totals (Average)

Month Average Daily Parking

August 2012 1,792

March 2013 1,988

September 2013 1,911

March 2014 1,916




In September 2016, an average of 2,083 vehicles per day entered the North and South

Parking Garages for an average of 225 (12 percent) more vehicles per day than was recorded in

September 2015.61 In September 2015, an average of 1,858 vehicles per day entered both

parking garages for an average of 61 (3 percent) less vehicles per day than was recorded in

September 2014. Overall, as of September 2016, on an average day the Mark Center uses

approximately 69 percent of the site’s available parking inventory, a 7 percent increase over the

previous year.62 PFPA continues to monitor daily the number of vehicles that enter the garages

through the gate.63

As of September 2016, 4,875 permits had been distributed for parking allocations in the

North and South Parking Garages with an additional 762 special permits distributed. Table 4-2

describes the breakdown of parking permits distributed by type of permit.

61 The WHS Parking Management Office periodically monitors the Mark Center Parking garages. Note: vehicle counts do not include handicapped permits or motorcycles. 62 Parking utilization rate is based on availability of approximately three thousand general-use parking spaces. 63 PFPA garage counts are not used in the Evaluation Report because counting every vehicle that enters the North and South Garages will overestimate parking rates due to people leaving the site and returning from meetings, lunch, or breaks.

Mark Center TMP


Table 4-2: Mark Center Parking Permits Issued as of Sept 2016 and Sept 2015

Type of Permit 2016

Quantity

2015

Quantity

Shift Workers 55 61

Handicapped 105 101

Official (GOV) 114 55

Motorcycle 80 66

Temporary 0 0

Alternate Fuel/Low Emission 155 164

South Parking Garage (SOV) 1,163 1,275

North Parking Garage (SOV) 1,613 1,613

Carpool (3 or more) 129 101

Vanpool (7 or more) 8 6

Total 3,422 3,442

Mark Center TMP


5.0 Program Strengths and Areas for Improvement

Table 5.1: WHS Transportation Management Program Strengths and Areas for Improvement

64 Mark Center enhanced transit service and shuttle program includes WMATA 7M, DASH AT-2X, and Franconia-Springfield Shuttle 65 There are 3,747 parking spaces at the Mark Center. The parking utilization rate is calculated from 2,083 spaces, which does not include vehicles with handicap parking permits.

Programs Strengths

Goal 1: 40% non-SOV mode share

Areas for

Improvement Program Actions

DoD Shuttle

Establishment of a 3-route shuttle system with peak

hour service.

Currently providing 254 transit vehicle trips per

weekday.64

Coordination with transit agencies for enhanced

transit services.

Continue to seek

methods to improve

shuttle service.

Update marketing materials to effectively promote

the use of transit and the DoD Shuttles.

Continue to manage DoD Shuttle Bus Program

operations between Mark Center Station,

Pentagon, and select Metrorail Stations.

Manage Mark Center Station by continuing

coordination with local transit agencies to upkeep

schedules and route information. Monitor on-time

performance of WMATA routes to ensure

compliance with cooperative agreements.

Identify opportunities to increase ridership on the

Franconia Springfield shuttle with the newly

opened HOV ramp.

Parking

Management

42% non-SOV mode share in September 2016;

44% non-SOV mode share in September 2015 with

Mark Center completely occupied.

Average Vehicle Ridership of 1.65 in September

2016 and 1.73 in September 2015.

56% usage of allotted parking spaces in September

2016.65

Continue to seek

methods to maintain

or improve non-

SOV mode share

and AVR.

Continue to educate employees on non-SOV

modes through transportation open houses,

rideshare fairs, and monthly transportation tables.

Continue to enhance transportation notification and

ridematching capabilities.

Coordinate with Parking Management Office

program manager to enforce reserved carpool,

vanpool, and alternative fuel vehicle parking.

Mark Center TMP


Table 5.1: WHS Transportation Management Program Strengths and Areas for Improvement (cont.)

Programs Strengths

Goal 1: 40% non-SOV mode share

Areas for

Improvement Program Actions

Education,

Commuter Assistance,

and

Communications

Established the TMPO as a one-stop-shop.

Continue to communicate and inform tenants of their

available transportation options.

Developed and continue to maintain a

comprehensive transportation website.

Continue to develop online/print media to encourage

non-SOV modes of travel to the facility.

Developed designated transportation telephone

hotline and email address.

Improved transportation email updates including a

formal newsletter.

Improving ride matching services and record

maintenance.

Encourage slugging participation.

Created and regularly use social media – Facebook

and Twitter profiles.

Coordinate Mark Center Transportation Fair,

Ridesharing Fair and Bike to Work Day Events.

Provide input for monthly newsletter and monthly

transportation tables.

Coordinated with Commuter Connections for the

Mobile Commuter Store to administer sale of transit

fares. Researching possibility of using Alexandria

Mobile Transit Store to administer fare sales in the

future.

Coordinated with Virginia Mobile DMV to provide

service to the Mark Center every other month.

Increase the number

of carpools/

vanpools.

Encourage the use

of alternative fuel

vehicles.

Continue to provide assistance to employees

requesting commuting information.

Continue to update marketing materials to

effectively promote the use of carpools, vanpools,

transit, flex-time, bicycling, walking,

telecommuting, and other Travel Demand

Management programs.

Collaborate with the City of Alexandria to discuss

updates to local transportation information and

available city programs.

Increase carpool/vanpool permits through

interactive ride matching activities and acquisition

of new software.

Educate employees on benefits of alternative fuel

vehicles.

Finalize the developed Transportation Notification

System and facilitate training.

Organize, plan, and conduct the Mark Center

Transportation Fair, Ridesharing Fair, and Bike to

Work Day Events.

Educate tenants by providing educational

orientation materials about the various modes of

transportation available at Mark Center.

Improve efficiency of information dissemination

during emergencies and inclement weather.

Continue to promote the availability of free DASH

transit passes to Mark Center employees.

Mark Center TMP


6.0 Summary of Current Progress and Next Steps

As of September 2016, Mark Center building occupancy remains at approximately 5,600

employees, though it has been as high as slightly more than 6,000 employees during previous

TMP evaluation periods. A final and stable population allows for more complete analysis of

employee travel patterns and recommendations for program improvement. After more than five

years of facility operation, the TMPO continues to successfully limit the number of SOV trips

made to and from the Mark Center for commuting purposes. Presently, plans are moving

forward to increase staffing in the building over the next 2 years to better utilize available space

within the facility’s full capacity of 6,409 employees. Increased staffing at the Mark Center will

be reflected in the facility’s mode split to the extent that additional personnel are working during

the day shift.

Since the TMPO was created, the office has increased its presence within the Pentagon

and Mark Center communities through communications outreach and through programming to

expand upon its service offerings and capabilities. TMPO partners with GO Alex (the City of

Alexandria’s commuter services resource), and with the Virginia Department of Motor Vehicles

respectively, to bring the Mobile Transit Store and the Mobile DMV to Mark Center Station on a

recurring basis. These options provide Mark Center employees with easy access to local and

regional transportation information, transit fare media purchases, and other transportation

services. Lastly, in the fall of 2015, TMPO completed a Transit Development Plan to evaluate

the DoD Shuttle System, including Mark Center Shuttles, and made operational and service

planning recommendations to be implemented over the subsequent 5 years; TMPO is in process

of implementing some of the short-term recommendations and developing plans for

implementing the long-term recommendations.

Upcoming transportation efforts include the Annual Online Transportation Survey, which

will be conducted in the spring of 2017, to estimate Mark Center employee commuting patterns

and overall satisfaction with the WHS Transportation Management Program. Results of the

survey will be used to help evaluate and determine the ongoing effectiveness of the TMP.

Throughout fiscal years 2016 and 2015 WHS successfully met and exceeded the 40

percent or more non-SOV mode share described in this report under Mark Center TMP Goal 1;

WHS expects to continue meeting this key performance measure. WHS has successfully

facilitated tenant mobility and will continue to pursue a variety of programming actions in

fulfillment of Goal 2.

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