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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
2016 Evaluation Report 2
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
2016 Evaluation Report 3
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
2016 Evaluation Report 4
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%
Average Daily DoD Ridership
(Sept 2015) 1,153 151 39 228
Route Percentage of Total
DoD Shuttle Ridership
(Sept 2015)
73% 10% 2% 15%
Average Daily DoD Ridership
(Sept 2014) 1,077 204 51 407
Route Percentage of Total
DoD Shuttle Ridership
(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
2016 Evaluation Report 5
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
2016 Evaluation Report 6
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
2016 Evaluation Report 7
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
2016 Evaluation Report 8
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.
Mark Center TMP
2016 Evaluation Report 9
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
2016 Evaluation Report 10
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
2016 Evaluation Report 11
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
2016 Evaluation Report 12
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
2016 Evaluation Report 13
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%)
Total Mode Split 100%
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
2016 Evaluation Report 14
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%)
Total Mode Split 100%
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
2016 Evaluation Report 15
Table 2-9: Mark Center Facility Mode Split (based on September 2015 data)
September 2015 Employee Statistics (based on population arrival statistics)37
Total Employees Assigned 5,574
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%)
Total Mode Split 100%
Employees Not Present (telework, absences, meetings,
etc.) 2,079 (37%)46
37 All data in Table 2-9 is derived from Turnstile Reports produced by PFPA and Parking Reports produced by WHS Parking Office for
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,
assuming seven people vanpool and that all vanpool permit holders commute to the Mark Center daily. 46 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
2016 Evaluation Report 16
Table 2-10 shows the Mark Center mode split based on September 2014 population arrival
statistics.
Table 2-10: Mark Center Facility Mode Split (based on September 2014 data)
September 2014 Employee Statistics (based on population arrival statistics)47
Total Employees Assigned 6,055
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%)
Total Mode Split 100%
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.
47 All data in Table 2-10 is derived from Turnstile Reports produced by PFPA and Parking Reports produced by WHS Parking Office for
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,
assuming seven people vanpool and that all vanpool permit holders commute to the Mark Center daily. 54 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
2016 Evaluation Report 17
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.
Mark Center TMP
2016 Evaluation Report 18
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
2016 Evaluation Report 19
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
September 2014 1,919
September 2015 1,858
September 2016 2,083
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
2016 Evaluation Report 20
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
2016 Evaluation Report 21
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
2016 Evaluation Report 22
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
2016 Evaluation Report 23
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.
Recommended