ST. ELIZABETHS EAST CAMPUS PARKING MASTER PLAN STUDY

Transcription

1 ST. ELIZABETHS EAST CAMPUS PARKING MASTER PLAN STUDY PREPARED FOR: THE OFFICE OF THE DEPUTY MAYOR FOR PLANNING AND ECONOMIC DEVELOPMENT PREPARED BY: CH2M D.C., P.C. AND SYMMETRA DESIGN SUBMITTED: JUNE 2017

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3 Contents Executive Summary Introduction Introduction and Purpose Introduction Parking Master Plan Purpose Plan Development Process Need for the Parking Masterplan Stakeholder and Public Involvement Existing Conditions Data Collection Study Area Parking Survey Findings Existing Traffic Conditions East Campus Existing Traffic Demand and Access Intersection Level of Service Future Parking Needs Methodology Short-Term Demand Analysis Long-Term Demand Analysis Special Event/Major Event Demand Analysis Parking Supply and Net Deficit/Surplus Short-Term Parking Supply without any Parking Improvements Long-Term Parking Supply without any Parking Improvements Short and Long-Term Parking Needs Parking Solutions and Management Strategies Short-Term Concepts Bicycle and Walking Programs Carpools and Vanpools (reserved spaces) Guaranteed Ride Home Program Shared Parking Transportation Network Company Ride Matching / Pairing Commute Trip Reduction (CTR) Program Policy Changes Flexible or alternative work hours and Telecommuting Long-Term Concepts Private and Campus Shuttle Service Campus Shuttle Transit/Pre-Tax Programs Carpools and Vanpools (parking discounts) Transportation Information Centers/Technology Neighborhood Parking Restrictions/Zone Parking Special and Major Events Concepts Event Planning, Scheduling, and Patron Education On-Site Road Management PAGE I

4 5.3.3 Transit Service Enhancements Car Sharing Campus Shuttles Shared Parking Technology Evaluation of Potential Traffic Impacts and Demand Management Strategies Short and Long-Term Traffic Demand Short and Long-Term Traffic Analysis Traffic Management Strategies Parking Demand Management Strategies Parking Solutions, Evaluation, and Recommendations Short-Term Parking Solutions Option 1 Short-Term Option 2 Short-Term Long-Term Parking Solutions Option 1 Long-Term Option 2 Long-Term Evaluation of Parking Solutions Rough-Order-of-Magnitude (ROM) Cost Estimate Parking Supply vs. Demand Comparison by Demand Segment Evaluation of Short-Term Parking Options Evaluation of Long-Term Parking Options Recommendations of Preferred Parking Options LIST OF TABLES Table 1.1: Comparison of Parking Demand and Supply for Short and Long-Term Scenarios Table 1.2: Short Term Preferred Parking Option - Demand vs. Supply Table 1.3: Long Term Preferred Parking Option - Demand vs. Supply Table 2.1: Master Plan Summary Table 3.1: St. Elizabeths East Campus Parking Utilization (On Campus) Table 3.2: St. Elizabeths East Campus Hospital Supply and Occupancy Results Table 3.3: Area 3 West of Site Off-Campus Supply and Occupancy Results Table 3.4: Area 4 South and West of Site Off-Campus Supply and Occupancy Results Table 3.5: Area 5 South and East of Site Off-Campus Supply and Occupancy Results Table 3.6: Total Off-Campus Supply and Occupancy Results Table 3.7: LOS Criteria for Signalized Intersections Table 3.8: LOS Criteria for Unsignalized Intersections Table 3.9: Existing PM peak hour Intersection Delay and LOS Table 4.1: Summary of Weekday Parking Demand for Short Term Development Table 4.2: Summary of Weekday Parking Demand for Long Term Development Table 4.3: Summary of Parking Demand during Special Events for Short Term Development Table 4.4: Summary of Parking Demand during Special Events for Long Term Development Table 4.5: Summary of Weekday Parking Supply for Short Term Development Table 4.6: Summary of Weekday Parking Supply for Long Term Development Table 4.7: Comparison of Parking Demand and Supply for Short and Long-Term Scenarios Table 6.1: PM Peak Hour Trips To and From the Proposed Development Short-Term Scenario Table 6.2: PM Peak Hour Trips To and From the Proposed Development Long-Term Scenario Table 6.3: Peak Hour Vehicle Trips for Special Events Short-Term Scenario Table 6.4: Peak Hour Vehicle Trips for Special Events Long-Term Scenario Page II

5 Table 6.5: Table 6.6: Table 6.7: Table 6.8: Table 7.1: Table 7.2: Table 7.3: Table 7.4: Table 7.5: Table 7.6: Table 7.7: Table 7.8: Table 7.9: Table 7.10: Table 7.11: Table 7.12: Distribution of Inbound and Outbound Traffic PM Peak Hour Short-Term PM Peak Hour - Intersection LOS and Average Delay Long-Term PM Peak Hour - Intersection LOS and Average Delay Parking Management Strategies Parking Option 1 (Short-Term) Demand vs. Supply Parking Option 2 (Short-Term) Demand vs. Supply Parking Option 1 (Long-Term) Demand vs. Supply Parking Option 2 (Long-Term) Demand vs. Supply ROM Cost Estimate for Short-Term Parking Options ROM Cost Estimate for Long-Term Parking Options Comparison of Parking Supply and Demand by Demand Segment Short-Term Comparison of Parking Supply and Demand by Demand Segment Long-Term Evaluation of Parking Options Short-Term Evaluation of Parking Options Long-Term Short-Term Preferred Option - Demand vs. Supply Long Term Preferred Parking Option - Demand vs. Supply LIST OF FIGURES Figure 2.1: St. Elizabeths East Campus - Study Area Figure 2.2: Collaborative Revised Land Use Assumed for Analysis Figure 2.3: Study Work Flow Figure 3.1: St Elizabeths East Campus Existing Parking Locations Figure 3.3: Traffic Analysis Process and Key Arterial Intersections Figure 3.3: Martin Luther King Jr. Ave. Daily Traffic North of Lebaum Street Figure 3.4: Malcolm X Ave. Daily Traffic West of 2nd Street Figure 3.5: Alabama Ave. Daily Traffic East of 13th St. Figure 3.6: 2016 Existing PM Peak Hour Turning Movements Figure 3.7: 2016 Existing PM Peak Hour Intersection Operations (LOS & Average Delay) Figure 4.1: Stage-1 Phase-1 (Short-Term) Developments Figure 4.2: Stage-2 (Long-Term) Developments Figure 4.3: Short-Term Parking Supply (Once Stage 1 is completed) Figure 4.4: Long Term On-Street Campus Parking and Other Remainder Lots (Once Stages 1 and 2 are completed) Figure 6.1: 2020 (Short-Term) PM Peak Hour Volumes (veh/hr) Figure 6.2: 2020 (Short-Term) PM Peak Hour - Intersection LOS and Average Delay Figure 6.3: Long-Term PM Peak Hour Volumes (veh/hr) Figure 6.4: Long-Term PM Peak Hour - Intersection LOS and Average Delay Figure 7.1: Short-Term Parking Solutions Option 1 Figure 7.2: Short-Term Parking Solutions Option 2 Figure 7.3: Long-Term Parking Solutions Option 1 Figure 7.4: Long-Term Parking Solutions Option 2 Figure 7.5: Short Term Preferred Parking Option Figure 7.6: Long Term Preferred Parking Option APPENDICES A Existing Parking Conditions including Map of Existing Lots at St. Elizabeths East Campus B List of annual events calendar at St. Elizabeths East Campus C Trip Generation and Parking Supply and Demand Estimates D Stage 1 of Phase 1 (Short Term) and Stage 2 (Long Term) On-Street Parking Maps E List of Meetings, Sign-in Sheets and Public Input and Comments Page III

6 ACRONYMS AND ABBREVIATIONS BMW Bus, Metro and Walk CTR Commute Trip Reduction DDOT District Department of Transportation DPW Department of Public Works DMPED Deputy Mayor for Planning & Economic Development ESA Entertainment and Sports Arena FEMA Federal Emergency Management Agency GSA General Services Administration HCM Highway Capacity Manual ITE Institute of Transportation Engineers LOS Level of Service MLK Martin Luther King Jr. Avenue, Southeast NR Non Residential O Office R Residential RISE Relate, Innovate, Stimulate and Elevate RPP Residential Permit Parking RPZ Residential Permit Parking Zone SF Square Feet TCO Traffic Control Officers TMP Transportation Management Plan TOD Multi-Modal Center and Transit Oriented Development ULI Urban Land Institute Veh Vehicle WMATA Washington Metropolitan Area Transit Authority ZR Zoning Regulation Page IV

7 Executive Summary 1.1 Introduction Based on land uses provided in the previous master redevelopment plan, the East Campus is proposed to limit garage/off-street parking to 2,600 vehicles and provide approximately 750 on-street parking spaces, for a total parking supply of 3,350 spaces. The 2012 St. Elizabeths East Campus Traffic Study estimated the parking demand to be 3,600 spaces for the previous version of the master plan. This demand was calculated based on the rates provided in the Institute of Transportation Engineers (ITE) Parking Generation Manual, methodology from the Urban Land Institute (ULI), and the assumed mode splits and internalization rates for East Campus. With the revisions in the master plan (Section 2.0 Introduction and Purpose) and the redevelopment effort now transitioning into an implementation phase, the parking demand must be re-evaluated to ensure sufficient parking is available in both short-term and long-term stages of development. The key impetus for this re-evaluation is the addition of the proposed Entertainment and Sports Arena (ESA) facility on East Campus; a significant departure from the original master redevelopment plan. The details of development by each stage are detailed in subsequent sections 4.2 and 4.3. The comparison between parking demand and supply for the short and long-term scenarios and for the different days and time of the day yielded the net parking need or surplus for each condition. Table 1.1 summarizes the results of the comparison. Table 1.1: Comparison of Parking Demand and Supply for Short and Long-Term Scenarios Demand Weekday Demand Weekday On Campus Scenario 2 PM 6 PM Supply (No Major Event) (Major Event) Demand Weekend (Major Events) Short-Term ,803 2,133 Surplus/Deficiency ,147 Long-Term 1,021 2,489 3,213 3,100 Surplus/Deficiency -1,468-2,192-2,079 As shown in Table 1.1, all scenarios, except a typical PM weekday with no special events, result in a significant parking supply deficit. Therefore to meet both short-term and long-term parking demand when special events are scheduled, the District will need to develop additional on-site parking supply. Figures 7.1 through 7.4 show short-term and long-term options considered in the study. Figures 7.5 and 7.6 of this report graphically and numerically depict the preferred short-term and long-term options available to add parking capacity to East Campus. Tables 1.2 and 1.3 below show projected surplus/deficit values by short-term and long-term preferred options depicted in those figures. After review of the options and costs associated with each option, we recommend the following be considered for the short-term and long-term parking solutions at St Elizabeths East Campus. Any minor deficient in parking supply can be addressed with parking management solutions and other on-site mitigation measures. PAGE 1-1

8 Short-Term: The short-term scenario comparison between demand and supply yielded a deficit of approximately 700 spaces on a weekday when there is a major ESA event and a deficit of over 1000 spaces on a weekend where there are two major events occurring on a single afternoon. In order to provide additional parking options to satisfy the demand, two options were developed for the short-term scenario. Based on the results from the evaluation, Option 1 is recommended for the short-term scenario. The Preferred Short Term Option (see Figure 7.5) fully satisfies the maximum parking demand scenario, showing no parking deficit on a weekend when major events are happening at ESA and Gateway DC pavilion. While parking supply is greater than the parking demand required for this scenario, some form of coordination to minimize this type of perfect storm of weekend major events on campus will still be needed. In addition, special ESA events will require ESA Traffic Demand Management Plan to be put in place to include mitigation measures including staffing major events with traffic control officers (TCOs) at key intersections and parking lots. Table 1.2: Short Term Preferred Parking Option - Demand vs. Supply Parking Description Spaces Comments Dorothea Dix new surface lot new - 74 from Lots I& J A portion of this lot is operated as valet parking Parcel 8 new surface lot 87 Expanded surface Lot C (RISE Center) spaces 139 from existing Lot C (net 151 spaces) New surface Lot in Parcel Total Spaces Added to Supply 1,152 Initial Short-Term Supply (without any parking additions) 986 1,086 (from Table 4.5) 100 spaces not being considered from Lot B Total Parking Supply 2,138 Surplus/(Deficit) Parking Demand Weekday PM (1 ESA Event) 1, Parking Demand Weekend PM (1 ESA and 1 Gateway Event) 2, Long-Term: The Long Term Preferred Option (see Figure 7.6) recommended for this scenario results in significantly less capital investments (than other options evaluated for this stage) and meets the maximum parking demand for two special events occurring on the same evening, providing sufficient parking spaces for the typical peaking conditions as well as flexibility to expand into some components evaluated for other parking options such as the re-development of the Congress Heights Metro Station into a transit oriented facility with public parking available as well as multi-modal transfer capabilities. Table 1.3: Long Term Preferred Parking Option - Demand vs. Supply Parking Description Spaces Comments Dorothea Dix new Parking Garage (Office and public use) 800 New Garage on Parcel 6 (residential use) 420 New Garage on Parcel 13(residential use) 420 New Garage in Parcel 15 (public use) 420 Expansion of Lot C (RISE Center) spaces 139 from existing Lot C (net 151 spaces) Total Spaces Added in Option 1 2,211 Surplus/(Deficit) Short-Term Supply(Initial long-term supply plus additional spaces remaining from short-term Option 1 supply) 1,021 from Table 4.6 Total Parking Supply in Option 1 3,232 Parking Demand Weekday PM (1 ESA Event) 3, Parking Demand Weekend PM (1 ESA and 1 Gateway Event) 3, Page 1-2

9 Introduction and Purpose 2.1 Introduction For nearly a decade the District of Columbia has been diligently working on a physical redevelopment plan and complimentary economic development strategy to guide the revitalization of the East Campus of St Elizabeths and surrounding communities. While the planned consolidation of the Department of Homeland Security and eventual location of 14,000-17,000 employees on the West Campus directly across MLK Jr. Ave was the initial impetus for this planning, the redevelopment of the East Campus has become a critical project in realizing the District s goals of fiscal stability, job creation, and economic competitiveness. Success is most critical here as the communities surrounding St Elizabeths are among the most economically distressed in the District. Redevelopment offers the opportunity to provide amenities for local communities and the Coast Guard employees who arrived on the West Campus in 2014 while creating a new center for innovation which will serve to further diversify the District s economy. East Campus, when redevelopment is complete, will be the home of up to 5 Million square feet (SF) of mixed use projects and the supporting infrastructure to serve this significant program. There are three distinct economic development goals for the St Elizabeths East Campus redevelopment: Build an environment (both programmatic and physical) that encourages entrepreneurial businesses in dynamic and innovative sectors to grow in DC, and allows Federal government agencies to partner with the private sector in support of innovation and commercialization. Serve as the centerpiece for District-wide efforts to diversify the local economy and enable DC-based businesses to reduce reliance on federal procurement contracts and increase their competitiveness in private sector markets. Promote DC s existing social and economic assets, and build capacity in under-served communities, to ensure District residents and businesses participate in economic opportunities at St. Elizabeths. The redevelopment effort has now transitioned into an implementation phase, with the construction of the Stage 1 Phase 1 Infrastructure Improvements, the hiring of a Real Estate Developer, and the initiation of the Entertainment and Sports Arena (ESA) facility by Events DC. Infrastructure development is critical to supporting the above vision and development projects, and as such has been prioritized by the District. To assist in achieving the redevelopment of the East Campus, the Deputy Mayor for Planning & Economic Development (DMPED) has prepared a master development plan, concept infrastructure plan, and subsequently DMPED worked with the District Department of General Services (DGS) to have DGS lead the final design and construction for the Stage 1 Phase 1 Infrastructure Improvements. The ESA facility and the Stage 1 Phase 1 Infrastructure Improvements are scheduled for completion in less than 24 months (3 rd quarter 2018) and the Redbrick real estate developments on parcels 10, 14, 17 and the CT Campus are in the planning stages and development is anticipated to begin in See Figure 2.2 Now with development underway, DMPED has foreseen the need to prepare an East Campus Parking Master Plan Study to understand both the demand and availability of parking for East Campus in the short-term (3 to 5 years) and long-term (full build out in 15 to 20 years time) development scenarios. The Study will include a description of the project site in regards to existing parking conditions, and include an existing parking survey of East Campus and adjoining neighborhoods, calculations for existing and future parking supply and demand generated by the redevelopment of East Campus, and explore the potential for parking management strategies to mitigate parking demand and impacts with a section on parking implementation. The actual study area for the Parking Master Plan is shown in Figure 2.1. PAGE 2-1

10 Figure 2.1 -St. Elizabeths East Campus - Study Area Page 2-2

11 2.2 Parking Master Plan Purpose The key objectives for developing the Parking Master Plan include the following: Develop short-term parking strategies (3-5 years) to meet immediate campus needs. At the present time the East Campus redevelopment is moving ahead aggressively. The RISE Center has been in operation for several years, as well as the Gateway DC pavilion. Both have numerous meetings and events that presently use on-site parking lots primarily for their parking demand. During large special events at the Gateway (e.g. Broccoli City) some spillover of parking into adjacent neighborhoods is already occurring. Now DMPED is moving ahead with the redevelopment of East Campus with the awarding of real estate development of parcels 10, 14, 17 and the CT Campus to Redbrick, LMD Developers. Redbrick is planning for 250 apartments on the CT Campus and up to 120 townhomes on parcels 10 and 14. The parcel 17 development is for a planned mixed use building of 201,000 SF. Now with the addition of the Entertainment and Sports Arena project (ESA), an approximately 4,200 seat venue within the next 2 years, there will be a large demand for parking that is anticipated to exceed available lots and on-street parking spaces on East Campus. Demand is expected to exceed availability by hundreds of spaces, with the probable end result being large impacts to adjacent neighborhood on-street parking, if no additional parking is provided on campus. Therefore, a critical component of the Parking Master Plan Study will be to look at interim solutions for this short-term (3 to 5 year) horizon as the initial developments are coming on line at East Campus, which do not preclude or conflict with the long-term parking solutions for the full development on East Campus. Mass transit and non-motorized transportation modes are available on East Campus via the Green Line Metro and the Congress Heights Metro station, Capital Bike-share, and numerous bus routes passing by the Campus, including shuttle service to the West Campus, and anchored at the Congress Heights Metro station. Part of the short-term parking strategies will be to maximize and enhance the use of transit and other non-single occupancy vehicle trips to the site. See Figure 2.3 for the study work flow. The development of the short-term parking strategies followed a process of data collection (parking surveys), stakeholder engagement, and the estimation of present and future parking demands based on the development schedule and national norms for parking demand by land use. Develop long-term parking strategies (15 years plus) to meet campus needs at full build-out. This part of the study was completed utilizing the master development plan for East Campus which envisions adaptive reuse of the historic buildings and new green field development that totals approximately 5 Million SF. With the relocation of FEMA to the West Campus by GSA, parcel 2 (which had 750,000 SF planned for the FEMA building) can actually be developed at up to 2 Million SF alone. Most of the long-term development at St Elizabeths is located in the Stage 2 or northern portion of the Campus and it will be years before it actually occurs. This means that any long-term parking strategies must be flexible and allow for changes as the actual development uses and approvals occur over the next 15 plus years. Some of the long-term parking strategies were customized to individual office or mixed use buildings and specific employers. The Parking Master Plan study had a number of possible customizable strategies (like carpooling assistance, transit subsidies, transit information centers in buildings, flexible work hours, etc.) listed and explored. Similar to the short-term, mass transit will be available on East Campus via the Green Line and the Congress Heights Metro station. In addition, Capital Bike-share, and numerous bus routes passing by the Campus and anchored at the Congress Heights Metro station will be available. The long-term parking strategies looked at maximizing and enhancing the use of transit and other non-single occupancy vehicle trips to the site. Part of the proposed solutions included the potential for redevelopment of the Congress Heights Metro station as a Multi-modal center and Transit Oriented Development (TOD) including transit access and potential public parking as part of the long-term plan for the station. The development of the parking strategies followed the same process of data collection (parking surveys), stakeholder engagement, and the estimation of present and future parking demands based on the development schedule and national norms for parking demand by land use as occurred for the short-term effort. See Figure 2.3 for the study work flow. Page 2-3

12 2.3 Plan Development Process As part of the Master Planning process, the physical layout of the St. Elizabeths East Campus was segmented into 17 parcels. The parcel location, parcel numbers and currently proposed land uses types, by parcel, is illustrated in Figure 2.2 and listed in Table 2.1. Figure 2.2-Collaborative Revised Land Use Assumed for Analysis Page 2-4

13 The land uses shown in Figure 2.2 and Table 2.1 represent the master plan proposed development for the long-term horizon. However, there are development projected to be in place in the short-term (year 2021). The summary of current proposed St. Elizabeths East Campus development short-term development is as follows: 252 apartments on CT Campus with adaptive reuse of the 7 historic buildings on parcel 11. Up to 84 onsite parking spaces being provided by the developer. Up to 120 townhomes on parcels 10 and 14 with parking provided in garages or driveways (off-street) for all units. Parcel 17 being developed with 171,000 SF of office space and 30,000 SF assumed for retail. Some 140 parking spaces are slated to be developed on this site by the developer. The District has the option to fund an additional 140 spaces on this parcel when it s developed. Entertainment and Sports Arena (ESA) on parcels 9 and 12 totaling a 4,200 seat venue and related support areas. 75 annual events with up to 22 events requiring parking for sold out venues. 52 surface spaces for ESA staff being provided on site by the developer. It is important to note that land use values included in Figure 2.2 and Table 2.1 reflects the master plan proposed values. Some of the specific developments may differ from those numbers proposed by developer for some of the parcels. However, master plan values represent the most conservative scenario at the moment of doing this analysis thus they were used to estimate the maximum parking demand for both the short and long-term scenarios. Based on the Study Team calculations, variations in parking demand based on master plan numbers versus current developer s numbers are within plus/minus 5 percent of the estimate. Additional active on site development includes the RISE Center (surface parking lot of 139 spaces) and the Gateway Pavilion which has no on-site parking provided even though their special events generate significant parking demand of between 100 to 600 vehicles depending on the day and size of the events. Development of the Parking Plan for the St. Elizabeths East Campus included the following steps described in Figure 2.3 Study Work Flow: Figure 2.3-Study Work Flow Data Collection Data Collection Plan Development Gathering of available information Parking Surveys Additional parking surveys in September 2016 Data compilation and summary Existing Conditions Technical Memorandum Future Parking Needs Parking Demand Estimate Traffic Demand Estimate Short Term Parking Requirements Long Term Parking Requirements Short Term and Long Term Available Supply Parking surplus/deficits Parking Solutions Development of short term parking concepts Development of Long term parking concepts Public Workshop to refine concepts and define final set of potential solutions Parking Evaluations Traffic impact evaluations ROM Cost Pros and Cons Comparison Matrix Selection of preferred short term and long term parking concepts Master Plan Development Documentation Presentation to DMPED and Stakeholders Draft Parking Master Plan Comments and Revisions Final Parking Master Plan Final Public Information Meeting Page 2-5

14 Table Master Plan Summary Parcel Land Use Category 1 Development Square Footage Short-Term Long-Term (dwelling units for Residential) 1 Farm NA NA NA NA 2 Large Office O X 2,000,000 3 Large Office O X 557,300 Gateway DC (existing use) NR X ---- Retail NR X 13,000 4 Small Office O X 63, Small Office O X 139,926 Institutional NR X 233,399 Hotel NR X 221,000 Residential-MF R X 163 units Large Office O X 448,920 Residential-TH R X 219 units Rise Center (existing use) NR X ---- Retail NR X 68,507 8 Civic/Art NR X 36,000 9 Institutional NR X 33,920 ESA NR X 62, Residential-TH R X 35 units 11 Residential-MF R X 252 units Civic/Art NR X 14, ESA NR X 62, Residential-MF R X 304 units 14 Residential-TH R X 85 units Residential-MF R X 379 units Retail NR X 56,000 Large Office O X 304,000 Residential-MF R X 7 units Hotel NR X 131,152 Retail NR X 30,000 Large Office O X 171, Need for the Parking Masterplan Without the plan, significant negative impacts to street parking in adjacent neighborhoods are expected. Without an overall strategy and implementation plan, individual development parcels will be forced to provide all their parking needs within their sites and this could negatively impact aesthetics and overall development compatibility with the master plan program of making East Campus a walkable, mixed use commercial development destination. 1 O-Office, R-Residential and NR-Non Residential Page 2-6

15 2.5 Stakeholder and Public Involvement Coordinate parking supply and management strategies with surrounding communities. This coordination occurred throughout the study and was accomplished primarily through a series of stakeholder and public meetings during the development of the master plan. The team heard resident and stakeholder concerns and feedback and incorporated the feedback, to the extent practical, into the study. In addition to the Office of the Deputy Mayor for Planning and Economic Development, the following is a list of stakeholder groups consulted throughout the planning process: District Department of Transportation District Office of Planning Advisory Neighborhood Commission 8C Ward 8 residents Events DC / Gateway Pavilion DMPED Phase One developer, Redbrick Entertainment and Sports Arena (ESA) Public meetings were held as the primary outreach method to obtain feedback from both stakeholders and the community. The meetings for the Parking Master Plan were held on the following dates: July 28, 2016 Stakeholders Meeting August 30, 2016 Advisory Neighborhood Commission 8C Executive Committee Meeting September 15, 2016 Community/Public Meeting October 29, 2019 Community/Public Meeting Detailed traffic and parking feedback from the Community/Public meetings is summarized in Appendix E of this report. Page 2-7

16 SUMMARY OF KEY FEEDBACK Need for better parking enforcement throughout all of Ward 8. Desire of residents to have all parking demand generated by East Campus development supplied by surface or garage parking spaces on East Campus so there is no potential impact to street parking in adjacent neighborhoods. Explore the route to Residential Permit Parking (RPP) for some Ward 8 neighborhoods adjacent to the Campus. Concerns about construction parking and overflow parking from Federal employees Communications with DDOT and DPW who to talk to when issues arise. Seems to be a lack of action and follow up. BMW Bus, Metro and Walk as alternatives to driving to East Campus. Need programs to require employers to consider BMW. The field data collection efforts brought out some interesting conclusions that were not all well received by the neighborhood residents, including: Parking demand along all residential streets was at or below 60% (excluding Parkland Place) Demand for RPP spaces in Area 3 ranged from 54% on Wednesday to 72% on Saturday Utilization of parking along Alabama Avenue and 13th Street: Alabama Avenue utilization reduced from 81% on Wednesday to 49% on Saturday 13th Street utilization reduced from 73% on Wednesday to 45% on Saturday Motorists parking along Alabama Avenue and 13 th Street on the Wednesday survey were likely destined to/from the Congress Heights Metrorail rail station. Page 2-8

17 Existing Conditions 3.1 Data Collection The existing parking conditions assessment included surveys of on-campus and off-campus parking supply, parking type, control, restriction and occupancy. The surveys were conducted to understand baseline parking conditions prior to the revitalization of the St. Elizabeths East Campus and included the following: Number of Spaces by Street Type of On-Street Parking and Parking Duration (i.e. Residential Permit Parking (RPP), Metered, Handicap, Unrestricted etc.) Parking Restrictions (i.e. Street Cleaning and Rush Hour Restrictions) Parking Occupancy (i.e. number of cars parked during selected survey periods) A data collection plan was prepared that identified key data, methods, and assumptions to conduct the parking surveys. The dates of data collection were coordinated with Events DC, the coordinator of events held at the Gateway DC pavilion and with the Office of the Deputy Mayor for Planning and Economic Development to understand specific dates, expected attendances and planned activities on-site. This coordination was important such that the parking surveys were conducted on dates that best captured peak parking activity on and off-campus. For the initial set of data collection, all event dates within the month of June 2016 for which an event was being held were documented. Surveys were conducted during a weekday and a weekend at varying times to capture peak parking demand for various land uses (such as projected office/commercial and entertainment). SURVEYS CONDUCTED June 15 th, Wednesday, 2:00 PM (office peak) - R.I.S.E Center Event (coinciding with arrival of 7 pm event) June 15 th, Wednesday, 6:00 PM - R.I.S.E Center Event June 15 th, Wednesday, 5:00 PM to 6:00 PM - RISE Center Event - Mayor s Office on Women s Policy and Initiatives Fresh June 25 th, Saturday, 5:00 PM - Gateway DC Pavilion - Annual Good Life Cookout Event (3 pm-9 pm) Approximately 3,500 were in attendance. On-campus parking was permitted at cost to visitors. The cost of parking ranged from $10 to $25 depending on specific parking locations on the campus. Additional parking surveys were conducted at the request of the community. The following additional surveys were conducted: September 10 th, Saturday - 6:00 PM, During a Gateway DC event called Break the Internet Fest. The number of projected attendees was 3,000 patrons. September 14 th, Wednesday - 7:00 PM, to capture peak residential parking demand. No events were being held at either the Rise Center or Gateway DC. The collected information served as the baseline conditions to quantify existing parking availability/utilization on the campus and within the neighboring community. PAGE 3-1

18 3.2 Study Area The study area consisted of the St. Elizabeths East Campus surface lots and on-street parking 2 spaces, the St. Elizabeths Hospital and on-street parking generally within a 0.25 mile radius of the perimeter of the St. Elizabeths East Campus. The selected study area (see Figure 2.1) consisted of all parking facilities (parking lots and on-street spaces) currently being utilized to support demand of existing St. Elizabeths East Campus users (including the Gateway DC outdoor pavilion, the RISE Demonstration Center 3, the St. Elizabeths Hospital and 801 East Men s Shelter 4 ) and parking likely to be utilized to support future parking demand with development of the East Campus. An illustration of the East Campus and existing parking (onsite) locations is illustrated in Figure 3.1. Figure 3.1: St Elizabeths East Campus Existing Parking Locations 2 South of Pecan Street 3 Building Operated by Catholic Charities Archdiocese of Washington and located at Building 801 Page 3-2

19 Existing Active Campus Uses The East Campus is currently inactive with the exception of four uses: The Gateway DC outdoor pavilion, the RISE Demonstration Center, the St. Elizabeths Hospital and 801 East Men s Shelter Gateway DC is an innovative and unique state-of-the-art open-air and covered pavilion. The venue is generally operational between April and October and typically hosts at least one event per month. The RISE Center features a state-of-the-art computer lab, classrooms and conference spaces and hosts various meetings such as workforce development trainings, Advisory Neighborhood Commission (ANC) meetings and community meetings. In spring of 2010, the District of Columbia Department of Mental Health opened a new St Elizabeths Hospital building located at 1100 Alabama Avenue. The hospital houses approximately 280 patients. The hospital is also located within the confines of a gated perimeter within the St. Elizabeths East Campus. Located on the north side of the campus is 801 East Men s Shelter, offering a 12-hour emergency shelter and a 24-hour transitional program for men. The 12-hour emergency shelter is open 7:00 AM to 7:00 PM daily and also serves as a hypothermia emergency shelter from November to March. The shelter and adjacent parking is a single serving use owned by the District and is not anticipated to support parking for the future St. Elizabeths East Campus development in the short-term. For the long-term, this facility is located within the parcel 2 future development limits. Off-Campus Study Areas Off Campus Study Areas included in this study are as follows: Area 3 - west of Martin Luther King Jr. Ave. SE and south of St. Elizabeths West Campus Area 4- east of Martin Luther King Jr. Ave. SE and south-west of St. Elizabeths East Campus (between Martin Luther King Jr. Highway and 13 th Street) Area 5 - south of St. Elizabeths East Campus (between 13 th Street and 15 th Place). On and Off-campus areas excluded from the parking surveys included the 801 East Men s Shelter, the St. Elizabeths West Campus, the District of Columbia Office of Unified Communications, the Congress Heights Metrorail station, the Washington Hebrew Congregation and the Elisavetgrad Cemeteries and residential areas both north-east of the campus and south of Suitland Parkway (located outside of a 0.25 mile radius of the campus). These areas were excluded given patrons do not currently and are not anticipated to utilize these locations for parking due to a number of reasons such as restricted access, limited parking availability and undesirable walking distances. The areas surveyed in this study are illustrated in Figure 2.1. Page 3-3

20 3.3 Parking Survey Findings A summary of the on-campus parking supply and utilization during each of the survey periods is summarized in Table 3.1. Table 3.1: St. Elizabeths East Campus Parking Utilization (On Campus) Occupancy 6/15/16 5 6/25/16 6 9/10/16 7 9/14/16 8 Wednesday Saturday Saturday Wednesday 2:00 6:00 Parcel ID Location Supply PM PM 5:00 PM 6:00 PM 7:30 PM 14 A Dogwood Street (across from building 110 & 108) C Barton Hall/ R.I.S.E Center Lot Building D Building 125/ /4 E On-street adjacent to Gateway DC (west of buildings 89, 94 & 95) F Building /17 G 17 H On-street spaces approaching hospital Lot near Congress Heights Metrorail station I North of Building J South of Building /16 B Building Total supply and occupancy Total supply available for use and % Occupancy 432 6% 3% 56% 104% 5% Table 3.2: St. Elizabeths East Campus Hospital Supply and Occupancy Results Occupancy 6/15/16 6/25/16 9/10/16 9/14/16 Wednesday Saturday Saturday Saturday Wednesday St. Elizabeths East Campus Hospital Supply 2:00 PM 6:00 PM 5:00 PM 6:00 PM 7:30 PM Lot B Hospital Total % Occupancy (demand and hospital owned supply) 99% 43% 29% 27% 41% Vacancy (hospital owned) Vacancy (total including lot B) Rise Center Event for The Mayor s Office on Women s Policy and Initiatives Fresh Start Wednesday s between 5:00 PM and 6:00 PM. The actual attendance is unknown. 6 Gateway DC Event held entitled Good Life Cookout with an attendance of 3,500 patrons. The event was held between 3:00 PM and 9:00 PM. 7 Gateway DC Event held entitled Break the Internet Fest with an projected attendance of 3,000 patrons 8 No event occurred during this survey 9 This demand includes approximately 45 vehicles parked on the grass and not in the gravel parking lot Page 3-4

21 Parking supply and utilization for each of the off-campus areas (for each survey period) is shown in Tables 3.3 through 3.5 and Summarized in Table 3.6. The appendix provides illustrations of the street by street parking utilization for Areas 3, 4 and 5. Table 3.3: Area 3 West of Site Off-Campus Supply and Occupancy Results Occupancy 6/15/16 6/25/16 9/10/16 9/14/16 Wednesday Saturday Saturday Wednesday Parking Description Two Hour Residential Permit Parking Supply 2:00 PM 6:00 PM 5:00 PM 6:00 PM 7:30 PM Hour Parking Hour Parking metered spaces No Standing or Stopping during 11 3 rush hours Commercial Loading Zone School Loading Zone Unrestricted Total % Occupancy 46% 47% 52% 68% 47% Available Spaces Table 3.4: Area 4 South and West of Site Off-Campus Supply and Occupancy Results Occupancy 6/15/16 6/25/16 9/10/16 9/14/16 Wednesday Saturday Saturday Wednesday Parking Description Supply 2:00 PM 6:00 PM 5:00 PM 6:00 PM 7:30 PM Two Hour Residential Permit Parking Hour Parking Hour Parking metered spaces No Standing or Stopping during rush hours Commercial Loading Zone School Loading Zone Unrestricted ADA Permit No Weekday Parking 7:00 AM to 6:30 PM Short term ( 20 minutes or less) Total % Occupancy 46% 39% 42% 48% 40% Available Spaces Illegally parked 11 Illegally parked Page 3-5

22 Table 3.5: Area 5 South and East of Site Off-Campus Supply and Occupancy Results Parking Description Supply Occupancy 6/15/16 6/25/16 9/10/16 9/14/16 Wednesday Saturday Saturday Wednesday 2:00 PM 6:00 PM 5:00 PM 6:00 PM 7:30 PM Two Hour Residential Permit Parking Hour Parking Hour Parking metered spaces No Standing or Stopping during rush hours Commercial Loading Zone School Loading Zone Unrestricted ADA Permit No Weekday Parking 7 AM to 630 PM Short term (20 minutes or less) Total % Occupancy 44% 33% 28% 29% 30% Available Spaces A summary of the total off-campus supply and occupancy is summarized in Table 3-6. Table 3.6: Total Off-Campus Supply and Occupancy Results Occupancy 6/15/16 6/25/16 9/10/16 9/14/16 Wednesday Saturday Saturday Wednesday Parking Description Supply 2:00 PM 6:00 PM 5:00 PM 6:00 PM 7:30 PM Two Hour Residential Permit Parking Hour Parking Hour Parking metered spaces No Standing or Stopping during h h Commercial Loading Zone School Loading Zone Unrestricted ADA Permit No Weekday Parking 7 AM to 630 PM Short term (20 minutes or less) Total Supply % Occupancy 45% 39% 40% 47% 39% Total Availability Page 3-6

23 Existing Parking Survey Findings Summary Demand for RPP spaces in Area 3 ranged from 54% on the Wednesday to 72% on the Saturday survey. Parking demand on Parkland Place exceeded the available supply (by one vehicle 12 ) on Wednesday, June 15 at 6:00 PM and was at capacity during the Saturday survey. Parkland Place abuts a public park area at the southwest corner of Malcolm X Avenue S.E. and MLK Jr. Avenue S.E. and a Crown Gas station (to the immediate south of Parkland Place). The park area is a gathering spot for the community and during the Saturday survey there was a lot of activity observed in the park. Utilization of parking along Alabama Avenue S.E. and 13 th Street S.E. was significantly reduced comparing results on the Wednesday survey to the Saturday survey. Along Alabama Avenue 13 utilization reduced from 81% on Wednesday to 49% on Saturday. Along 13 th Street utilization reduced from 73% on Wednesday to 45% on Saturday. During a Wednesday survey, some motorists parking along Alabama Avenue were likely patrons destined to/from the Congress Heights Metrorail rail station as parking demand was considerably higher along Alabama Avenue on the Wednesday versus the Saturday survey. There was very minimal usage of on-campus parking on Wednesday, June 15, On-campus parking was permitted during the event held at the Gateway DC pavilion on Saturday, June 25, During the event, campus parking demand was at 56% 14. Some of the surveyed roadways experienced higher demand for on-street parking during the weekday as opposed to the weekend including Alabama Avenue and 13 th Streets. On Wednesday at 2:00 PM, 81% of the spaces were parked along Alabama Avenue and 73% of the spaces were parking along 13 th Street. On Saturday, parking occupancy was reduced to 49% along Alabama Avenue and 45% along 13 th Street. While the surveys did not include observations of pedestrians leaving private vehicles headed to their intended destinations, both 13 th Street and Alabama Avenue are directly accessible to the Congress Heights Metrorail station. Both 13 th Street and Alabama Avenue are within close proximity to the Metrorail station which may have contributed to the higher parking demand on the weekday versus the weekend survey. 12 This vehicle was partially blocking the crosswalk at MLK Jr. Avenue and Parkland Place 13 Adjacent to the Metrorail station 14 Based on available supply to East Campus patrons Page 3-7

24 3.4 Existing Traffic Conditions The analysis of existing and future traffic conditions on the East Campus and surrounding roadway network relied extensively on the work conducted for the 2012 Saint Elizabeths East Campus Traffic Analysis Technical Report prepared as part of the required documentation for the Environmental Assessment submitted in March of Very little has changed from what was determined in 2012 in terms of the existing on and off campus traffic activity. Hence, most findings from the previous study are still valid in In addition, the scope of this study did not include new traffic data collection thus the analysis used the available 2012 traffic data, which was projected to 2016 by assuming 0.25 percent annual growth in the area for all background traffic. The analysis of the existing traffic conditions focused on the PM peak hour for a typical weekday since that is the most relevant scenario for comparison with short-term and long-term activity when both commuter and resident parking overlap with potential special events in the late afternoon or evening. Figure 3.2 depicts the overall process followed for the traffic analysis as well as the key arterial intersections included for traffic evaluation. Figure 3.2 Traffic Analysis Process and Key Arterial Intersections Determine AM/ PM Traffic Volumes to/from the Campus Determine Traffic Flows due to Events at the Campus MLK at Pecan St MLK at Cypress ST MLK at Malcolm X Ave MLK at Randle St MLK at Alabama Ave Alabama at Randle St Alabama at 7 th St Alabama at Wheeler Rd Alabama at 12 th St Alabama at 13 th St Assess Traffic Operations at Study Area Intersections Compare with Previous Traffic Studies Page 3-8

25 3.4.1 East Campus Existing Traffic Demand and Access Martin Luther King Jr. Ave. SE provides the primary north-south connections through the East Campus vicinity. Alabama Ave. and Malcolm X Ave. provide the primary east-west connections. All three roadways are classified as minor urban arterials. Figures 3.3, 3.4, and 3.5 illustrate 2012 daily traffic diurnals for Martin Luther King Jr. Ave., Malcolm X Ave., and Alabama Ave. respectively. Similarly, 2012 average daily traffic along Martin Luther King Jr. Ave. and Alabama Ave. is as follows: Martin Luther King Jr. Ave. Northbound north of Lebaum St. 5,590 Southbound north of Lebaum St. 6,020 Alabama Ave. Eastbound east of 13 th St. 6,420 Westbound east of 13 th St. 6,200 The PM peak traffic period is between 4 PM and 6 PM. Figure 3.3: Martin Luther King Jr. Ave. Daily Traffic North of Lebaum Street VOLUME (VPH) Northbound Southbound HOUR Figure 3.4: Malcolm X Ave. Daily Traffic West of 2nd Street VOLUME (VPH) Westbound Eastbound HOUR Page 3-9

26 Figure 3.4: Alabama Ave. Daily Traffic East of 13th St. VOLUME (VPH) 700 Eastbound Westbound Intersection Level of Service Intersection turning movement counts provided by DDOT were analyzed using Highway Capacity Manual (HCM) methodologies to assess intersection delays and level of service (LOS). Level of Service (LOS) describes the relative comfort, convenience, and ease of use experienced by a driver in a particular setting. LOS is defined in terms of parameters that can be perceived by the users of a transportation facility and that can be measured and predicted. For signalized intersections, LOS is defined based on the average delay experienced by vehicles as they cross the intersection. Vehicle delay is a method of quantifying several intangible factors, including driver discomfort, frustration, and lost travel time. Specifically, LOS criteria are stated in terms of average delay per vehicle during a specified time period (for example, the PM peak hour). Vehicle delay is a complex measure based on many variables, including signal phasing (i.e., progression of movements through the intersection), signal cycle length, and traffic volumes with respect to intersection capacity. Table 3.7 shows LOS criteria for signalized intersections, as described in the Highway Capacity Manual (Transportation Research Board, Special Report 209, 2000). Table 3.7 LOS Criteria for Signalized Intersections Average Control Delay Level of Service (sec/veh) General Description (Signalized Intersection) A 10 Free Flow B > Stable Flow (slight delay) C > Stable Flow (acceptable delay) D > HOUR Approaching unstable flow (tolerable delay, occasionally wait through more than one signal cycle before proceeding) E > Unstable flow (intolerable delay) F > 80 Forced flow (jammed) Similarly, unsignalized intersection LOS criteria can be further reduced into two intersection types: all-way stop-controlled and two-way stop-controlled. All-way, stop-controlled intersection LOS is expressed in terms of the average vehicle delay of all of the movements, much like that of a signalized intersection. Two-way, stop-controlled intersection LOS is defined in terms of the average vehicle delay of an individual movement(s). Table 3.7 shows LOS criteria for unsignalized intersections (both all-way and two-way, stop controlled). Page 3-10

27 Table 3.8 LOS Criteria for Unsignalized Intersections Average Control Delay Level of Service (sec/veh) A 10 B > C > D > E > F > 50 Table 3.8 below shows the average delay and LOS at key intersections in the study area during the PM peak hour. Table 3.9 Existing PM peak hour Intersection Delay and LOS Intersection Average Delay (sec/veh) LOS Martin Luther King Jr. Ave at Malcolm X Ave 25.7 C Martin Luther King Jr. Ave at Alabama Ave 17.6 B Alabama Ave at Wheeler Rd 23.6 C Alabama Ave at 11 th Street SE 9.1 A Alabama Avenue at 13 th Street SE 16.5 B From the table above, it can be seen that all the key intersections operate at LOS C or better. Based on the analysis, no traffic issues are observed in any of the intersections within the East Campus study area during a typical weekday PM peak existing conditions. It is important to note, that the analysis for existing conditions did not include any special event as no traffic data was available from the 2012 study and neither new traffic data was included in the scope of this study. During the PM peak hour, traffic in the vicinity of East Campus generally flows southeast from downtown Washington DC to nearby residential areas. Vehicles headed to points south and east must travel around East Campus. Figure 3.6 illustrates existing PM peak hour traffic volumes. Figure 3.7 shows overall PM Peak LOS for all the intersections included in the analysis. Page 3-11

28 Figure 3.6: 2016 Existing PM Peak Hour Turning Movements Martin Luther King Jr Ave St. Elizabeth s East Campus Cypress St (closed to traffic) 7 th St Congress Heights Metro Station N 8 th St St. Elizabeth s West Campus Randle Pl Page 3-12

29 Figure 3.7: 2016 Existing PM Peak Hour Intersection Operations (LOS & Average Delay) Page 3-13

30

31 Future Parking Needs 4.1 Methodology An estimate of future parking needs to support both short-term (3 to 5 years) and long-term (15 plus years) development on the East Campus is important to help to develop the parking strategies for sufficient future parking and help with managing traffic within the campus and the surrounding community. These needs are based on East Campus s planned land use types, their distribution across the campus, proximity to transit facilities, square footage, and number of dwelling units. The general methodology used in estimating parking needs (demand) for East Campus involved referring to the following multiple resources and making adjustments to reflect the urban setting of the development 1. DC Zoning Regulations 2016 Subtitle C General Rules (ZR-16) which provides general guidelines for minimum parking requirements by general land use categories, such as residential, office, retails, institution, etc. Necessary adjustments can be made when estimating parking depending on area type, location, and specific land use(s). 2. Institute of Transportation Engineers (ITE) Parking Generation Manual 4 th Edition which provides average parking generation rate based on a summary of collection of parking demand data observations made all over the nation by specific land use types. These rates are based on land uses that are predominantly suburban in nature and could grossly over-estimate the parking needs for an urban setting like East Campus. However, these parking generation rates still represents the single largest set of empirical data of actual parking demand observations and are considered industry standards to be widely used by traffic engineers with appropriate adjustments. Reduction factors were applied to the ITE parking demand for certain land uses due to the expected non-motorized internal mode share. This data was obtained from 2012 St. Elizabeths East Campus Traffic Analysis Technical Report 3. In concurrence with DDOT, and as allowed by the Office of Planning zoning regulations, a 50-percent reduction to parking rates from DC Zoning Regulations was applied to all East Campus land uses due to their transit accessibility (either by Metrorail, WMATA buses, or campus shuttles) In addition to the above three sources that provide typical peak parking demand, on Attendance and Parking Count Projections were provided for the ESA facility by Events DC on October 25, For both short-term and long-term, the highest parking demand estimated for the top five frequent events was selected for ESA facility, which was split equally between parcels 9 and 12. The proposed parking demand for each land use (six (6) parcels under short-term and seventeen (17) parcels under long-term) was estimated by either using one of the three sources or an average of two. For example, all residential land uses assume DC Zoning minimum parking rates and all retail and office land uses assume the 50% reduced parking rates of DC Zoning minimum. The details of development and their parking demand by each stage are detailed in subsequent sections 5.2 and 5.3. Details of the parking demand estimations, assumptions for adjustments, and the ESA facility parking projections are included in Appendix C. PAGE 4-1

32 4.2 Short-Term Demand Analysis A summary of current proposed St. Elizabeths East Campus development short-term development is as follows (once Stage 1 Phase 1 is completed): 252 apartments on CT Campus with adaptive reuse of the 7 historic buildings on parcel 11 Up to 120 townhomes on parcels 10 and 14 with parking provided in garages or driveways (off-street) for all units Parcel 17 being developed with 171,000 SF of office space and 30,000 SF of retail Entertainment and Sports Arena (ESA) on parcels 9 and 12 totaling a 4,200 seat venue and related support areas. 75 annual events with up to 22 events requiring parking for sold out venues Figure 4.1 illustrates the short-term land uses in the campus. Figure 4.1. Stage-1 Phase-1 (Short-Term) Developments Large Office Residential Retail Small Office Institution Civil/Art Entertainment Parcel du Residential 14K sqft Civic/Art Hotel Parcel 17 30k sqft Retail 171k Large Office Page 4-2

33 The demand generated by Stage 1 Phase 1 (short term) land use development during a typical weekday 2 p.m. without an event (represents peak office use) is illustrated in Table 4.1. Table 4.1. Summary of Weekday Parking Demand for Short-Term Development Parcel Land Use Category Parking Demand Weekday 2 p.m. (No Event) 3 Gateway Pavilion NR 0 7 Rise Center (Lot C) NR Institutional NR 25 ESA (Employee Only)* NR Residential-TH R Residential-MF R 84 Civic/Art NR ESA (Employee Only)* NR Residential-TH R Retail NR 18 Office O 42 Totals 455 (*): Parking demand only includes ESA staff parking needs independent of any event attendance 4.3 Long-Term Demand Analysis A summary of proposed St. Elizabeths East Campus development long-term development is as follows: Includes proposed Stage 1 and Stage 2 developments Over 3.2 Million SF office between parcels 2, 3, 4, 5, and 6 Stage 2 development 39,000 SF of Civic/Art use in parcel 8 Nearly 352,000 SF of hotel use between parcels 5 and 16 About 223,000 SF Community college in parcel apartments between parcels 6, 13, 15, and townhomes on parcel 7 82,000 SF of retail between parcels 3 and 7 Figure 4.2 illustrates the long-term land uses in the campus. Page 4-3

34 Figure 4.2. Stage-2 (Long-Term) Developments Large Office Residential Parcel 1 Retail Small Office Institution Parcel 2 2M sqft Large Office Civil/Art Entertainment Hotel Parcel 3 13k sqft Retail 557k Large Office Parcel 4 63k sqft Small Office 221K sqft Hotel Parcel 5 140K sqft Small Office 223K sqft Institution Parcel 6 204K sqft Residential 448K sqft Large Office Parcel 8 39K sqft Civic/Art Parcel K sqft Ent. Parcel 16 7K sqft Residential 131K sqft Hotel Parcel du Residential 14K sqft Civic/Art Parcel K sqft Residential 56K sqft Retail 304k sqft Large Office Parcel 10 35du Residential Page 4-4

35 The demand generated by Stage 2 full build-out (long term) land use development during a typical weekday 2 p.m. without an event (represents peak office use) is illustrated in Table 4.2. Table 4.2. Summary of Weekday Parking Demand for Long-Term Development Parcel Land Use Category Parking Demand Weekday 2 p.m. (No Event) 1 Farm NA NA 2 Large Office O Large Office O 139 Gateway DC NR 0 15 Retail NR 7 4 Small Office O Small Office O 35 Institutional NR 159 Hotel NR 82 Residential-MF R 204 Large Office O 112 Residential-TH R 274 Rise Center (Lot C) NR 100 Retail NR 44 8 Civic/Art NR 41 9 Institutional NR 25 ESA NR Residential-TH R Residential-MF R 84 Civic/Art NR ESA NR Residential-MF R Residential-TH R Residential-MF R 128 Retail NR 36 Large Office O 76 Residential-MF R 7 Hotel NR 48 Retail NR 18 Large Office O 42 Totals 2, No parking demand on weekdays at the Gateway Pavilion assumed events happening only on weekends 16 Demand on ESA on a non-event weekday is assumed only for ESA employees. Page 4-5

36 4.4 Special Event/Major Event Demand Analysis One of the growing concerns of the residential community center around the East Campus is parking overflow into their neighborhoods, especially during the current events organized at The Gateway Pavilion or RISE Center. Building the proposed ESA facility on the campus will likely increase the frequency of number of events. Events DC projected about 75 events (each ranging from 2 to 8 hours/day) annually at the proposed ESA facility that are scheduled during both weeknights and weekends. It is also likely that multiple events can occur during the same time at ESA facility, The Gateway Pavilion, and RISE center which could exacerbate the parking impact. Before proposing any recommendations on parking strategies, an understanding of parking demand that is expected to occur during these events is important. This study proposed two scenarios Weekday PM peak with a major event at ESA facility (4,200 attendance) and minor events at The Gateway Pavilion, and The RISE Center Weekend with major events occurring at ESA Facility (4,200 attendance), The Gateway Pavilion (3,500 guests), and The RISE Center Tables 4.3 and 4.4 summarize the parking demand during special events under both Stage 1 (short-term) and Stage 2 (long-term) development. It is important to note that parking demand for ESA events is lower in the long term scenario than in the short term. This is due to an underline assumption of an increased transit share for the long term scenario (e.g., 33% transit use in the short term scenario vs. 45% in the long term). Table 4.3. Summary of Parking Demand during Special Events for Short Term Development Parking Demand Parking Demand Parcel Land Use Category Weekday PM Peak Major Event Weekend Major Events 3 Gateway Pavilion NR Rise Center (Lot C) NR Institutional NR ESA NR Residential-TH R Residential-MF R Civic/Art NR ESA NR Residential-TH R Retail NR Office O 42 0 TOTAL SPACES 1,803 2, ESA parking demand is distributed evenly between Parcel 9 and Parcel 12 Page 4-6

37 Table 4.4. Summary of Parking Demand during Special Events for Long Term Development Parking Demand Parking Demand Parcel Land Use Category Weekday PM Peak Major Event 18 Weekend Major Events 1 Farm NA NA NA 2 Large Office O Large Office O 70 0 Gateway DC NR Retail NR Small Office O Small Office O 35 0 Institutional NR Hotel NR Residential-MF R Large Office O Residential-TH R Rise Center (Lot C) NR Retail NR Civic/Art NR Institutional NR ESA NR Residential-TH R Residential-MF R Civic/Art NR ESA NR Residential-MF R Residential-TH R Residential-MF R Retail NR Large Office O Residential-MF R 7 7 Hotel NR Retail NR Large Office O 21 0 Totals 3,213 3, For an evening (6 PM) event, it is assumed that only 50 percent of large office parking spaces will be occupied thus empty spaces become available for event parking. Page 4-7

38 4.5 Parking Supply and Net Deficit/Surplus Short-Term Parking Supply without any Parking Improvements As identified in Table 3-1 in Section 3.3 Parking Survey Findings, existing parking supply on the campus showed 837 spaces. When Stage 1 development is completed, only a fraction of the existing surface lots will be available for use. Some of the parking is displaced by developments, roadways, or utilities. Out of 837 existing supply, only 457 could potentially be used when Stage 1 is completed, however a good portion of those spaces present significant challenges for public access or could only be accessed by secured/authorized vehicles, leaving with 278 accessible spaces. In addition to parking spaces available from existing lots, new campus on-street parking along the new campus roadways will provide 304 metered on-street parking. Finally, inside the new development (parcels 9, 10, 11, 12, 14, and 17) a total of 404 spaces will be provided by the developers of those parcels. The grand total for Stage 1 on-campus parking supply is 986 spaces. Figure 4.3 summarizes parking availability once Stage 1 of the East Campus development plan is completed. Table 4.5 summarizes available parking supply by parcel for the short-term. Table 4.5. Summary of Weekday Parking Supply Short Term Development Parcel Land Use Category Supply (Spaces) 1 UCC NA NA 2 Lot I & J 74 Comments 3 Gateway Pavilion NR 15 On-street parking along East side of Sycamore St. 5 Lot D 50 7 Rise Center (Lot C) NR Institutional NR ESA NR Residential-TH R Residential-MF R Civic/Art NR ESA NR Lot B 0 14 Residential-TH R Retail NR 140 Office O Parcel 5 also includes 84 spaces in Lot F. This lot is not considered due to accessibility and security concerns. 50 spaces allocated for ESA staff divided between parcels 9 and spaces exists on Lot B, however these require secured access Not usable for public parking Existing Accessible Lot Totals 278 Parcels 1, 2, 3, 5, 7, & 13 Parking inside the development 404 Parcels 9, 10, 11, 12, 14, & 17 Additional On-Street Parking on New Development 304 Metered spaces TOTAL SHORT TERM SUPPLY 986 Page 4-8

39 Figure 4.3: Short-Term Parking Supply (Once Stage 1 is completed) Page 4-9

40 4.5.2 Long-Term Parking Supply without any Parking Improvements When Stage 2 will be developed, much of the previous surface parking lots available during Stage 1 will no longer be available as developments spread across the entire campus leaving only about 139 available spaces from Lot C. However, additional campus on-street parking spaces will become available along the new roads (478 spaces) plus parking provided inside the new developments (404). The grand total for Stage 2 full buildout on-campus parking supply is 1,021 spaces. Table 4.6 summarizes parking supply by parcel for the longterm scenario. Figure 4.4, shows on-street campus parking and other remaining lots for the Stage 2 full build out. Table 4.6. Summary of Weekday Parking Supply for Long-Term Development Parcel Land Use Category Supply (Spaces) 1 Farm NA NA 2 Large Office O Large Office O 3 Gateway DC NR Retail NR 4 Small Office O Small Office O 5 Institutional NR Hotel NR 6 Residential-MF R Large Office O Residential-TH R 7 Rise Center (Lot C) NR 139 Retail NR 8 Civic/Art NR Institutional NR 9 ESA NR Residential-TH R Residential-MF R Civic/Art NR ESA NR Residential-MF R 14 Residential-TH R 100 Residential-MF R 15 Retail NR Large Office O 16 Residential-MF R Hotel NR 17 Retail NR 140 Large Office O Totals 545 On-Street 478 TOTAL 1,021 Comments 50 spaces allocated for ESA staff divided between parcels 9 and 12 Page 4-10

41 Figure 4.4: Long Term On-Street Campus Parking and Other Remainder Lots (Once Stages 1 and 2 are completed) Page 4-11

42 4.5.3 Short and Long-Term Parking Needs The comparison between parking demand and supply for the short and long-term scenarios and for the different days and time of the day yielded the net parking need or surplus for each condition. Table 4.7 summarizes the results of the comparison. For the short-term scenarios, the on-campus parking supply including on-street parking is 986 spaces while the parking demand ranges from 457 in a weekday with no special events to 2,133 on a weekend with two major events occurring at the Gateway DC and at the ESA. Similarly, in the long term scenario, available parking supply is 1,021 spaces while parking demand ranges from approximately 2,500 to 3,200 spaces. The differences between the available supply and the different demands yielded the additional parking needs for each scenario. Table 4.7: Comparison of Parking Demand and Supply for Short and Long-Term Scenarios Demand Weekday Demand Weekday On Campus 2PM 6PM Supply (with no Scenario improvements) (No Major Event) (Major Event) Demand Weekend (Major Events) Short-Term ,803 2,133 Surplus/Deficiency ,147 Long-Term 1,021 2,489 3,213 3,100 Surplus/Deficiency -1,468-2,192-2,079 As shown by results in Table 4.7, except typical PM weekday with no special events, all other scenarios result in significant parking supply deficits thus the need for additional parking facilities. The following sections will address parking solutions and propose parking alternatives to handle the projected parking demand in the short and long-term and specifically address the additional parking needs for the peak hour conditions. Page 4-12

43 Parking Solutions and Management Strategies A wide range of parking solutions and management strategies are available to influence the way people access the St. Elizabeths East Campus. The anticipated number of people wanting to drive to the site is likely to exceed available on-site parking supply during the busy times of day and when there are major events at ESA and the Gateway DC pavilion. Strategies presented are focused on reducing the number of passenger cars needing to park on-site as well as park and ride in the surrounding neighborhoods. More than one strategy is typically needed to experience significant benefit (reduction in drive alone passenger trips parking on-site). Also, strategies can be complimentary and provide an enhanced benefit over stand-alone programs. For example, employers who are committed to reducing the number of employees arriving in single-occupant vehicles should consider providing a commute trip reduction program that explores offering transit benefits, park-and-ride passes, shuttle services, and/or preferential carpool spots, while increasing the costs of parking. The following presents a range of short-term and long-term concepts for consideration. 5.1 Short-Term Concepts To address the parking supply deficiencies during the short-term conditions, the following strategies should be considered Bicycle and Walking Programs A bicycle program can be promoted and aimed at reducing vehicle parking demand on the campus. The program encourages bicycle commuting by providing free bicycles, helmets, and locks to employees who do not bring a motorized vehicle to the campus. Temporary permits are provided during winter months when bicycle travel may not be feasible. Sponsoring the expansion of the St. Elizabeths Campus Bike Share program will encourage more employees to bike or walk by providing greater access to this fast, easy, and affordable method of transportation throughout the campus. Picture of Congress Heights Station Entrance and Bike Share - Source 1: CH2M PAGE 5-1

44 5.1.2 Carpools and Vanpools (reserved spaces) Reserved parking spaces for carpools and vanpools are located near building entrances in order to encourage drivers to carpool or vanpool. For example, many large employers and universities in the metropolitan area have offered discounted carpool permits that are required to park in designated lots during morning hours. This provides plenty of spaces during the morning rush for carpoolers, while reducing the overall demand of parking Guaranteed Ride Home Program Guaranteed Ride Home programs provide a free ride home to a regular alternate commuter in case of an emergency. An alternate commuter uses one of the following at least twice a week; carpool, vanpool, transit, biking, or walking. An eligible participant must use an alternate mode the day the ride is requested, and a free ride home will be arrange by cab, rental car, bus or train is arrange up to four times per year Shared Parking Valet parking services reduce the number of spaces required by parking cars closer and straighter than selfparking drivers. Valets can also double park and shuffle cars when necessary in order to maximize efficiency and space Transportation Network Company A transportation network company (TNC) connects paying passengers with drivers who provide the transportation on their own vehicles. All parties connect to the service via website and mobile apps. There are a number of potential opportunities for using a TNC. Employers could provide trial money for the service to encourage employees to use the service for shorter connections. A coordinated effort to set up longer-haul or dedicated carpooling routes could also be done, which would share the ride cost between passengers. The advantage of TNCs is that they don t typically require parking spaces because they are only picking-up or dropping-off people. Parking space for TNC vehicle waiting may be needed to reduce circulation impacts, but the overall footprint should be less than the off-set parking demand. In addition, some transit agencies are currently partnering with TNCs to supplement accessibility need trips. Transit agencies are paying for more handicap-equipped private vehicles and requiring levels of service that agreeable for passengers using Access-type shuttles Ride Matching / Pairing Ride matching/pairing extends the concept of carpool and vanpool by providing technology to commuters to find other commuters traveling to and from the same locations. This offers a quick and easy way for commuters to save time and money while reducing the number of vehicles on campus Commute Trip Reduction (CTR) Program A Commute Trip Reduction program calls on employers to encourage their workers to drive alone less often, reduce carbon emissions, and keep the busiest commute routes flowing. Employers can offer commute choices from carpools and vanpools to working from home or flexible work week hours Policy Changes Converting standard size parking stalls to compact size stalls is a policy change that decreases the parking demand by increasing the total number of stalls available. Other policy changes include faculty and staff only parking lots or time sensitive restrictions for students. This could include flexible pricing, which increases parking rates on-site during peak times or special events. This could also be done to encourage shorter term parking as well as increasing revenue. Page 5-2

45 5.1.9 Flexible or alternative work hours and Telecommuting This strategy allows employees to reduce their number of weekly commute trips and shift work trips to nonpeak hour times of day. Campus employers could consider reducing the amount of employees that add to congestion on roadways during peak hours. This could be accomplished through the following: Flexible hours or Compressed Work-week: employees would adjust their hours from the typical 9 to 5 shift. The purpose of flexible hours is to avoid having overlapping demand from different users. For example, employers could permit employees to adjust their schedule to leave work by 3 p.m. This would free up parking spaces for people using the commercial and restaurant uses, which typically have a higher demand in the late afternoon / early evening. Telecommute: employers would stager which days employees could work remotely (such as from home). This would reduce the parking demand that day for people who typically drive alone to work. This option has little benefit for people using a carpool or transit from a parking space reduction considering. 5.2 Long-Term Concepts Car sharing companies promote convenient modes of transportation while reducing congestion and parking demand. Offering student discounts to companies like Car2Go and Zipcar will encourage students to use these car-sharing programs rather than driving their own cars. Adding designated car sharing parking lots with plenty of cars available would further encourage students to join these programs Private and Campus Shuttle Service Locating an offsite parking facility and providing a direct private shuttle service would alleviate parking demand on the college campus. Reducing the cost of parking at these locations would entice students to purchase offsite parking permits Campus Shuttle Implementing a campus shuttle that circulates throughout campus providing free rides to students would encourage students to use alternate commutes, especially if the shuttle connects to regional transportation service Transit/Pre-Tax Programs Offering transit/pre-tax programs to college employees, staff, and faculty will promote transit commuting resulting in lower parking demand. Programs include free or discounted transit passes for employees. Employees transportation services purchase passes directly from transit services and distribute passes according to their designated program. Page 5-3

46 5.2.4 Carpools and Vanpools (parking discounts) Parking discounts for carpools and vanpools will encourage employees to carpool. A parking discount program for carpools and vanpools could offer discount to vehicles with 2 employees, and an even greater discount for vehicles with 3 or more employees. Together employees would save money on both parking and gas Transportation Information Centers/Technology Transportation information centers and technology will improve parking demand by informing drivers of the availability of parking spaces in certain lots. This technology can also be used to show a better alternative to commuting to St. Elizabeths East Campus, i.e. DC Metro and Bus transit apps will show real time rail and bus predictions and DC Metro maps from WMATA (Washington Metropolitan Area Transit Authority), ART (Arlington Transit) and DC Circulator serving Washington DC. Other transportation information centers/technology can be found in section Neighborhood Parking Restrictions/Zone Parking Neighborhood parking restrictions provide relief to residents in proximity to college campuses and other businesses that experience spillover parking. A resident and their guests can park in Residential Permit Parking Zone (RPZ) if they display the appropriate permits. Prohibiting drivers from parking in nearby residential streets decreases the parking available and promotes alternate modes of commuting. 5.3 Special and Major Events Concepts The following section describes parking strategies described in Sections 5.1 and 5.2 could also be application to Special and Major Events Event Planning, Scheduling, and Patron Education Appropriate scheduling and planning for Special and Major Events is the strategic starting point. It is important to understand when special and major events are planning on the campus and to plan for an anticipated turnout. The first approach would be to, whenever possible, coordinate when events occurred. Events schedule for the same day could be staggered or else included together in the strategies described below to reduce the demand for vehicle parking spaces. For captured events where people are buying tickets, a program to assign parking areas could be completed. For example, the Vancouver Winter Olympics proposed a system that when a ticket was purchased, the person could indicate how they would travel to the venue. The user could be given instructions on how to travel to remote shuttle parking or directed to a specific parking lot along a specific roadway to help reduce congestion on campus roadways (distribute how people arrive to the event). This critical connection with event participants allows for the sharing of additional information such as spreading drive time or arriving early to access restaurants and shops. Incentives for adjusting the time they arrive on-site could be provided such as discounts on parking and restaurants (depending on the time of day the event was scheduled) On-Site Road Management Providing dedicated road space for transit and carpool to facilitate faster access through campus would incentivize these modes. People tend to carpool more frequently during major and special events, which could limit the effective of high occupancy vehicle lanes on-site unless the occupancy is set high enough. For example, providing dedicated space for vehicle with 3 or more passengers and transit to travel through the site could further reduce parking needs. Page 5-4

47 5.3.3 Transit Service Enhancements During events, free or reduced cost transit passes with event tickets could be provided to patrons. This would encourage use of park-and-ride lots and local transit service. Depending on the time of the event, additional service hours for local transit could be purchased. For example, during professional football and soccer events in Seattle and other cities, the Arena management association purchases additional bus transit and commuter rail service to provide an alternative to passenger vehicle trips. WMATA provides service and bicycle lockers at Congress Heights Station The Illinois-Grand Transportation Management Association in Chicago, provides special event buses for transportation to Chicago Cub games. These buses link to key regional points that provide remote parking access. This strategy could be linked to regional park-and-ride lots during off hours or to other shared parking opportunities, such as business parks or shopping centers (coordination with the peak parking demands of shared sites is a necessity). Page 5-5

48 5.3.4 Car Sharing On-site car sharing provides a limited opportunity for reducing parking space needs. Incentives to use these vehicles overnight or for the weekend could free up the parking space to be used during an event by another vehicle Campus Shuttles A campus shuttle could be used to make frequent connections to major transit hubs and remote parking lots. Campus Shuttle s would encourage the use of longer-haul regional transit systems by providing a fast and dedicated connection to the event Shared Parking Off campus areas with available parking could be used with a shared parking agreement. This would need support from dedicated walking and bicycling connections if close enough or provision of a campus shuttle. The objective is to use other parking available in the area to avoid the parking demand on campus. This helps reduce localized congestion by distributing where patrons of the special events are parking. An indirect for of shared parking is through the temporary lease of a private parking space. Although not formalized and sometimes discouraged, businesses and property owners in the area could charge a fee for use of their own parking spaces that are unused during the event. A disadvantage of this approach is that some residents will park their vehicle elsewhere to free their own space, which may lease at a higher rate than where they re parking their vehicle Technology An Electronic Parking Guidance Systems on-site that directs people to a parking area would alleviate on-site congestion. Coupling this technology at the point-of-sale could inform patrons where parking is likely to be available. If parking is inconvenient, alterative travel arranges could be provided at the point of sale to encourage use of modes such as public transit, walking, bicycling, and taxis / TNCs. Neighborhood Parking Restrictions/Zone Parking A parking zone off campus with enforcement should be considered to encourage people to engage with the parking management strategies for on campus use. Unless a parking zone is created that restricts who can park on local streets, patrons could find available on-street parking. Page 5-6

49 Evaluation of Potential Traffic Impacts and Demand Management Strategies 6.1 Short and Long-Term Traffic Demand Traffic analysis for future conditions were conducted for the typical weekday PM peak hour for the following scenarios. Short-term conditions with special events. Long-term conditions with special event. The PM peak hour with special event represents the worst case conditions for traffic in the study area. Traffic volumes during the PM peak hour were based on the following: 1. New trips generated by the proposed developments were calculated using ITE 19 trip generation rates. Mode shares were then applied to the trips to account for carpooling, transit, pedestrian and bicyclist trips. The mode share assumptions from the previous study (see 2012 study report appendix A, Tables 15 and 16). Table 6.1 and 6.2 shows the total trips PM peak hour from and to the proposed developments for the short-term and long-term scenarios respectively. Table 6.1 PM Peak Hour trips to and from the proposed development Short-Term Scenario PM Peak Hour Trips by Mode Inbound Outbound Total Autos Transit Bike + Walk TOTAL Table PM Peak Hour trips to and from the proposed development Long-Term Scenario PM Peak Hour Trips by Mode Inbound Outbound Total Autos 935 1, Transit Bike + Walk TOTAL Trips generated by the special events (ESA, Gateway DC and Rise Center) were calculated using the total parking demand during special events, assuming that enough parking is available to meet the demand. 40% of this demand was assumed to arrive during the PM peak hour. This assumption is consistent with the other event traffic peaking patterns in the DC area (DC united, Nationals Park, etc.). Table 6.3 and 6.4 shows the total trips PM peak hour due to special event traffic for the shortterm and long-term scenarios respectively. Table 6.3 Peak hour vehicle trips for special events Short-Term Scenario Special Event Location Parking Demand Peak Hour Vehicle Trips ESA 1, Gateway DC Rise Center TOTAL 1, ITE Trip Generation Manual version 9. PAGE 6-1

50 Table 6.4 Peak hour vehicle trips for special events Long-Term scenario Special Event Location Total Parking Demand Peak Hour Vehicle Trips ESA 1, Gateway DC Rise Center TOTAL 1, These trips were distributed on the inbound and outbound roadways based on the previous study trip distribution assumptions. Table 6.5 shows the distribution of inbound and outbound traffic during the PM peak hour. Table 6.5 Distribution of inbound and outbound traffic PM peak hour Roadway Inbound Outbound MLK North 26% 16% MLK South 17% 22% Alabama Ave 21% 23% Malcolm X Ave 19% 18% 4 th Street SE 6% 2% Wheeler Rd 9% 16% 13 th Street SE 2% 3% TOTAL 100% 100% 6.2 Short and Long-Term Traffic Analysis The vehicular trips from the proposed developments and the special events were combined and overlaid on to the projected traffic volumes from the previous study (2012 study Figure 6-2). Figure 6.1 shows PM peak hour turning volumes for the short-term scenario. Table 6.6 shows the intersection delay and LOS for the short-term scenario. For reference, see Section 3 of this document on existing traffic conditions and LOS criteria definition. 20 Traffic demand for the long-term scenario generated by ESA events is lower than that of the short-term scenario due to underlying assumptions on higher transit use as well as higher vehicle occupancies, which result in fewer vehicular trips. Page 6-2

51 Figure 6.1: 2020 (Short-Term) PM Peak Hour Volumes (veh/hr) St. Elizabeth s West Campus DHS Headquarters Martin Luther King Jr Ave FEMA Headquarters Pecan St Cypress St St. Elizabeth s East Campus N Randle Pl th St SE 8 th St SE Congress Heights Metro Station Table (Short-Term) PM Peak Hour - Intersection LOS and Average Delay Average Delay Intersection (sec/veh) Martin Luther King Jr. Ave at Pecan St 3.7 A Martin Luther King Jr. Ave at Cypress Ave 8.4 A Martin Luther King Jr. Ave at Malcolm X Ave 38.4 D Martin Luther King Jr. Ave at Alabama Ave 18.7 B Alabama Ave at Wheeler Rd 25.0 C Alabama Ave at 12 th Street SE 36.1 D Alabama Avenue at 13 th Street SE 21.9 C LOS Page 6-3

52 Figure 6.2 depicts the resulting LOS for the short-term conditions. Figure 6.2: 2020 (Short-Term) PM Peak Hour - Intersection LOS and Average Delay FEMA Headquarters St. Elizabeth s West Campus DHS Headquarters Martin Luther King Jr Ave A (4) A (8) St. Elizabeth s East Campus N B (19) D (38) Randle Pl SE 7 th St 8 th St C (25) D (36) C (22) Congress Heights Metro Station 4 th St Signalized Intersection The above table and figure, indicate two intersections are performing at LOS D. Martin Luther King Jr. Ave at Malcolm X Ave Alabama Ave at 12 th Street SE The fair LOS at these two intersections is due to the lack of capacity. Both Malcolm X Avenue, and Alabama Avenue, due to the presence of on-street parking, operate as a one lane facility. The peak hour a traffic volume on these roadways is close to the available one lane capacity for roadways, resulting in moderate delays, and congestion. Similarly, Figure 6.3 shows PM peak hour volumes for the long-term scenario. Table 6.7 shows the intersection delay and LOS for the long-term scenario. It should be noted that the longterm scenario includes improvements to Alabama Avenue, consistent with the 2012 study assumptions. Page 6-4

53 Figure 6.3: LongTerm PM Peak Hour Volumes (veh/hr) St. Elizabeth s West Campus DHS Headquarters Martin Luther King Jr Ave FEMA Headquarters Pecan St Cypress St St. Elizabeth s East Campus N ) 112 Randle Pl th St SE 8 th St SE Congress Heights Metro Station Table 6.7 Long-Term PM Peak Hour - Intersection LOS and Average Delay Average Delay Intersection (sec/veh) LOS Martin Luther King Jr. Ave at Pecan St 25.4 C Martin Luther King Jr. Ave at Cypress Ave 55.9 E Martin Luther King Jr. Ave at Malcolm X Ave 87.3 F Martin Luther King Jr. Ave at Alabama Ave 16.2 B Alabama Ave at Wheeler Rd 25.9 C Alabama Ave at 12 th Street SE 25.8 C Alabama Avenue at 13 th Street SE 42.1 D Page 6-5

54 Figure 6.4 depicts LOS and delays on a map. Figure 6.4: Long-Term PM Peak Hour - Intersection LOS and Average Delay St. Elizabeth s West Campus DHS Headquarters Martin Luther King Jr Ave C (25) FEMA Headquarters N E (56) St. Elizabeth s East Campus B (16) F (87) Randle Pl SE 7 th St 8 th St C (26) C (26) Congress Heights Metro Station D (42) 4 th St Signalized Intersection The above table and figure, indicate two intersections are performing at LOS E or worse. Martin Luther King Jr. Ave at Cypress Ave Martin Luther King Jr. Ave at Malcolm X Ave Potential improvements to the Cypress Avenue approach, such as additional left turn bays will improve the LOS at the intersection at Cypress Avenue. The Malcolm X Avenue intersection continues to deteriorate to LOS F due to capacity constraints. Spot improvements, such as turn bays, signal timing optimization, will not significantly improve the operations at this location. Additional improvements such as demand management, traffic detours during special events, and distribution of trips to other entry/exit points on the campus may help alleviate the congestion at this location. 6.3 Traffic Management Strategies To complement the parking management strategies, a set of traffic management strategies would be required to optimize the safety and efficiency of an existing and proposed multimodal transportation system through the use of effective low-cost improvements that have little-to-no environmental impacts and require minimal design, as opposed to high-cost capital improvements. As part of the 2012 St. Elizabeths Traffic Analysis Study, a detailed Transportation Management Plan (TMP) was developed for the St. Elizabeths East Campus based on an assessment of transportation facilities in the area and characteristics of the development proposed for the site. Many of the parking and transportation management strategies are still Page 6-6

55 applicable to the traffic generated by the proposed development on the East Campus. Some of the key traffic management strategies that are applicable to both short-term and long-term include the following: Subsidize transit o o o Shuttle Bus Service o o Purchase transit passes for employees who do not drive to work (St. Elizabeths employers) Offer subsidized passes for residents (other property owners) Reimburse visitor transit fares (retailers) Establish shuttle between Congress Heights Metro Station and East Campus Explore partnership with DHS shuttle to West Campus for short rides within East Campus Provide Company Vehicles - Encourage employers to provide vehicles on-site for employees who need to travel during workday Car-Sharing o o Attract car-sharing service ( e.g., Zipcar) to the site for employee and residential uses Offer dedicated and exclusive car-sharing parking spaces for no cost to provider Traffic Signals and Special Events o o o Most of the signalized intersections within the Study area operate on pre-timed, uncoordinated signal settings. Revise these signal timings and subject them to phase revisions to improve traffic flow and reduce congestion Recommend special event signal plans for DDOT s implementation during events based on expected demand Continue to have traffic control officers (TCOs) to manage event traffic manually Given the phased development of the campus, short-term traffic management strategies that can be easily implemented and are expected to cost-effective include Consider providing transit incentives (such as Metro fare included in ticket prices) to encourage visitors to use transit to travel to events. Parking regulations for on-street parking following the Nationals model to avoid event parking from spilling into residential areas. Utilizing the (underused) Anacostia Metrorail station park and ride lot by having shuttle service to the East Campus or by staging team-sponsored events in the vicinity of potential off-site parking areas before and after events to encourage patrons to park there. This would have the dual benefit of spreading the traffic flow over time and keeping automobiles out of the most congested areas of the Study area network. For long-term development, a more robust set of strategies would be required that may take more time and resources to implement. Pricing of parking facilities needs to be based on the market value of the parking opportunity. Effective pricing will encourage fans to consider other access modes and ridesharing to reduce the cost per person. Non-permit, on-street parking should be priced differently during events than it is normally. Short-term parking could remain relatively low cost during the event, but parking durations over 60 or 90 minutes could have a much higher rate. This would allow on-street parking to be available for non-event travelers or event parking and would be priced accordingly. Advanced Smart Page 6-7

56 Meters can change rates based on event schedule. Aggressive enforcement and fine structures would be required to make this policy effective. Alternative Work Schedules/Telecommuting - Work with employers to allow and encourage alternative work schedules Guaranteed Ride Home - Provide guaranteed ride home service and advertise to employees Traffic Calming/Streetscape Improvements o o o o o Design East Campus roadways for low-speed traffic Create comfortable, amenity-rich environment for walking on the Campus Lobby for traffic calming improvements on nearby streets Colored pavement restriping for traffic calming purposes Pavement markings to indicate sharrows (shared bicycle lanes) and promote nonmotorized transportation use Pedestrian and Bicycle Improvements o o o o Improve sidewalks and connectivity within East Campus to encourage more walking Improve sidewalks and roadway crossings on nearby streets, especially near entrances to improve visibility and safety of pedestrians Provide dedicated bicycle facilities and parking to attract non-motorized travel Build Capital Bikeshare station(s) on the Campus 6.4 Parking Demand Management Strategies Without understanding the complexities of parking and its role in the transportation system, people often say, Please build more parking! Parking structures are expensive, often upwards of $30,000 to $40,000 per space, and rarely pay for themselves. The design and management of parking supply affects the livability and walkability of the development of the East Campus. Building parking lots and/or parking garages without managing the supply and demand will increase vehicle congestion and trips and increase the demand for even more parking. Conversely, managing the existing supply can be a cost-effective way to reduce demand or increase attractiveness of underutilized spaces. The most effective way to manage the parking supply, demand and overflow from one area to another is through the using of pricing mechanisms, but additional policies and practices can also be effective, and strategies will vary depending on the type of developments and usages. Factors affecting the impact of parking management policies include density levels, transit access, bicycling and pedestrian infrastructure, as well as access to businesses and services. Appropriate parking strategies for each proposed solution outlined under section 6 will depend on their unique characteristics and vision for the East Campus. If the parking policies are intended to increase the walkability, minimize traffic increase from the new developments, live and work community or to support increase localized retail shops or occasionally weekend special events, then the strategies should be selected around the future vision of the campus development. Table 6.8 below summarizes possible strategies for the short-term, long-term, and special or major events conditions. Page 6-8

57 Table 6.8 Parking Management Strategies Parking Management Strategy Short-Term Long-Term Special/Major Events Bicycle and walking programs X X X Carpools and vanpools X X X Guaranteed ride home program Shared parking X X X Neighborhood parking restrictions with zone parking X X X X Car sharing X X Transit/Pre-Tax Program Transportation Information Centers/Technology Campus Shuttle X X Transit Incentives for Special Event X X X X Page 6-9

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59 Parking Solutions, Evaluation, and Recommendations 7.1 Short-Term Parking Solutions The Short-Term scenario comparison between demand and supply yielded a deficit of approximately 817 spaces on a weekday when there is a major ESA event and a deficit of 1,147 spaces on a weekend where there are two major events occurring on a single afternoon. In order to provide additional parking options to satisfy the demand, two options were developed for the short-term scenario. These are shown in the Figure 7.1 and Figure 7.2. The following sections describe the main characteristics of these parking options Option 1 Short-Term This option tries to maximize the use of existing lots with addition of a few new surface lots in areas not being used by new development. A new 280 space parking structure is also proposed in this option. This option proposed a total of 2,030 parking spaces distributed as follows: Existing Surface Lots: a total of 263 spaces are available from: o o o o Lot C: This is the RISE Center parking lot. Currently 139 spaces are available and not impacted by the development. Lot D: a portion of this lot remains available after the completion Cypress St SE and its culde-sac at the western end. Preliminary parking layouts for this area show that a minimum of 50 spaces can be allocated for the remaining non-impacted area of Lot D. Lots I and J: not impacted by short-term development, these lots accommodate 74 spaces. Note that while Lot B (with 100 spaces) is available, it is not considered in this option given that it will require secured access for patrons to use it as well as a complete relocation in order to clear the required right of way for the future construction of 13 th street. On-street campus: a total of 319 on street spaces will be available from: o 15 existing spaces along Sycamore St in front of the Gateway Pavilion o 304 new metered spaces along proposed new roadways at completion of Stage 1 development (short-term). See Figure 7.1 for details. Parking Inside proposed new development: a total of 404 spaces will be available. These spaces have been agreed with the developers and are assumed to be constructed within the parcel limits and in parallel with the particular development. Most of these spaces will be available only for the specific parking demand segment derived from the development land use. (i.e., parking inside residential developments will be restricted to residents only). o o o o o Parcels 9 & 12: for the ESA Facility, a total of 50 spaces are assumed to be available for ESA staff only. Parcel 10: 30 spaces are assumed to be available for residential use Parcel 11 (CT Complex): 84 spaces within this development will be available for residential and civic/art uses Parcel 14: 100 spaces will be available for residential use Parcel 17: 140 spaces will be provided for retail parking New Proposed Surface Lots: 764 new net surface parking spaces will be available as follows: o Dorothea Dix (Parcel 2) Surface Lot: 526 net spaces New Lot fits a minimum of 600 spaces, but only 526 are added due to elimination of existing 74 spaces in lots I & J o New Surface Lot in Parcel 8: This new lot can accommodate 87 spaces in the southeast corner of Parcel 8. PAGE 7-1

60 o Expanded Lot C: 151 net spaces. Additional land will be available when old parsonage cottage is relocated (by others) in the short-term. This allows for a full expansion of Lot C to allocate a minimum of 290 spaces. New Proposed Commercial Wrapped Parking Garage: a minimum of 280 spaces is provided in a new parking structure proposed on Parcel 15. Preliminary parking layouts show roughly 140 spaces per floor for a 2-story garage. This facility will be wrapped in commercial development and should be planned and designed so it can be expanded for additional floors in the long-term. The proximity to the ESA facility and the potential for this parking structure to be directly connected to the Congress Heights Metro Station (e.g., through a pedestrian tunnel), makes this parking option a highly desirable one for both short-term and long-term scenarios. Table 7.1 summarizes the parking supply vs. demand comparison for Option 1. Option 1 comes close to fully satisfy the maximum parking demand scenario, showing a deficit of just 103 spaces on a weekend when major events are happening at ESA and Gateway DC pavilion. While parking supply is very close to the parking demand required for this scenario, some form of coordination to minimize this type of perfect storm of weekend major events on campus will still be needed. In addition, special ESA events will require ESA Traffic Demand Management Plan to be put in place to include mitigation measures including staffing major events with traffic control officers (TCOs) at key intersections and parking lots. Table 7.1: Parking Option 1 (Short-Term) Demand vs. Supply Short-Term Option 1 - New Surface Lots Parking Description Spaces Comments Dorothea Dix new surface lot new - 74 from Lots I& J Parcel 8 new surface lot 87 Expanded surface Lot C (RISE Center) spaces 139 from existing Lot C (net 151 spaces) New Parking Garage in Parcel Floors Total Spaces Added to Supply in Option 1 1,044 Initial Short-Term Supply (without any parking additions) 986 1,086 (From Table 4.5) 100 spaces not being considered from Lot B Total Parking Supply Option 1 2,030 Surplus/(Deficit) Parking Demand Weekday PM (1 ESA Event) 1, Parking Demand Weekend PM (1 ESA and 1 Gateway Event) 2, Option 2 Short-Term This option aims to provide enough parking spaces to satisfy the maximum parking demand on a weekend with two major events. It accomplishes that by converting the proposed Dorothea Dix Surface Lot in Parcel 2 to partially operate as a valet parking during events. By doing so, additional spaces can be allocated in this lot. In addition, it also proposes an underground parking garage inside Parcel 17, which will require a new agreement with the developer to increase the number of parking spaces to be provided at this parcel from 140 to 272 spaces. A total of 2,132 parking spaces are provided in this option distributed as follows: Existing Surface Lots: a total of 263 spaces are available from: o Lot C: This is the RISE Center parking lot. Currently 139 spaces are available and not impacted by the development. Page 7-2

61 o o Lot D: a portion of this lot remains available after the completion Cypress St SE and its culde-sac at the western end. Preliminary parking layouts for this area show that a minimum of 50 spaces can be allocated for the remaining non-impacted area of Lot D. Lots I and J: not impacted by short-term development, these lots accommodate 74 spaces. On-street campus: a total of 319 on street spaces will be available from: o 15 spaces along Sycamore St. in front of the Gateway DC pavilion o 304 new metered spaces along proposed new roadways at completion of Stage 1 development (short-term). See Figure 7.2 for details. Parking Inside proposed new development: a total of 264 spaces will be available. These spaces have been agreed with the developers and are assumed to be constructed within the parcel limits and in parallel with the particular development. Most of these spaces will be available only for the specific parking demand segment derived from the development land use. (i.e., parking inside residential developments will be restricted to residents only). o o o o o Parcels 9 & 12: for the ESA Facility, a total of 50 spaces are assumed to be available for ESA staff only. Parcel 10: 30 spaces are assumed to be available for residential use Parcel 11 (CT Complex): 84 spaces within this development will be available for residential and civic/art uses Parcel 14: 100 spaces will be available for residential use Parcel 17: Parking for this parcel is included in the following group of proposed additions New Proposed Surface Lots: 1,014 new surface parking spaces will be available as follows: o Dorothea Dix (Parcel 2) Surface Lot: 776 net spaces New Lot fits 850 spaces, but only 776 are added due to elimination of existing 74 spaces in lots I & J o New Surface Lot in Parcel 8: This new lot can accommodate 87 spaces in the southeast corner of Parcel 8. o Expanded Lot C: 151 net spaces. Additional land will be available when old parsonage cottage is relocated (by others) in the short-term. This allows for a full expansion of Lot C to allocate roughly 290 spaces. New Proposed Parking Garage: 272 new parking spaces will be available for retail in Parcel 17 from underground parking garage constructed in parallel with development. Table 7.2 summarizes parking supply vs. demand comparison for Option 2. As seen, this option will fully satisfy the parking demand for a weekday and weekend demands with some surplus of total parking supply. Given the flexibility of the proposed valet parking operation on the new surface lot in Parcel 2, actual parking supply can be managed according to the demand during events to make sure that only the necessary number of spaces is provided. Page 7-3

62 Table 7.2: Parking Option 2 (Short-Term) Demand vs. Supply Short-Term Option 2 - Portion of New Surface Lot in Parcel 2 as Valet Parking during Events Parking Description Spaces Comments Dorothea Dix new lot (Portion Used as Valet Parking) new - 74 from Lots I& J Parcel 8 new lot 87 Underground Garage Parcel new originally proposed 290 spaces 139 from existing Lot C Expanded surface Lot C (RISE Center) 151 (net 151 spaces) Total Spaces Added to Supply in Option 2 1,146 Initial Short-Term Supply (without any parking additions) 986 Total Parking Supply Option 2 2,132 1,086 (From Table 4.5) 100 spaces not being considered from Lot B Surplus/(Deficit) Parking Demand Weekday PM (1 ESA Event) 1, Parking Demand Weekend PM (1 ESA and 1 Gateway Event) 2,133-1 Page 7-4

63 Figure 7.1: Short-Term Parking Solutions Option 1 PAGE 7-4

64 Figure 7.2: Short-Term Parking Solutions Option 2 Page 7-5

65 7.2 Long-Term Parking Solutions Between 2,489 and 3,213 spaces are necessary for the long-term on East Campus. But because the Stage 2 development is years away, a key component of the long-term strategy is maximum flexibility. Some of the residential development parcels such as parcels 6 and 13 will need to provide structured parking within their developments when and if they occur. Others, such as the development of parcel 2 (zoned for up to 2 Million SF) will obviously provide a structured garage facility for their own needs, but these are also some of the best options for oversizing a garage to allow general public access as part of the long-term parking supply answer for East Campus. This is especially true during single or multiple on campus special events. During event times (weekday evening and weekends) a significant portion of the office parking spaces will be available thus providing opportunity for shared parking. Another interesting opportunity that needs to remain flexible is the potential for redevelopment of the Congress Heights Metro station into some type of Transit Oriented Design (TOD) or Multi-modal Transfer Center with additional structured paring incorporated into the TOD for station and public parking demands in the future. The Long-Term scenario comparison between demand and supply yielded a deficit of approximately 2,200 spaces on a weekday when there is a major ESA event and a deficit of over 2,000 spaces on a weekend where there are two major events occurring on a single afternoon. In order to provide additional parking options to satisfy the demand, two options were developed for the long-term scenario. These are shown in the Figure 7.3 and Figure Option 1 Long-Term This option is conceived to balance investment versus available parking. As such, it does not fully satisfy the maximum weekday-major event demand and assumes portions of the demand will be managed through parking and traffic demand management strategies as described in Section 5. The option accounts for various new structured parking facilities. In all cases, it is clear, that those facilities will only be constructed if the development planned for the specific parcel happens. This option proposed a total of 3,232 parking spaces distributed as follows: Existing Surface Lots: a total of 290 spaces will be available from: o Expanded Lot C: Lot C is the only lot remaining after full buildout of the East Campus. This is the RISE Center parking lot that is proposed to be expanded in the short-term to provide for 290 spaces (net 151 when 139 existing spaces in Lot C is subtracted). On-street campus: a total of 478 on street spaces will be available from: o 478 new metered spaces along proposed new roadways at completion of Stage 2 development (long-term). See Figure 7.3 for details. Parking Inside proposed new development: a total of 404 spaces will be available. These spaces have been agreed with the developers and are assumed to be constructed within the parcel limits and in parallel with the particular development. Most of these spaces will be available only for the specific parking demand segments derived from the development land use. (i.e., parking inside residential developments will be restricted to residents only). o o o o o Parcels 9 & 12: for the ESA Facility, a total of 50 spaces are assumed to be available for ESA staff only. Parcel 10: 30 spaces are assumed to be available for residential use Parcel 11 (CT Complex): 84 spaces within this development will be available for residential and civic/art uses Parcel 14: 100 spaces will be available for residential use Parcel 17: 140 spaces will be available for retail use PAGE 7-6

66 o Parcels 2, 6, 13, and 15: Parking supply for these parcels is included in the following group of proposed parking additions New Proposed Parking Garages: 1,780 new structured parking spaces will be available as follows: o Dorothea Dix (Parcel 2) Garage: a minimum of 800 spaces could be provided at this facility. Preliminary parking layouts show roughly 420 spaces per floor. o Parcel 6 Garage: a minimum of 420 spaces is provided at this facility. Preliminary parking layouts show roughly 140 spaces per floor for a 3-store garage. o Parcel 13 Garage: a minimum of 420 spaces is provided at this facility. Preliminary parking layouts show roughly 140 spaces per floor for a 3-store garage. o Parcel 15 Commercial Wrapped Garage: a minimum of 420 spaces is provided at this facility. Preliminary parking layouts show roughly 140 spaces per floor for a 3-story garage. This facility will be wrapped in commercial development. Short term parking option 1 proposes to construct a 2-story parking structure on this parcel. This option assumes that the garage is expanded in one additional floor for a net of 140 spaces. Table 7.3 summarizes the parking supply vs. demand comparison for Option 1 in the Long-Term. Option 1 satisfies the demand for both a weekend with dual special events and a weekday evening with a major event at ESA. A key component of this option is that it relies on shared parking, assuming 100 percent of office parking is available during weekends and 50 percent of those spaces are available at 6 PM during a weekday. While supply is enough to satisfy the long term demand, a significant portion of the available shared spaces to be used during ESA events are more than half a mile away from the future facility. A shuttle service may be provided by ESA to transport patrons between the garage and the Arena. In addition, under this option, special ESA events will require ESA Traffic Demand Management Plan to be put in place to include mitigation measures including staffing major events with traffic control officers (TCOs) at key intersections and parking lots and/or using some areas of the new parking facilities as valet parking for customer convenience. Table 7.3: Parking Option 1 (Long-Term) Demand vs. Supply Long-Term Option1 Parking Description Spaces Comments Dorothea Dix new Parking Garage(office and public use) 800 New Garage on Parcel 6 (residential use only) 420 New Garage on Parcel 13 (residential use only) 420 New Garage in Parcel 15 (public use) 420 Expansion of Lot C (RISE Center) spaces 139 from existing Lot C (net 151 spaces) Total Spaces Added in Option 1 2,211 Surplus/(Deficit) Long-Term Initial Supply (without parking improvements) 1,021 From Table 4.6 Total Parking Supply in Option 1 3,232 Parking Demand Weekday PM (1 ESA Event) 3, Parking Demand Weekend PM (1 ESA and 1 Gateway Event) 3, Option 2 Long-Term This option proposed a total of 3,564 parking spaces. This option tries to provide enough parking spaces to satisfy the maximum parking demand on a weekday with a major ESA event. Additional parking spaces from those provided in Option 1 Long-Term are obtained from: Page 7-7

67 o Multi-modal transfer center at Congress Heights Metro Station could allocate a minimum of 200 public spaces o Underground parking garage in Parcel 17 to provide for a total of 272 spaces (132 net from Option 1) Table 7.4 summarizes parking supply vs. demand comparison for Option 2 Long-Term. This option will not only satisfy the parking demand for a weekday with a major ESA event but also provide additional spaces that could be used by neighbor residents. This option provides the maximum flexibility in supply. It is important to note, that as in previous options, parking facilities proposed for each parcel will only happen if the development at each parcel occurs. Table 7.4: Parking Option 2 (Long-Term) Demand vs. Supply Long-Term Option 2 Parking Description Spaces Comments Dorothea Dix new Parking Garage(Office and public use) 800 New Garage on Parcel 6 (residential use) 420 New Garage on Parcel 13 (residential use) 420 New (Wrapped) Garage in Parcel 15 (Public use) 420 Expansion of Lot C (RISE Center) to 250 spaces spaces 139 from existing Lot C (net 151 spaces) Underground Parking Garage in Parcel 17 for 270 spaces 132 Net spaces Multi-modal Center at Congress Heights Metro Station 200 Total Spaces Added in Option 1 2,543 Surplus/(Deficit) Long-Term Initial Supply (without parking improvements) 1,021 From Table 4.6 Total Parking Supply Option 1 3,564 Parking Demand Weekday PM (1 ESA Event) 3, Parking Demand Weekend PM (1 ESA and 1 Gateway Event) 3, Page 7-8

68

69 Figure 7.3: Long-Term Parking Solutions Option 1 PAGE 7-8

70 Figure 7.4: Long-Term Parking Solutions Option 2 Page 7-9

71 7.3 Evaluation of Parking Solutions In order to evaluate the several parking solutions that are presented in Section 6, an evaluation criteria was developed in coordination with DMPED key staff. The criteria included the following factors: Capital Cost Meets Parking Requirements Consistency with District Long-Term Goals Traffic Impacts Transit Accessibility Walking Distance to ESA and Gateway Pavilion Overall Feasibility, Implementation, and Constructability Long-Term adaptability Potential Impact to Neighborhood Parking Each of these factors was considered in an evaluation matrix for the selection of the preferred parking solutions for both the short and long-term scenarios. Section 7 of this document summarizes the technical ranking developed for each of these factors in the evaluation process Rough-Order-of-Magnitude (ROM) Cost Estimate A ROM cost estimate was done for each of the proposed parking options. Tables 7.5 and 7.6 detail the cost elements included in the estimate for the short-term and long-term options respectively. The estimate assumes unit costs as follows: o Surface parking: $ 3,000 per space o Structured parking: $ 20,000 per space o Underground structured parking: $ 25,000 per space o Demolition: $1.25 per sq. ft. o Shuttle bus: $ 250,000 per bus For roadway improvements needed to provide access to new or relocated parking facilities, a very rough estimate has been added to account for paving, striping, signing, and changes in signal controls. No cost of new roadway is assumed in this estimate. All costs are in 2016 dollars. In addition, a 30 percent contingency was applied across all options to account for the many unknowns and potential changes at this stage of the planning process. As shown in Table 7.5, Option 1 short-term results in roughly 12.6 million dollars cost versus Option 2 Short- Term which requires over 14.5 million. The main differentiator is the cost of the underground structure parking which drives the majority of the cost for Option 2. Table 7.6 shows that both Option 1 and 2 long-term results require significantly more investments than any of the short-term options. The construction of the several proposed parking structures drives the cost to roughly 50 million in Option 1 Long-Term versus almost 71 million for Option 2 Long-Term. PAGE 7-10

72 Table 7.5: ROM Cost Estimate for Short-Term Parking Options Parking Option Item Type # Stalls Unit Cost ($ per stall) COST Parcel 2 Surface 600 $ 3,000 $ 1,800,000 Option 1 Option 2 Parking Parcel 8 Surface 87 $ 3,000 $ 261,000 Expanded Lot C Surface 290 $ 3,000 $ 870,000 Garage Parcel 15 Structure 280 $ 20,000 $ 5,600,000 Parking Total 1,257 $ 8,531,000 Roadway Access, signing, stripping $ 300,000 Demolition Parcel 2 300,000 sqft $ 1.25 $ 375,000 Shuttle Bus 2 shuttles $ 250,000 $ 500,000 Sub-total $ 9,706,000 Contingency 30% $ 2,912,000 TOTAL $ 12,618,000 Parcel 2 Surface 600 $ 3,000 $ 1,800,000 Parking Parcel 8 Surface 87 $ 3,000 $ 261,000 Parcel 17 Structure - below ground 280 $ 25,000 $ 7,000,000 Expanded Lot C Surface 290 $ 3,000 $ 870,000 Parking Total 1257 $ 9,931,000 Roadway Access, signing, stripping $ 350,000 Demolition Parcel 2 300,000 sqft $ 1.25 $ 375,000 Shuttle Bus 2 shuttles $ 250,000 $ 500,000 Sub-Total $ 11,156,000 Contingency 30% $ 3,347,000 Table 7.6: ROM Cost Estimate for Long-Term Parking Options Parking Option Item Surface/ Structure # Stalls Cost ($ per stall) Option 1 Option 2 Parking TOTAL $ 14,503,000 COST Parcel 2 Structure - above ground 800 $ 20,000 $ 16,000,000 Parcel 6 Structure - above ground 420 $ 20,000 $ 8,400,000 Parcel 13 Structure - above ground 420 $ 20,000 $ 8,400,000 Parcel 15 Structure - above ground 140 $ 20,000 $ 2,800,000 Parking Total 1780 $ 35,600,000 Roadway $ 2,000,000 Shuttle Bus 2 shuttles $ 250,000 $ 500,000 Sub-Total $ 38,100,000 Contingency 30% $ 11,430,000 TOTAL $ 49,530,000 Parking Parcel 2 Structure above ground 800 $ 20,000 $ 16,000,000 Parcel 6 Structure above ground 420 $ 20,000 $ 8,400,000 Parcel 13 Structure above ground 420 $ 20,000 $ 8,400,000 Parcel 15 Structure above ground 420 $ 20,000 $ 8,400,000 Parcel 17 Structure below ground 280 $ 25,000 $ 7,000,000 Metro CH Structure above ground 200 $ 20,000 $ 4,000,000 Parking Total 2540 $ 52,200,000 Roadway $ 2,000,000 Shuttle Bus 2 shuttles $ 250,000 $ 500,000 Sub-Total $ 54,700,000 Contingency 30% $ 16,410,000 TOTAL $ 71,110,000 Page 7-11

73 7.3.2 Parking Supply vs. Demand Comparison by Demand Segment The development of parking supply options 1 and 2 under both Short-term and Long-term are based on the East Campus parking demand with consolidated land uses and special events. In reality, some of the supply will not be available for the demand from certain land uses. For example, residential parking inside the parcel developments will not be available for public attending special events. A comparison of parking supply with demand from these different land use segments is evaluated to understand the sufficiency of parking supply options. For the purpose of this comparison, supply from Option 1 is used to compare with the demand (for both Short-term and Long-term) along with the following reasonable assumptions Since the on-street parking will be short-term and metered, these are not accounted for use by residential and office land uses. Along the lines of the current protocols followed during other special events across DC, on-street parking will be prohibited by patrons/attendees during special events. But, other public spaces can be accessed for events parking. For proposed parking within mixed-use development parcels, it is assumed that parking supply will be shared and there will be dedicated number of parking spaces for residential, institutional, and civic land uses. The remainder of parking supply is then assumed to be open for other land uses such office, retail, and events Tables 7.7 and 7.8 present summary of comparison of Option 1 parking supply and demand by different land use segments for Short-term and Long-term. The tables show that there will be sufficient parking supply available to meet the individual demand by land use segments. When multiple land uses segments start to share the parking supply, the gap between supply and demand will diminish. Table 7.7: Comparison of Parking Supply and Demand by Demand Segment Short-Term Parking Demand Land Use Segment Supply Surplus / Weekday Weekend Deficiency Surplus / Deficiency Residential Office Events in the afternoon Events in the evening Others (Ret., Educ., Inst., Hotels) Table 7.8: Comparison of Parking Supply and Demand by Demand Segment Long-Term Parking Demand Land Use Segment Supply Surplus / Weekday Weekend Deficiency Surplus / Deficiency Residential Office Events in the afternoon Events in the evening Others (Ret., Educ., Inst., Hotels) Page 7-12

74 7.3.3 Evaluation of Short-Term Parking Options Using the evaluation criteria based on the factors listed above, a full evaluation of the short-term options was done. Options are qualified based on how well they meet the criteria. A full circle means the option fully meets the criteria or is best in class. On the other side, an empty circle means the option fails to meet the criteria or is worst in its class. In addition, a criteria can be partially met with a half full circle, ¾ full circle, or ¼ full circle. Table 7.9 summarizes the overall evaluation for the options 1 and 2 short-term. As shown in this table, both option rank very comparable. Overall, Option 1 ranks better than Option 2, requires less investment while is still comparable to Option 2 in all other factors. Assigning 4 points for a full circle, zero for an empty one, and 1, 2, and 3 points for ¼ full, half full, and ¾ full respectively, the sum for all options is included in the table as a way to determine the merits of each option. As shown in Table 7.9, Option 1 ranks slightly higher than Option 2. Table 7.9: Evaluation of Parking Options Short-Term Factor Option 1 Option 2 Comments Minimize Capital Cost Meets Parking Requirement Consistent with District Long-Term Goals Traffic Impacts Transit Accessibility Walking Distance to ESA and Gateway Overall Feasibility, Implementation, and Constructability Long-Term adaptability Potential Impact to Neighborhood Parking OVERALL VALUE Underground garage in Parcel 17 is main cost differentiator Option 1 does not meet parking requirements for weekend with major events Both options will require traffic demand management strategies. Option 2, because of additional traffic related to new garage in Parcel 17 increases potential for traffic impacts. Both options have adequate proximity to several transit options. Construction of Garage in Parcel 15 adds the potential for direct pedestrian connection from Metro Station Location of Garage in Parcel 15 (Option 1) provides good accessibility to ESA events. In Option 2, construction of Garage in Parcel 17 reduces walking distance for a portion of the demand Underground garage in Parcel 17 increases complexity of construction Option 1 garage in Parcel 15 could be expanded to accommodate additional long-term demand. Option 2 provides additional spaces that will serve well in the Long-Term Lack of meeting demand during occurrence of two major events has the potential of generating parking spilling over into surrounding neighborhoods Page 7-13

75 7.3.4 Evaluation of Long-Term Parking Options Similarly to the short-term parking options, long-term options were evaluated based on the list of criteria described above. Table 7.10 summarizes the overall evaluation for the options 1 and 2 long-term. As shown, basically both options are comparable in terms of the overall evaluation, however, Option 1, although with a slightly lower rand, requires 30 percent less capital investment. Given the uncertainty of complete development and the timeframe for those developments to occur, both options provide a reasonable way of satisfying the parking demand and retain maximum flexibility to adapt if conditions change. Table 7.10: Evaluation of Parking Options Long-Term Factor Option 1 Option 2 Comments Minimize Capital Cost Meets Parking Requirement Consistent with District Long-Term Goals Traffic Impacts Transit Accessibility Walking Distance to ESA and Gateway Overall Feasibility, Implementation, and Constructability Potential Impact to Neighborhood Parking OVERALL VALUE Recommendations of Preferred Parking Options While Option 1 require less capital investment, both options are significantly expensive due to the cost of several parking structures Option 1 does not meet parking requirements for weekdays with two major events Both options will require traffic demand management strategies. Analysis shows that some intersections on MLK Jr Ave will operated at poor LOS Both options have the same proximity to several transit options Construction of Garage in Parcel 17 and on Congress Heights Metro will reduce walking distance for events at ESA Underground garage in Parcel 17 increases complexity of construction Lack of meeting demand during occurrence of two major events has the potential of generating parking spilling over into surrounding neighborhoods Short-Term Preferred Option: Based on the results from the evaluation and additional feedback from stakeholders, a modification of Option 1 is recommended for the Short-Term scenario. The Preferred Short Term Option relies on surface parking lots either existing or constructed on available areas. The two-story parking garage on Parcel 15 that was proposed in Short Term Option 1 is replaced by a surface lot that allows to not impact the existing building in that parcel. In addition, the surface lot proposed for Parcel 2 (after demolition of the Dorothy Dix Building) is proposed, similar to Short Term Option 2, as a partially Valet type of operation allowing for additional parking. Figure 7.5 depicts the proposed preferred option. Table 7.11 summarizes the parking components included in this option. As shown, the preferred option will fully satisfy the parking demand for all scenarios. In addition, if for any reason, parking demand were to exceed the projected numbers, parking demand and traffic demand management strategies can be set in place to reduce or more efficiently manage the demand to not exceed the on-campus parking supply and to minimize the risk Page 7-14

76 of parking demand spilling over into the surrounding neighborhood. In addition, surface lot on expanded Lot C could be operated as valet parking allowing for additional parking capacity. Finally, if at any point during the short-term, parking demand completely overwhelms the capacity of the parking system for this option, the construction of a parking garage in Parcel 2 as proposed for the long-term options could be accelerated to mitigate parking issues. In summary, there is enough flexibility in this preferred option to respond to demand changes from specific parking segments. Table 7.11: Short-Term Preferred Option - Demand vs. Supply Parking Description Spaces Comments Dorothea Dix new surface lot new - 74 from Lots I& J Parcel 8 new surface lot 87 Expanded surface Lot C (RISE Center) spaces 134 from existing Lot C (net 156 spaces) New surface Lot in Parcel Total Spaces Added to Supply 1,152 Initial Short-Term Supply (without any parking additions) 986 1,086 (From Table 4.5) 100 spaces not being considered from Lot B Total Parking Supply 2,138 Surplus/(Deficit) Parking Demand Weekday PM (1 ESA Event) 1, Parking Demand Weekend PM (1 ESA and 1 Gateway Event) 2, Long-Term Preferred Option: Option 1 is recommended for the long-term scenario. This option results in significantly less capital investments and meets the maximum parking demand for two special events occurring on the same evening as well as providing flexibility to expand into some of the components added to Option 2 long-term such as the re-development of the Congress Heights Metro Station into a transit oriented facility with public parking available as well as multi-modal transfer capabilities. Figure 7.5 and Table 7.12 summarize the parking components of the preferred option. Table 7.12: Long Term Preferred Parking Option - Demand vs. Supply Parking Description Spaces Comments Dorothea Dix new Parking Garage (Office and public use) 800 New Garage on Parcel 6 (residential use) 420 New Garage on Parcel 13(residential use) 420 New Garage in Parcel 15 (public use) 420 Expansion of Lot C (RISE Center) spaces 134 from existing Lot C (net 156 spaces) Total Spaces Added in Option 1 2,211 Surplus/(Deficit) Short-Term Supply(Initial long-term supply plus additional spaces remaining from short-term Option 1 supply) 1,021 From Table 4.6 Total Parking Supply in Option 1 3,232 Parking Demand Weekday PM (1 ESA Event) 3, Parking Demand Weekend PM (1 ESA and 1 Gateway Event) 3, Page 7-15

77 Figure 7.5: Short Term Preferred Parking Option PAGE 7-16

78 Figure 7.6: Long Term Preferred Parking Option Page 7-17

79 APPENDICES A - Existing Parking Conditions including Map of Existing Lots at St. Elizabeths East Campus B - List of annual events calendar at St. Elizabeths East Campus C - Trip Generation and Parking Supply and Demand Estimates D - Stage 1 of Phase 1 (Short Term) and Stage 2 (Long Term) On-Street Parking Maps E - List of Meetings, Sign-in Sheets and Public Input and Comments

80 APPENDIX A EXISTING PARKING CONDITIONS INCLUDING MAP OF EXISTING LOTS AT ST. ELIZABETHS EAST CAMPUS The study area consisted of the St. Elizabeths East Campus surface lots and on-street parking spaces, the St. Elizabeths Hospital and on-street parking generally within a 0.25 mile radius of the perimeter of the St. Elizabeths East Campus. The selected study area consisted of all parking facilities (parking lots and onstreet spaces) currently being utilized to support demand of existing St. Elizabeths East Campus users (including the Gateway DC outdoor pavilion, the RISE Demonstration Center, the St. Elizabeths Hospital and 801 East Men s Shelter) and parking likely to be utilized to support future parking demand with development of the East Campus.

81

82 APPENDIX A ST ELIZABETHS EAST CAMPUS EXISTING PARKING LOCATIONS

83 APPENDIX A ST ELIZABETHS EAST CAMPUS EXISTING PARKING LOCATIONS

84 APPENDIX B LIST OF ANNUAL CALENDAR EVENTS AT ST. ELIZABETHS EAST CAMPUS 1. R.I.S.E CENTER CALENDARS 2. EVENTS DC ENTERTAINMENT AND SPORTS ARENA ATTENDANCE PROJECTIONS

85

86 2016 R.I.S.E. CENTER EVENTS EVENT Day of the Week / Date Start Time End Time Duration Attendees SECOND QUARTER 1 MLK Day Peace Walk & Parade Planning Meeting Wednesday, January 06, :30 PM 7:30 PM 2: DCPS Training Thursday, January 07, :00 AM 4:00 PM 8: Professional Development Seminar for CBEs Thursday, January 07, :00 PM 9:00 PM 4: National Hand Dance Asssociation Meeting Thursday, January 07, :00 PM 9:00 PM 3: DCPS Training Friday, January 08, :00 AM 4:00 PM 8: Homebuyers Education Cohort Saturday, January 09, :00 AM 12:30 PM 3: MLK Day Peace Walk & Parade Saturday, January 09, :00 AM 12:00 PM 2: The Queen Academy Sneak Peak Saturday, January 09, :00 PM 5:00 PM 4: Stream Energy "Help Lower Your Energy Bills" Monday, January 11, :30 PM 8:30 PM 2: DC Water Bid Conference Wednesday, January 13, :00 AM 2:00 PM 5: MLK Day Peace Walk & Parade Wednesday, January 13, :30 PM 7:30 PM 2: Commission on Fathers, Men, and Boys Networking Reception Wednesday, January 13, :00 PM 9:00 PM 3: Ward 8 Democrats Executive Team Meeting Wednesday, January 13, :00 PM 8:00 PM 2: DCPS Training Thursday, January 14, :00 AM 4:00 PM 8: DGS and DSLBD Announcement Thursday, January 14, :00 AM 5:00 PM 8: DCPS Training Friday, January 15, :00 AM 4:00 PM 8: Announcement Friday, January 15, :30 AM 11:30 AM 2: MLK Day Peace Walk & Parade Saturday, January 16, :00 AM 12:00 PM 2: Ward 8 Democrats Meeting Saturday, January 16, :00 PM 2:00 PM 2: MLK Day Peace Walk & Parade Monday, January 18, :00 AM 2:00 PM 7: The Veterans History Project Monday, January 18, :00 PM 4:30 PM 2: Stream Energy "Help Lower Your Energy Bills" Monday, January 18, :30 PM 8:30 PM 2: National Cybersecurity Institute Webinar Tuesday, January 19, :00 PM 4:00 PM 3: The Black upstart Bootcamp Tuesday, January 19, :00 PM 10:00 PM 4: The Black upstart Bootcamp Wednesday, January 20, :00 PM 10:00 PM 4: Professional Development Seminar for CBEs Thursday, January 21, :00 PM 9:00 PM 4: Executive Officers Meeting Saturday, January 23, :00 PM 5:00 PM 3: The Black upstart Bootcamp Saturday, January 23, :00 PM 10:00 PM 4: The Black upstart Bootcamp Monday, January 25, :00 PM 10:00 PM 4: Stream Energy "Help Lower Your Energy Bills" Monday, January 25, :30 PM 8:30 PM 2: Black Child Development Institute DC: Board Meeting Tuesday, January 26, :00 PM 9:30 PM 2: The Black upstart Bootcamp Wednesday, January 27, :00 PM 10:00 PM 4: The Queen Academy Saturday, January 30, :00 AM 2:00 PM 3: R.E.E.L/Jacquelyn Donald Saturday, January 30, :00 PM 2:00 PM 2: The Black upstart Bootcamp Saturday, January 30, :00 PM 10:00 PM 4: Stream Energy "Help Lower Your Energy Bills" Monday, February 01, :30 PM 8:30 PM 2: CP: ANC 8C Meeting Wednesday, February 03, :00 PM 8:00 PM 2: Professional Development Seminar for CBEs Thursday, February 04, :00 PM 9:00 PM 4: ORCA Program Saturday, February 06, :30 AM 3:30 PM 6:00 50 Q1: October, November, December Q2: January, February, March Q3: April, May, June Q4: July, August, September

87 2016 R.I.S.E. CENTER EVENTS EVENT Day of the Week / Date Start Time End Time Duration Attendees 40 Stream Energy "Help Lower Your Energy Bills" Monday, February 08, :30 PM 8:30 PM 2: DC Scholars Team Retreat Tuesday, February 09, :00 AM 5:00 PM 9: Homebuyers Education Cohort Wednesday, February 10, :00 AM 12:30 PM 3: Ward 8 Democrats Executive Team Meeting Wednesday, February 10, :00 PM 8:00 PM 2: Nobel Women Event Thursday, February 11, :00 PM 8:00 PM 2: Nobel Women Event Friday, February 12, :00 AM 10:00 AM 2: New Communities Forum Friday, February 12, :00 PM 4:00 PM 3: Nobel Women Event Friday, February 12, :00 PM 8:00 PM 2: Homebuyers Education Cohort Saturday, February 13, :00 AM 12:30 PM 3: Stream Energy "Help Lower Your Energy Bills" Monday, February 15, :30 PM 8:30 PM 2: National Cybersecurity Institute Webinar Tuesday, February 16, :00 PM 4:00 PM 3: Deputy Mayor for Greater Economic Opportunity Wednesday, February 17, :30 AM 2:30 PM 3: Commission on Fathers, Men, and Boys Networking Reception Wednesday, February 17, :00 PM 9:00 PM 3: DCA renovation and community benefits considerations Thursday, February 18, :00 PM 3:00 PM 2: Ward 8 Democrats Meeting Saturday, February 20, :00 PM 2:00 PM 2: To Be Young, Gifted, and Black Saturday, February 20, :30 PM 7:00 PM 2: New Year, New You Monday, February 22, :00 AM 4:30 PM 5: Stream Energy "Help Lower Your Energy Bills" Monday, February 22, :30 PM 8:30 PM 2: Events DC Community Meeting Tuesday, February 23, :00 PM 8:00 PM 3: DCPS Training Friday, February 26, :00 AM 3:30 PM 7: Barry Farm Meeting Friday, February 26, :00 AM 3:00 PM 4: Entrepreneurship Expo Saturday, February 27, :00 AM 5:30 PM 8: DCPS Training Monday, February 29, :00 AM 2:00 PM 5: Stream Energy "Help Lower Your Energy Bills" Monday, February 29, :30 PM 8:30 PM 2: DDS/DHCF Forum Tuesday, March 01, :00 PM 6:00 PM 4: Infrastructure Pre Bid Conference Wednesday, March 02, :00 AM 12:00 PM 2: CP: ANC 8C Meeting Wednesday, March 02, :00 PM 8:00 PM 2: Department of Behavioral Health Friday, March 04, :00 PM 4:30 PM 2: DHS Mentor Training Sessions Saturday, March 05, :30 AM 5:30 PM 8: The Queen Academy Saturday, March 05, :00 AM 2:00 PM 3: DCPS Training Wednesday, March 09, :00 AM 9:00 AM 1: DCPS Training Wednesday, March 09, :00 AM 4:00 PM 8: Ward 8 Democrats Executive Team Meeting Wednesday, March 09, :00 PM 9:00 PM 3: Homebuyers Education Cohort Saturday, March 12, :00 AM 12:00 PM 3: The Queen Academy Saturday, March 12, :00 AM 2:00 PM 3: The Circle of Influence Workshop Saturday, March 12, :00 PM 6:00 PM 3: DOC Training Tuesday, March 15, :00 AM 5:00 PM 8: National Cybersecurity Institute Webinar Tuesday, March 15, :00 PM 4:00 PM 3: DOC Training Wednesday, March 16, :00 AM 5:00 PM 8: HSCSN Program Thursday, March 17, :00 PM 8:00 PM 5: The Black Upstart Thursday, March 17, :00 PM 10:00 PM 4:00 20 Q1: October, November, December Q2: January, February, March Q3: April, May, June Q4: July, August, September

88 2016 R.I.S.E. CENTER EVENTS EVENT Day of the Week / Date Start Time End Time Duration Attendees 81 HSCSN Program Friday, March 18, :00 PM 8:00 PM 5: The Black Upstart Friday, March 18, :00 PM 10:00 PM 4: The Black Upstart Saturday, March 19, :00 AM 5:00 PM 8: Built by Women DC Tour Saturday, March 19, :30 AM 11:00 AM 1: Ward 8 Democrats Meeting Saturday, March 19, :00 PM 2:00 PM 2: Ward 8 Democrats Meeting_Part 2 Saturday, March 19, :00 PM 2:00 PM 2: Film Screening Saturday, March 19, :00 PM 6:00 PM 4: Supporting Families Community of Practice Family Workshops Tuesday, March 22, :00 AM 3:00 PM 6: Office of Returning Citizens Tuesday, March 22, :00 PM 2:00 PM 1: DGS Compete to Win Meet & Greet Tuesday, March 22, :00 PM 5:00 PM 3: DGS Compete to Win Meet & Greet Wednesday, March 23, :00 AM 5:00 PM 8: Barry Farm New Communities Meeting Wednesday, March 23, :00 AM 12:00 PM 3: Barry Farm New Communities Meeting Wednesday, March 23, :30 PM 3:00 PM 1: The Black Upstart Thursday, March 24, :00 PM 10:00 PM 4: The Black Upstart Saturday, March 26, :00 AM 5:00 PM 8: Youth Day District of Columbia Courts Monday, March 28, :30 AM 7:00 PM 12: Whole Foods Meeting Wednesday, March 30, :00 AM 11:59 PM 16: Economic Inclusion Conference Thursday, March 31, :00 AM 2:00 PM 6:00 75 THIRD QUARTER 99 Pep Rally For Peace Saturday, April 02, :00 AM 9:00 PM 12: Supporting Families Community of Practice Family Workshops Tuesday, April 05, :00 AM 3:00 PM 6: Office of Returning Citizens Tuesday, April 05, :00 PM 2:00 PM 1: DCPS Training Wednesday, April 06, :00 AM 3:30 PM 7: DCPS Training Wednesday, April 06, :00 AM 3:30 PM 7: CP: ANC 8C Meeting Wednesday, April 06, :00 PM 8:00 PM 2: Economic Forum Thursday, April 07, :00 AM 12:00 PM 4: Supporting Families Community of Practice Meeting Friday, April 08, :30 AM 4:30 PM 8: Homebuyers Education Cohort Saturday, April 09, :00 AM 12:00 PM 3: The Circle of Influence Workshop Saturday, April 09, :00 PM 6:00 PM 4: D.O.E.S. Center for Construction Careers Hiring Event Tuesday, April 12, :00 AM 5:00 PM 8: Grant Program Presentation Tuesday, April 12, :30 PM 8:00 PM 2: D.O.E.S. Construction Hiring Event Wednesday, April 13, :00 AM 5:00 PM 8: AIA DC Tour Wednesday, April 13, :30 PM 2:30 PM 1: D.O.E.S. Construction Hiring Event Thursday, April 14, :00 AM 5:00 PM 8: Festival Saturday, April 16, :00 AM 4:00 PM 7:00 1, Supporting Families Community of Practice Family Workshops Tuesday, April 19, :00 AM 3:00 PM 6: National Cybersecurity Institute Webinar Tuesday, April 19, :00 PM 4:00 PM 3: Office of Returning Citizens Tuesday, April 19, :00 PM 2:00 PM 1: CJCC Public Meeting Thursday, April 21, :30 PM 9:00 PM 5: Women's Wellness Day Bread for the City Friday, April 22, :00 AM 4:00 PM 7: STEM Mentoring Café Saturday, April 23, :00 AM 1:00 PM 4:00 60 Q1: October, November, December Q2: January, February, March Q3: April, May, June Q4: July, August, September

89 2016 R.I.S.E. CENTER EVENTS EVENT Day of the Week / Date Start Time End Time Duration Attendees 121 DCPS Training Monday, April 25, :00 AM 4:00 PM 8: Stream Energy "Help Lower Your Energy Bills" Monday, April 25, :30 PM 8:30 PM 2: CBE Business Outreach Event Tuesday, April 26, :00 AM 6:30 PM 10: DC Children's Trust Workshops & Seminars Thursday, April 28, :30 AM 4:00 PM 8: Department On Disability Services Provider Resource Fair Friday, April 29, :00 AM 7:00 PM 10: TPR: Broccoli City Festival Saturday, April 30, :00 AM 9:00 PM 13:00 10, Stream Energy "Help Lower Your Energy Bills" Monday, May 02, :30 PM 8:30 PM 2: New Market Tax Credit Symposium Wednesday, May 04, :30 AM 12:00 PM 3: CP: ANC 8C Meeting Wednesday, May 04, :00 PM 8:00 PM 2: Discipleship Training Institute Wednesday, May 04, :00 PM 9:00 PM 2: Photoshoot Thursday, May 05, :00 PM 8:00 PM 8: Marketing Team Meeting Thursday, May 05, :00 PM 5:30 PM 1: Discipleship Training Institute Thursday, May 05, :00 PM 9:00 PM 2: Asthma Event Friday, May 06, :00 AM 4:00 PM 5: Congress Heights Day Saturday, May 07, :00 AM 9:00 PM 12: Stream Energy "Help Lower Your Energy Bills" Monday, May 09, :30 PM 8:30 PM 2: Supporting Families Community of Practice Family Workshops Tuesday, May 10, :00 AM 3:00 PM 6: Cisco Lunch Wednesday, May 11, :30 AM 2:00 PM 3: Community Appreciation Dinner Rain Contingency Wednesday, May 11, :00 PM 9:00 PM 3: Discipleship Training Institute Wednesday, May 11, :00 PM 9:00 PM 2: Discipleship Training Institute Thursday, May 12, :00 PM 9:00 PM 2: Homebuyers Education Cohort Saturday, May 14, :00 AM 11:30 AM 1: Literary Expo Saturday, May 14, :30 PM 7:00 PM 6: Good Hope Church Service Sunday, May 15, :00 AM 2:00 PM 6: Men Farthers Day Planning Meeting Monday, May 16, :30 PM 4:30 PM 2: Stream Energy "Help Lower Your Energy Bills" Monday, May 16, :30 PM 8:30 PM 2: ESA CB meeting Monday, May 16, :30 PM 8:30 PM 2: Expungement Fair Tuesday, May 17, :00 PM 8:30 PM 8: National Cybersecurity Institute Webinar Tuesday, May 17, :00 PM 4:00 PM 3: Discipleship Training Institute Wednesday, May 18, :00 PM 9:00 PM 2: Community Conversation and Forum Thursday, May 19, :00 PM 8:30 PM 3: Discipleship Training Institute Thursday, May 19, :00 PM 9:00 PM 2: All Staff meeting Friday, May 20, :00 AM 1:30 PM 4: End Mass Incarceration, Save the Children Program Friday, May 20, :00 PM 8:30 PM 2: th Annual Reach Literacy Carnival Saturday, May 21, :00 AM 9:00 PM 12: Whole Foods Market Saturday, May 21, :00 AM 2:00 PM 4: Community Forum Saturday, May 21, :30 PM 7:00 PM 2: Good Hope Church Service Sunday, May 22, :00 AM 2:00 PM 6: Stream Energy "Help Lower Your Energy Bills" Monday, May 23, :30 PM 8:30 PM 2: DOC Executive Retreat Wednesday, May 25, :00 AM 2:30 PM 5: Discipleship Training Institute Wednesday, May 25, :30 PM 9:00 PM 1:30 10 Q1: October, November, December Q2: January, February, March Q3: April, May, June Q4: July, August, September

90 2016 R.I.S.E. CENTER EVENTS EVENT Day of the Week / Date Start Time End Time Duration Attendees 162 Digigirls Event Thursday, May 26, :00 AM 3:00 PM 7: Discipleship Training Institute Thursday, May 26, :00 PM 9:00 PM 2: Wealthy Life Event Friday, May 27, :00 AM 6:00 PM 11: The Dream 2K16 Saturday, May 28, :00 AM 9:00 PM 12: Good Hope Church Service Sunday, May 29, :00 AM 2:00 PM 6: Stream Energy "Help Lower Your Energy Bills" Monday, May 30, :30 PM 8:30 PM 2: Events DC Tuesday, May 31, :00 PM 4:00 PM 2: DC Developmental Disabilities Council Tuesday, May 31, :30 PM 7:30 PM 2: CP: ANC 8C Meeting Wednesday, June 01, :00 PM 8:00 PM 2: ST Es Hospital Training Meeting Thursday, June 02, :30 AM 4:00 PM 7: NCI Meeting Thursday, June 02, :30 AM 12:00 PM 2: Healthcare Blood Pressure Checks Friday, June 03, :00 AM 3:00 PM 6: STEM Program Saturday, June 04, :00 AM 3:00 PM 6: Whole Foods Market Saturday, June 04, :00 AM 2:00 PM 4: Lisa Barrino Ministries Meeting Saturday, June 04, :00 PM 3:00 PM 2: Criminal Justice Program Saturday, June 04, :00 PM 7:00 PM 4: Good Hope Church Service Sunday, June 05, :00 AM 2:00 PM 6: Youth Orientation Tuesday, June 07, :00 AM 2:00 PM 4: Reception for Local Award Recipient Tuesday, June 07, :30 PM 3:30 PM 2: AARP Meeting Wednesday, June 08, :00 AM 2:00 PM 3: IA: Workforce Development Workshop Wednesday, June 08, :00 PM 6:30 PM 2: Homebuyers Education Cohort Wednesday, June 08, :00 PM 8:00 PM 2: Discipleship Training Institute Wednesday, June 08, :00 PM 9:00 PM 2: Board of Directors Meeting Thursday, June 09, :00 PM 4:00 PM 2: Discipleship Training Institute Thursday, June 09, :00 PM 9:00 PM 2: Community College Prep Academy Graduation Ceremony Friday, June 10, :00 PM 8:00 PM 3: Mathews Memorial Picnic Saturday, June 11, :00 AM 11:59 PM 16: Homebuyers Education Cohort Saturday, June 11, :00 AM 12:00 PM 2: CIC meeting Saturday, June 11, :00 PM 3:00 PM 2: BGM End of the School Year, "I Am Confident" Showcase Saturday, June 11, :00 PM 7:00 PM 2: Good Hope Church Service Sunday, June 12, :00 AM 2:00 PM 6: ST Es Hospital Training Meeting Monday, June 13, :30 AM 4:00 PM 7: Green Zone Environmental Program Monday, June 13, :00 AM 5:00 PM 8: Green Zone Environmental Program Tuesday, June 14, :00 AM 5:00 PM 8: Green Zone Environmental Program Wednesday, June 15, :00 AM 5:00 PM 8: IA: Workforce Development Workshop Wednesday, June 15, :00 PM 6:30 PM 2: Discipleship Training Institute Wednesday, June 15, :00 PM 9:00 PM 2: Green Zone Environmental Program Thursday, June 16, :00 AM 5:00 PM 8: Events DC Thursday, June 16, :00 PM 4:00 PM 2: Athletic Director Training Thursday, June 16, :00 PM 8:00 PM 5: Discipleship Training Institute Thursday, June 16, :00 PM 9:00 PM 2:00 10 Q1: October, November, December Q2: January, February, March Q3: April, May, June Q4: July, August, September

91 2016 R.I.S.E. CENTER EVENTS EVENT Day of the Week / Date Start Time End Time Duration Attendees 203 Green Zone Environmental Program Friday, June 17, :00 AM 5:00 PM 8: Ward 8 Democrats Saturday, June 18, :00 PM 2:00 PM 2: Payne, Pastor Ricardo Saturday, June 18, :30 PM 7:30 PM 3: Green Zone Environmental Program Monday, June 20, :00 AM 5:00 PM 8: Homeland Security and Emergency Management Agency Monday, June 20, :00 AM 2:00 PM 4: Events DC ESA Committee Meeting Monday, June 20, :30 PM 8:00 PM 1: Green Zone Environmental Program Tuesday, June 21, :00 AM 5:00 PM 8: National Cybersecurity Institute Webinar Tuesday, June 21, :00 PM 4:00 PM 3: Green Zone Environmental Program Wednesday, June 22, :00 AM 5:00 PM 8: Events DC Movie Night Wednesday, June 22, :00 PM 8:00 PM 2: Discipleship Training Institute Wednesday, June 22, :00 PM 9:00 PM 2: Green Zone Environmental Program Thursday, June 23, :00 AM 5:00 PM 8: New Communities Meeting Thursday, June 23, :00 AM 1:00 PM 2: Total Sunshine High School Rewards Ceremony Thursday, June 23, :00 PM 8:00 PM 4: Small Business/ Entrepreneurship Sub Committee Meeting Thursday, June 23, :30 PM 8:30 PM 2: Discipleship Training Institute Thursday, June 23, :00 PM 9:00 PM 2: Green Zone Environmental Program Friday, June 24, :00 AM 5:00 PM 8: Good Life Annual Cookout Saturday, June 25, :00 AM 9:00 PM 12:00 2, Technology Playground Monday, June 27, :00 AM 12:00 PM 3: Computer Training & Coding Program Monday, June 27, :30 AM 2:30 PM 5: Hand Dance Lessons Monday, June 27, :30 PM 7:30 PM 1: DOC Executive Retreat Tuesday, June 28, :30 AM 5:30 PM 9: Technology Playground Tuesday, June 28, :00 AM 12:00 PM 3: Computer Training & Coding Program Tuesday, June 28, :30 AM 2:30 PM 5: Economic Inclusion Wednesday, June 29, :00 AM 2:00 PM 6: Technology Playground Wednesday, June 29, :00 AM 12:00 PM 3: Computer Training & Coding Program Wednesday, June 29, :30 AM 2:30 PM 5: IA: Workforce Development Workshop Wednesday, June 29, :00 PM 6:30 PM 2: Events DC Movie Night Wednesday, June 29, :00 PM 8:00 PM 2: Discipleship Training Institute Wednesday, June 29, :00 PM 9:00 PM 2: MORCA womens conference Thursday, June 30, :00 AM 2:00 PM 5: Computer Training & Coding Program Thursday, June 30, :30 AM 2:30 PM 5: Discipleship Training Institute Thursday, June 30, :00 PM 9:00 PM 2:00 10 FOURTH QUARTER 236 Technology Playground Friday, July 01, :00 AM 12:00 PM 3: Computer Training & Coding Program Friday, July 01, :30 AM 2:30 PM 5: Technology Playground Tuesday, July 05, :00 AM 12:00 PM 3: Computer Training & Coding Program Tuesday, July 05, :30 AM 2:30 PM 5: Hand Dance Lessons Tuesday, July 05, :30 PM 7:30 PM 1: Computer Training & Coding Program Wednesday, July 06, :30 AM 2:30 PM 5: Washington Opportunity Institute Wednesday, July 06, :00 PM 5:00 PM 4:00 25 Q1: October, November, December Q2: January, February, March Q3: April, May, June Q4: July, August, September

92 2016 R.I.S.E. CENTER EVENTS EVENT Day of the Week / Date Start Time End Time Duration Attendees 243 Discipleship Training Institute Wednesday, July 06, :00 PM 9:00 PM 2: Computer Training & Coding Program Thursday, July 07, :30 AM 2:30 PM 5: New Communities Meeting Thursday, July 07, :00 AM 1:00 PM 2: Discipleship Training Institute Thursday, July 07, :00 PM 9:00 PM 2: Technology Playground Friday, July 08, :00 AM 12:00 PM 3: Computer Training & Coding Program Friday, July 08, :30 AM 2:30 PM 5: Small Business Open House Friday, July 08, :30 AM 2:30 PM 4: Generation Hope New Student Training Saturday, July 09, :30 AM 4:00 PM 7: Whole Foods Market Saturday, July 09, :00 AM 2:00 PM 4: Technology Playground Monday, July 11, :00 AM 12:00 PM 3: Computer Training & Coding Program Monday, July 11, :30 AM 2:30 PM 5: Washington Opportunity Institute Monday, July 11, :00 PM 5:00 PM 4: Hand Dance Lessons Monday, July 11, :30 PM 7:30 PM 1: Technology Playground Tuesday, July 12, :00 AM 12:00 PM 3: Computer Training & Coding Program Tuesday, July 12, :30 AM 2:30 PM 5: Washington Opportunity Institute Tuesday, July 12, :00 PM 5:00 PM 4: Technology Playground Wednesday, July 13, :00 AM 12:00 PM 3: DC WIC Meeting Wednesday, July 13, :00 AM 3:30 PM 6: Computer Training & Coding Program Wednesday, July 13, :30 AM 2:30 PM 5: Washington Opportunity Institute Wednesday, July 13, :00 PM 5:00 PM 4: Seasoned Senior Concerns Sub Committee Meeting Wednesday, July 13, :00 PM 4:00 PM 2: IA: Workforce Development Workshop Wednesday, July 13, :00 PM 6:30 PM 2: Homebuyers Education Cohort Wednesday, July 13, :00 PM 8:00 PM 2: CP: ANC 8C Meeting Wednesday, July 13, :00 PM 8:00 PM 2: Discipleship Training Institute Wednesday, July 13, :00 PM 9:00 PM 2: Staff Retreat DCPS Thursday, July 14, :00 AM 5:00 PM 9: Computer Training & Coding Program Thursday, July 14, :30 AM 2:30 PM 5: Washington Opportunity Institute Thursday, July 14, :00 PM 5:00 PM 4: Discipleship Training Institute Thursday, July 14, :00 PM 9:00 PM 2: Staff Retreat DCPS Friday, July 15, :00 AM 5:00 PM 9: Computer Training & Coding Program Friday, July 15, :30 AM 2:30 PM 5: Washington Opportunity Institute Friday, July 15, :00 PM 5:00 PM 4: Homebuyers Education Cohort Saturday, July 16, :00 AM 11:00 AM 2: Ward 8 Democrats Meeting Saturday, July 16, :00 PM 2:00 PM 2: Criminal Justice Program Saturday, July 16, :00 PM 7:00 PM 4: Technology Playground Monday, July 18, :00 AM 12:00 PM 3: Computer Training & Coding Program Monday, July 18, :30 AM 2:30 PM 5: Hand Dance Lessons Monday, July 18, :30 PM 7:30 PM 1: Stream Energy "Help Lower Your Energy Bills" Monday, July 18, :30 PM 8:30 PM 2: Technology Playground Tuesday, July 19, :00 AM 12:00 PM 3: Computer Training & Coding Program Tuesday, July 19, :30 AM 2:30 PM 5:00 50 Q1: October, November, December Q2: January, February, March Q3: April, May, June Q4: July, August, September

93 2016 R.I.S.E. CENTER EVENTS EVENT Day of the Week / Date Start Time End Time Duration Attendees 284 National Cybersecurity Institute Webinar Tuesday, July 19, :00 PM 4:00 PM 3: Washington Opportunity Institute Tuesday, July 19, :00 PM 5:00 PM 4: DHCD Public Forum Tuesday, July 19, :30 PM 9:30 PM 4: Technology Playground Wednesday, July 20, :00 AM 12:00 PM 3: Computer Training & Coding Program Wednesday, July 20, :30 AM 2:30 PM 5: Washington Opportunity Institute Wednesday, July 20, :00 PM 5:00 PM 4: IA: Workforce Development Workshop Wednesday, July 20, :00 PM 6:30 PM 2: Discipleship Training Institute Wednesday, July 20, :00 PM 9:00 PM 2: Technology Playground Thursday, July 21, :00 AM 12:00 PM 3: Computer Training & Coding Program Thursday, July 21, :30 AM 2:30 PM 5: Washington Opportunity Institute Thursday, July 21, :00 PM 5:00 PM 4: Discipleship Training Institute Thursday, July 21, :00 PM 9:00 PM 2: Technology Playground Friday, July 22, :00 AM 12:00 PM 3: Computer Training & Coding Program Friday, July 22, :30 AM 2:30 PM 5: Community College Preparatory Academy GED Ceremony Friday, July 22, :00 AM 3:00 PM 5: NHDA Committee Meeting Friday, July 22, :00 PM 9:00 PM 3: Dear Summer Festival Saturday, July 23, :00 AM 9:00 PM 12: Technology Playground Monday, July 25, :00 AM 12:00 PM 3: Computer Training & Coding Program Monday, July 25, :30 AM 2:30 PM 5: Hand Dance Lessons Monday, July 25, :30 PM 7:30 PM 1: Stream Energy "Help Lower Your Energy Bills" Monday, July 25, :30 PM 8:30 PM 2: Staff Retreat Tuesday, July 26, :30 AM 1:30 PM 5: Technology Playground Tuesday, July 26, :00 AM 12:00 PM 3: Computer Training & Coding Program Tuesday, July 26, :30 AM 2:30 PM 5: Washington Opportunity Institute Tuesday, July 26, :00 PM 5:00 PM 4: Technology Playground Wednesday, July 27, :00 AM 12:00 PM 3: Computer Training & Coding Program Wednesday, July 27, :30 AM 2:30 PM 5: Washington Opportunity Institute Wednesday, July 27, :00 PM 5:00 PM 4: Ward Day Planning & Strategy Session for Ward 8 Wednesday, July 27, :00 PM 2:30 PM 1: IA: Workforce Development Workshop Wednesday, July 27, :00 PM 6:30 PM 2: Discipleship Training Institute Wednesday, July 27, :00 PM 9:00 PM 2: Technology Playground Thursday, July 28, :00 AM 12:00 PM 3: Computer Training & Coding Program Thursday, July 28, :30 AM 2:30 PM 5: New Communities Meeting Thursday, July 28, :30 AM 1:00 PM 3: Washington Opportunity Institute Thursday, July 28, :00 PM 5:00 PM 4: Discipleship Training Institute Thursday, July 28, :00 PM 9:00 PM 2: Technology Playground Friday, July 29, :00 AM 12:00 PM 3: Computer Training & Coding Program Friday, July 29, :30 AM 2:30 PM 5: Sounds of the City Saturday, July 30, :00 AM 9:00 PM 12: Technology Playground Monday, August 01, :00 AM 12:00 PM 3: Community College Prep Academy Monday, August 01, :00 AM 4:30 PM 7:30 35 Q1: October, November, December Q2: January, February, March Q3: April, May, June Q4: July, August, September

94 2016 R.I.S.E. CENTER EVENTS EVENT Day of the Week / Date Start Time End Time Duration Attendees 325 Computer Training & Coding Program Monday, August 01, :30 AM 2:30 PM 5: Hand Dance Lessons Monday, August 01, :30 PM 7:30 PM 1: Stream Energy "Help Lower Your Energy Bills" Monday, August 01, :30 PM 8:30 PM 2: Technology Playground Tuesday, August 02, :00 AM 12:00 PM 3: Community College Prep Academy Tuesday, August 02, :00 AM 4:30 PM 7: Computer Training & Coding Program Tuesday, August 02, :30 AM 2:30 PM 5: Washington Opportunity Institute Tuesday, August 02, :00 PM 5:00 PM 4: Technology Playground Wednesday, August 03, :00 AM 12:00 PM 3: Community College Prep Academy Wednesday, August 03, :00 AM 4:30 PM 7: Computer Training & Coding Program Wednesday, August 03, :30 AM 2:30 PM 5: Washington Opportunity Institute Wednesday, August 03, :00 PM 5:00 PM 4: IA: Workforce Development Workshop Wednesday, August 03, :00 PM 6:30 PM 2: Community Outreach Program Wednesday, August 03, :00 PM 9:00 PM 2: Discipleship Training Institute Wednesday, August 03, :00 PM 9:00 PM 2: Technology Playground Thursday, August 04, :00 AM 12:00 PM 3: Community College Prep Academy Thursday, August 04, :00 AM 4:30 PM 7: Computer Training & Coding Program Thursday, August 04, :30 AM 2:30 PM 5: Washington Opportunity Institute Thursday, August 04, :00 PM 5:00 PM 4: Discipleship Training Institute Thursday, August 04, :00 PM 9:00 PM 2: Technology Playground Friday, August 05, :00 AM 1:00 PM 4: Green Zone Environmental Program Friday, August 05, :00 AM 5:00 PM 8: Computer Training & Coding Program Friday, August 05, :30 AM 2:30 PM 5: Queens Summit and Back to School Program Saturday, August 06, :00 AM 2:00 PM 5: Whole Foods Market Saturday, August 06, :00 AM 2:00 PM 4: Omega Psi Phi Self Defense Seminar Saturday, August 06, :00 PM 5:00 PM 2: Computer Training & Coding Program Monday, August 08, :30 AM 2:30 PM 5: Hand Dance Lessons Monday, August 08, :30 PM 7:30 PM 1: Stream Energy "Help Lower Your Energy Bills" Monday, August 08, :30 PM 8:30 PM 2: Computer Training & Coding Program Tuesday, August 09, :30 AM 2:30 PM 5: Washington Opportunity Institute Tuesday, August 09, :00 PM 5:00 PM 4: Washington Opportunity Institute Wednesday, August 10, :00 PM 5:00 PM 4: ESA Sub Committee Wednesday, August 10, :00 PM 4:00 PM 2: IA: Workforce Development Workshop Wednesday, August 10, :00 PM 6:30 PM 2: Homebuyers Education Cohort Wednesday, August 10, :00 PM 8:00 PM 2: ESA Sub Committee Wednesday, August 10, :30 PM 8:30 PM 2: Discipleship Training Institute Wednesday, August 10, :00 PM 9:00 PM 2: New Communities Meeting Thursday, August 11, :30 AM 1:00 PM 3: Washington Opportunity Institute Thursday, August 11, :00 PM 5:00 PM 4: Discipleship Training Institute Thursday, August 11, :00 PM 9:00 PM 2: Events DC Employtee Day Friday, August 12, :00 AM 9:00 PM 12: Coordinating youth Council Saturday, August 13, :00 AM 11:59 PM 16: Q1: October, November, December Q2: January, February, March Q3: April, May, June Q4: July, August, September

95 2016 R.I.S.E. CENTER EVENTS EVENT Day of the Week / Date Start Time End Time Duration Attendees 366 Homebuyers Education Cohort Saturday, August 13, :00 AM 12:00 PM 3: Hand Dance Lessons Monday, August 15, :30 PM 7:30 PM 1: ESA Sub Committee Monday, August 15, :30 PM 8:30 PM 2: Stream Energy "Help Lower Your Energy Bills" Monday, August 15, :30 PM 8:30 PM 2: Retreat Tuesday, August 16, :00 AM 3:00 PM 7: National Cybersecurity Institute Webinar Tuesday, August 16, :00 PM 1:00 PM 0: Washington Opportunity Institute Tuesday, August 16, :00 PM 5:00 PM 4: Youth Hand Dance Symposium Planning Meeting Tuesday, August 16, :00 PM 9:00 PM 3: Small Business Workshops Tuesday, August 16, :30 PM 8:30 PM 2: CFSA Leadership Embodiment Event Wednesday, August 17, :00 AM 5:00 PM 8: Small Business Workshops Wednesday, August 17, :00 PM 2:00 PM 2: Washington Opportunity Institute Wednesday, August 17, :00 PM 5:00 PM 4: Discipleship Training Institute Wednesday, August 17, :00 PM 9:00 PM 2: CFSA Leadership Embodiment Event Thursday, August 18, :00 AM 5:00 PM 8: Washington Opportunity Institute Thursday, August 18, :00 PM 5:00 PM 4: Small Business Workshops Thursday, August 18, :30 PM 8:30 PM 2: Discipleship Training Institute Thursday, August 18, :00 PM 9:00 PM 2: Employee Team Building and Recognition Friday, August 19, :00 AM 9:00 PM 12: DST Community Day Saturday, August 20, :00 AM 11:59 PM 16: Dancing with a Purpose Seminar Saturday, August 20, :00 PM 7:30 PM 2: Hand Dance Lessons Monday, August 22, :30 PM 8:30 PM 2: Stream Energy "Help Lower Your Energy Bills" Monday, August 22, :30 PM 8:30 PM 2: Washington Opportunity Institute Tuesday, August 23, :00 PM 5:00 PM 4: DC Chamber Focus Group Wednesday, August 24, :00 AM 11:30 AM 2: Washington Opportunity Institute Wednesday, August 24, :00 PM 5:00 PM 4: Events DC Wednesday, August 24, :30 PM 9:00 PM 2: Discipleship Training Institute Wednesday, August 24, :00 PM 9:00 PM 2: DC Child & Family Services Program Operations Retreat Thursday, August 25, :00 AM 4:00 PM 8: New Communities Meeting Thursday, August 25, :30 AM 1:00 PM 3: Washington Opportunity Institute Thursday, August 25, :00 PM 5:00 PM 4: The Black Upstart Thursday, August 25, :00 PM 10:00 PM 4: Discipleship Training Institute Thursday, August 25, :00 PM 9:00 PM 2: The Black Upstart Friday, August 26, :00 PM 10:00 PM 4: Jump for Dreams Meeting Friday, August 26, :30 PM 8:30 PM 2: The Black Upstart Saturday, August 27, :00 AM 5:00 PM 8: DCPS Training Monday, August 29, :00 AM 4:00 PM 8: Stream Energy "Help Lower Your Energy Bills" Monday, August 29, :30 PM 8:30 PM 2: DCPS Training Tuesday, August 30, :00 AM 4:00 PM 8: Washington Opportunity Institute Tuesday, August 30, :00 PM 5:00 PM 4: TANF Workgroup Tuesday, August 30, :00 PM 8:00 PM 7: Youth Hand Dance Symposium Planning Meeting Tuesday, August 30, :00 PM 9:00 PM 3:00 10 Q1: October, November, December Q2: January, February, March Q3: April, May, June Q4: July, August, September

96 2016 R.I.S.E. CENTER EVENTS EVENT Day of the Week / Date Start Time End Time Duration Attendees 407 Executive Committee Meeting Parking Tuesday, August 30, :30 PM 8:00 PM 1: Permanency Administration Retreat Wednesday, August 31, :00 AM 3:00 PM 7: Washington Opportunity Institute Wednesday, August 31, :00 PM 5:00 PM 4: Discipleship Training Institute Wednesday, August 31, :00 PM 9:00 PM 2: New Communities Meeting Thursday, September 01, :30 AM 1:00 PM 3: Washington Opportunity Institute Thursday, September 01, :00 PM 5:00 PM 4: The Black Upstart Thursday, September 01, :00 PM 10:00 PM 4: Discipleship Training Institute Thursday, September 01, :00 PM 9:00 PM 2: Repast Friday, September 02, :00 PM 4:00 PM 4: The Black Upstart Friday, September 02, :00 PM 10:00 PM 4: The Black Upstart Saturday, September 03, :00 AM 5:00 PM 8: Discipleship Training Institute Wednesday, September 07, :00 PM 9:00 PM 2: ESA Sub Committee Thursday, September 08, :00 PM 8:30 PM 4: Discipleship Training Institute Thursday, September 08, :00 PM 9:00 PM 2: DCPS Training Friday, September 09, :00 AM 4:00 PM 8: CFSA Leadership Embodiment Event Friday, September 09, :00 AM 5:00 PM 8: Whole Foods Market Saturday, September 10, :00 AM 2:00 PM 4: Washington Opportunity Institute Saturday, September 10, :00 AM 4:00 PM 6: Break the Internet Festival Saturday, September 10, :00 AM 11:30 PM 13:30 2, Youth Hand Dance Symposium Meeting Tuesday, September 13, :00 PM 9:00 PM 3: DCPS Training Wednesday, September 14, :00 AM 4:00 PM 8: Homebuyers Education Cohort Wednesday, September 14, :00 PM 8:00 PM 2: Discipleship Training Institute Wednesday, September 14, :00 PM 9:00 PM 2: DMPED Community Meeting Thursday, September 15, :00 PM 9:00 PM 4: Discipleship Training Institute Thursday, September 15, :00 PM 9:00 PM 2: DCOA Lifespan Respite Caregiver Conference Friday, September 16, :00 AM 4:00 PM 8: Homebuyers Education Cohort Saturday, September 17, :00 AM 12:00 PM 3: Ward 8 Democrats Meeting Saturday, September 17, :00 PM 2:00 PM 2: Black Love Festival Sunday, September 18, :00 AM 11:59 PM 16: OIC Training Tuesday, September 20, :00 AM 5:00 PM 8: National Cybersecurity Institute Webinar Tuesday, September 20, :00 PM 3:00 PM 2: CBE Outreach Event Wednesday, September 21, :00 AM 4:00 PM 7: Small Business Workshops Wednesday, September 21, :00 PM 2:00 PM 2: DCPS Training Wednesday, September 21, :00 PM 6:00 PM 2: Discipleship Training Institute Wednesday, September 21, :00 PM 9:00 PM 2: Events DC ESA Community Meeting Thursday, September 22, :00 PM 9:00 PM 8: Discipleship Training Institute Thursday, September 22, :00 PM 9:00 PM 2: NCI Training Friday, September 23, :30 AM 4:00 PM 7: Economic Strategy Stakeholder Event Friday, September 23, :00 AM 12:00 PM 3: Capital Innovation Initiative Saturday, September 24, :00 AM 5:00 PM 8: Early Learning Meeting Head Start Monday, September 26, :00 AM 11:00 AM 3:00 60 Q1: October, November, December Q2: January, February, March Q3: April, May, June Q4: July, August, September

97 2016 R.I.S.E. CENTER EVENTS EVENT Day of the Week / Date Start Time End Time Duration Attendees 448 Youth Hand Dance Symposium Planning Meeting Tuesday, September 27, :00 PM 9:00 PM 3: Person Centered Thinking Learning Committee forum Wednesday, September 28, :00 AM 5:00 PM 8: DCPS Training Wednesday, September 28, :00 PM 6:00 PM 2: NOI Mid Atlantic Regional Student Prison Reform Wednesday, September 28, :30 PM 8:00 PM 1: Discipleship Training Institute Wednesday, September 28, :00 PM 9:00 PM 2: DCPS Training Thursday, September 29, :00 AM 4:00 PM 8: St. Elizabeths Master Plan Scoping Meeting Thursday, September 29, :00 PM 9:30 PM 4: Advisory Board Meeting Thursday, September 29, :30 PM 8:30 PM 2: Discipleship Training Institute Thursday, September 29, :00 PM 9:00 PM 2: National Prepar A Thon Friday, September 30, :00 AM 8:00 PM 12: DCPS Training Friday, September 30, :00 AM 4:00 PM 8: Court Services Training Friday, September 30, :00 AM 1:00 PM 2:00 50 FOURTH QUARTER 460 DMGEO Program Saturday, October 01, :00 AM 5:00 PM 8: MLK Day Peace Walk & Parade Saturday, October 01, :00 AM 12:00 PM 2: DCPS Training Tuesday, October 04, :00 AM 4:00 PM 7: Business Development Discussion Group Tuesday, October 04, :00 AM 9:00 PM 12: Youth Hand Dance Symposium Planning Meeting Tuesday, October 04, :00 PM 8:00 PM 2: Bainum Family Foundation Meeting: Birth to Three Policy Alliance Meeting Wednesday, October 05, :00 AM 2:00 PM 6: CP: ANC 8C Meeting Wednesday, October 05, :00 PM 8:00 PM 2: DCPS Training Thursday, October 06, :00 PM 6:00 PM 2: DMPED Meet & Greet Thursday, October 06, :30 PM 8:30 PM 2: Catch of the Day DC Church Thursday, October 06, :00 PM 9:00 PM 2: DGS Infrastructure Subcontractor Meeting Friday, October 07, :00 AM 2:00 PM 5: Department of Behavioral Health Tuesday, October 11, :00 AM 1:00 PM 4: DC National Guard Meeting Tuesday, October 11, :00 AM 2:00 PM 4: Startup Entrepreneurs Meet up Tuesday, October 11, :30 PM 8:30 PM 2: DCPS Training Wednesday, October 12, :00 PM 6:00 PM 2: Homebuyers Education Cohort Wednesday, October 12, :00 PM 8:00 PM 2: Catch of the Day DC Church Wednesday, October 12, :00 PM 9:00 PM 2: Department on Disability Services Thursday, October 13, :30 AM 4:00 PM 7: Catch of the Day DC Church Thursday, October 13, :00 PM 9:00 PM 2: Homeland Security Employee Training Friday, October 14, :00 AM 1:00 PM 4: Capital Innovation Initiative Saturday, October 15, :00 AM 5:00 PM 8: Homebuyers Education Cohort Saturday, October 15, :00 AM 12:00 PM 3: St. Es Substation Relocation Monday, October 17, :30 PM 2:30 PM 1: National Cybersecurity Institute Webinar Tuesday, October 18, :00 PM 4:00 PM 2: DCPS Training Tuesday, October 18, :00 PM 8:00 PM 2: National Hand Dance Assoc. Youth Hand Dance Symposium Planning Mtg Tuesday, October 18, :00 PM 8:00 PM 2: Daily Do Good Conference Wednesday, October 19, :00 AM 5:00 PM 8: Catch of the Day DC Church Wednesday, October 19, :00 PM 9:00 PM 2:00 50 Q1: October, November, December Q2: January, February, March Q3: April, May, June Q4: July, August, September

98 2016 R.I.S.E. CENTER EVENTS EVENT Day of the Week / Date Start Time End Time Duration Attendees 488 Public Safety Seminar Thursday, October 20, :30 PM 8:30 PM 2: Catch of the Day DC Church Thursday, October 20, :00 PM 9:00 PM 2: DC Department on Disability Services Friday, October 21, :00 AM 12:00 PM 2: The Circle of Influence Workshop Friday, October 21, :00 PM 9:00 PM 3: Amateur Chilli Cook off Saturday, October 22, :00 AM 9:00 PM 12: Volunteer Institute and Conference Saturday, October 22, :00 AM 4:00 PM 6: DC Workforce Investment Council Tuesday, October 25, :00 AM 5:00 PM 8: DC Workforce Investment Council Wednesday, October 26, :00 AM 5:00 PM 8: ANC 8c Executive Committee Meeting Wednesday, October 26, :00 PM 8:00 PM 2: Catch of the Day DC Church Wednesday, October 26, :00 PM 9:00 PM 2: Far SE Family Strengthening Collaborative, Inc. Thursday, October 27, :00 AM 2:00 PM 5: Youth Hand Dance Symposium Meeting Thursday, October 27, :00 PM 9:00 PM 3: Catch of the Day DC Church Thursday, October 27, :00 PM 9:00 PM 2: Person Centered Thinking Learning Committee forum Friday, October 28, :00 AM 1:00 PM 4: Far SE Family Strengthening Collaborative, Inc. Friday, October 28, :00 AM 4:00 PM 7: Dance Symposium Friday, October 28, :00 PM 4:30 PM 2: Davis & Davis Credit Advisors Friday, October 28, :00 PM 9:00 PM 4: Dance Symposium Saturday, October 29, :00 AM 7:00 PM 11: Simpson Baby Shower Saturday, October 29, :00 AM 9:00 PM 12: Dance Symposium Monday, October 31, :00 AM 12:00 PM 2: Halloween Extraveganza Monday, October 31, :00 PM 8:00 PM 8: Uber DC Tuesday, November 01, :00 PM 8:00 PM 4: Workforce Development as a Tol for Financial Empoewerment Wednesday, November 02, :00 AM 5:00 PM 9: CP: ANC 8C Meeting Wednesday, November 02, :00 PM 8:00 PM 2: Catch of the Day DC Church Wednesday, November 02, :00 PM 9:00 PM 2: DISB Coffee & Capital Thursday, November 03, :00 AM 12:00 PM 4: Uber Partner Event Thursday, November 03, :00 PM 8:00 PM 4: Catch of the Day DC Church Thursday, November 03, :00 PM 9:00 PM 2: MPD Beat the Streets DC Cultural Carnival Friday, November 04, :00 AM 7:00 PM 10: MLK Day Peace Walk & Parade Saturday, November 05, :00 AM 12:00 PM 2: DHS: Department of Human Services Monday, November 07, :00 AM 5:00 PM 8: DHS/FSA Senior Staff Retreat Tuesday, November 08, :30 AM 5:00 PM 8: Homebuyers Education Cohort Wednesday, November 09, :00 PM 8:00 PM 2: Catch of the Day DC Church Wednesday, November 09, :00 PM 9:00 PM 2: DMPED Thursday, November 10, :00 PM 2:30 PM 2: The Black upstart Thursday, November 10, :00 PM 10:00 PM 4: The Black upstart Friday, November 11, :00 PM 10:00 PM 4: Homebuyers Education Cohort Saturday, November 12, :00 AM 12:00 PM 3: Hoffman Birthday Party Saturday, November 12, :00 AM 9:00 PM 12: MLK Day Peace Walk & Parade Saturday, November 12, :00 AM 12:00 PM 2: Catch of the Day DC Church Saturday, November 12, :00 PM 9:00 PM 6: Q1: October, November, December Q2: January, February, March Q3: April, May, June Q4: July, August, September

99 2016 R.I.S.E. CENTER EVENTS EVENT Day of the Week / Date Start Time End Time Duration Attendees 529 Circle of Influence Workshop Saturday, November 12, :30 PM 6:30 PM 3: National Cybersecurity Institute Webinar Tuesday, November 15, :00 PM 4:00 PM 2: Cozy Christmas Planning Meeting Tuesday, November 15, :30 PM 3:00 PM 0: DHS: Department of Human Services Wednesday, November 16, :00 AM 4:00 PM 7: ESA Community Meeting Wednesday, November 16, :00 PM 8:30 PM 3: Catch of the Day DC Church Wednesday, November 16, :00 PM 9:00 PM 2: The Black upstart Thursday, November 17, :00 PM 9:00 PM 4: UMC Annual Community Meeting Thursday, November 17, :30 PM 8:00 PM 1: Advisory Board Meeting Thursday, November 17, :30 PM 8:30 PM 2: Catch of the Day DC Church Thursday, November 17, :00 PM 9:00 PM 2: DHS Meeting Friday, November 18, :00 PM 7:00 PM 6: The Black upstart Friday, November 18, :00 PM 9:00 PM 4: MLK Day Peace Walk & Parade Saturday, November 19, :00 AM 12:00 PM 2: Fraud Prevention Training for Seniors Saturday, November 19, :30 AM 2:30 PM 4: Ward 8 Democrats Meeting Saturday, November 19, :00 PM 2:00 PM 2: Events DC Monday, November 21, :00 AM 11:59 PM 16: Capital Innovation Initiative Tuesday, November 22, :00 AM 5:00 PM 8: Youth and Young Adult Affairs Meeting Tuesday, November 29, :45 PM 8:45 PM 1: Catch of the Day DC Church Wednesday, November 30, :00 PM 9:00 PM 2: NCI Meeting Thursday, December 01, :00 AM 11:00 AM 2: DMPED Meeting with NRL Thursday, December 01, :00 AM 12:30 PM 1: DC Public Schools Thursday, December 01, :00 PM 8:00 PM 2: Catch of the Day DC Church Thursday, December 01, :00 PM 9:00 PM 2: OSSE's Division of Early Learning Staff Retreat Friday, December 02, :00 AM 5:30 PM 9: MCB Healing Circle Saturday, December 03, :30 AM 1:00 PM 3: MLK Day Peace Walk & Parade Saturday, December 03, :00 AM 12:00 PM 2: ONE DC Member Appreciation Saturday, December 03, :00 PM 7:00 PM 4: DC Public Schools Monday, December 05, :00 PM 7:00 PM 4: DYRS: Youth Rehabilitation Services Tuesday, December 06, :00 AM 5:00 PM 8: Birth to Three Policy Alliance Meeting Wednesday, December 07, :00 AM 2:00 PM 6: CP: ANC 8C Meeting Wednesday, December 07, :00 PM 8:00 PM 2: Catch of the Day DC Church Wednesday, December 07, :00 PM 9:00 PM 2: FEMS: Fire Emergency & Medical Services Thursday, December 08, :00 AM 1:00 PM 4: Catch of the Day DC Church Thursday, December 08, :00 PM 9:00 PM 2: My Brothers Keeper Kick off Event Friday, December 09, :00 AM 1:00 PM 3: Kids Jingle Jam Saturday, December 10, :00 AM 9:00 PM 11: Catch of the Day DC Church Saturday, December 10, :00 PM 9:00 PM 2: Cozy Christmas Planning Meeting Monday, December 12, :00 AM 12:00 PM 2: CFSA Tuesday, December 13, :30 AM 4:30 PM 7: Bureau of Oceans and International Environmental and Scientific Affairs Tuesday, December 13, :00 AM 12:00 PM 2: AEDC: Anacostia Economic Development Corporation Tuesday, December 13, :00 PM 4:00 PM 2:00 50 Q1: October, November, December Q2: January, February, March Q3: April, May, June Q4: July, August, September

100 2016 R.I.S.E. CENTER EVENTS EVENT Day of the Week / Date Start Time End Time Duration Attendees 570 Career Paths DC Tuesday, December 13, :30 PM 9:00 PM 4: Homebuyers Education Cohort Wednesday, December 14, :00 PM 8:00 PM 2: Catch of the Day DC Church Wednesday, December 14, :00 PM 9:00 PM 2: ESA Construction CBE Outreach Meeting Thursday, December 15, :00 PM 7:00 PM 3: Cozy Christmas Thursday, December 15, :00 PM 8:00 PM 3:00 1, Catch of the Day DC Church Thursday, December 15, :00 PM 9:00 PM 2: DHS/FSA Holiday Event Friday, December 16, :00 AM 5:00 PM 8: DYRS: Shoe City Holiday Giveaway Friday, December 16, :00 PM 9:00 PM 4: Homebuyers Education Cohort Saturday, December 17, :00 AM 12:00 PM 3: MLK Day Peace Walk & Parade Saturday, December 17, :00 AM 12:00 PM 2: Ward 8 Democrats Meeting Saturday, December 17, :00 PM 2:00 PM 2: DMPED Monday, December 19, :00 AM 4:00 PM 7: National Cybersecurity Institute Webinar Tuesday, December 20, :00 PM 4:00 PM 2: Saxon Presentation and Luncheon Wednesday, December 21, :00 PM 4:00 PM 4: Catch of the Day DC Church Wednesday, December 21, :00 PM 9:00 PM 2: Catch of the Day DC Church Thursday, December 22, :00 PM 9:00 PM 2: MJE Catering Holiday Party Friday, December 23, :00 PM 10:00 PM 4: Catch of the Day DC Church Wednesday, December 28, :00 PM 9:00 PM 2: Catch of the Day DC Church Thursday, December 29, :00 PM 9:00 PM 2:00 12 Q1: October, November, December Q2: January, February, March Q3: April, May, June Q4: July, August, September

101 EVENTS DC - ENTERTAINMENT AND SPORTS ARENA Attendance Projections Washington Mystics Type of Event Mon-Fri Sa-Su # of Days Average Event Duration # of Hours (per day) Time of Year Q1 Q2 Q3 Q4 Annual Event Frequency (stabilized year) Daytime 1 2 Nighttime X X Daytime 1 2 Nighttime 1 4 Projected Ticket Sales Large Concerts / Sporting Events 1 3 X X X X 4 4,200 Small Concerts / Family Shows / Other X X X X 20 3,800 Floor/Trade/Consumer Show 3 8 X X 6 2,000 D League Mon-Fri Nighttime X X X Sa-Su Nighttime ,000 Small Basketball Tournaments 2 8 X X 2 1,000 Large Basketball Tournaments 3 8 X X 1 4,000 TOTAL 75 4,200

102 APPENDIX C PARKING DEMAND ESTIMATIONS Events DC Parking Needs Projections for both Short Term and Long Term Short Term Parking Demand estimations based on collaborative land use and assumptions Long Term Parking Demand estimations based on collaborative land use and assumptions

103

104 EVENTS DC ENTERTAINMENT AND SPORTS ARENA Attendance & Parking Count Projections REVISED October 25, 2016 Attendees by Metro & Taxi Staff by Metro & Taxi with 45% by Metro & Taxi in Long term Washingt on Mystics Type of Event Mon-Fri Sa-Su # of Days Average Event Duration # of Hours (per day) Time of Year Q1 Q2 Q3 Q4 Annual Event Frequency (stabilized year) Daytime 1 2 Nighttime 1 9 Daytime 1 2 Nighttime 1 4 Projected Ticket Sales Projected Attendance* 35% 50% ESA Estimates 45% Consumers/Attendees Staff Projected Vehicle Parking** Projected # of Arena Staff Projected Vehicle Parking*** 3 X X 4,200 3,780 1, ,266 Large Concerts / Sporting Events 1 3 X X X X 4 4,200 3,780 1, ,279 1,090 Small Concerts / Family Shows / Other X X X X 20 3,800 3,420 1, , Floor/Trade/Consumer Show 3 8 X X 6 2,000 1, Mon-Fri Nighttime D League X X X 1, Sa-Su Nighttime Small Basketball Tournaments 2 8 X X 2 1, Large Basketball Tournaments 3 8 X X 1 4,000 3,600 1, ,220 1,040 TOTAL 75 Short term Long term *Values assume a "No Show Factor" of 10% for ticket sales. Highest of top 5 frequent events > 1,266 1,077 **Values operate under assumption of 35% Metro or taxi ridership and an average of 2 persons per vehicle. Rounded and split between parcels 9 and 12 > ***Values assume an average of 50% Metro ridership. **** 35% transit ridership for attendees was updated to 45% in the long term scenario Total Projected Parking Count 1,077

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106 St. Elizabeths East Campus Parking Master Plan (2016) Short Term Parking Demand Projections Parcel Rate Unit Demand Rate Unit Demand Rate Unit Weekday PM w/ No Weekday PM w/ Weekend w/ Major Demand Event Major Event Events 3 Gateway DC (Existing) R.I.S.E Center (Existing) Land Use Qnty. Unit DC Zoning minimum DC Zoning w/ 50% reduction for transit accessibility ITE Parking Gen Manual w/ reductions & info from Events DC Proposed Parking Demand Institutional 34 ksf 0.25 per ksf per ksf per school pop Entertainment 62.5 ksf 2 per ksf per ksf 63 n.a n.a Assume average of DC zoning min. w/ transit reduction and ITE See "EventsDCParking" page for adjusted parking demand; 25 employee spaces during non event and 635 spaces during events 10 Residential TH 35 du 1 per du per du per du All residential assume DC zoning min. Residential MF 252 du 1 per 3 du per 3 du per 3 du All residential assume DC zoning min. 11 Civic/Art 14 ksf 1 per ksf (excess o per ksf (excess of per ksf GFA Entertainment 62.5 ksf 2 per ksf per ksf 63 n.a n.a Assume average of zoning min. w/ transit reduction and ITE See "EventsDCParking" page for adjusted parking demand; 25 employee spaces during non event and 635 spaces during events 14 Residential TH 85 du 1 per du per du per du All residential assume DC zoning min. Retail 30 ksf 1.33 per ksf (excess o per ksf (excess of per ksf (excess o Large Office 171 ksf 0.5 per ksf (excess o per ksf (excess of per ksf , ,803 2,133 Short Term Parking Projections Assumptions / Notes Assume DC zoning min. w/ transit reduction

107 St. Elizabeths East Campus Parking Master Plan (2016) Long Term Parking Demand Projections Parcel Rate Unit Demand Rate Unit Demand Rate Unit Demand Weekday PM w/ No Event Weekday PM w/ Major Event Weekend w/ Major Events 1 Farm 2 Large Office 2,000 ksf 0.5 per ksf (excess of 3ksf) per ksf (excess of per ksf Assume DC zoning min. w/ transit reduction Large Office 557 ksf 0.5 per ksf (excess of 3ksf) per ksf (excess of per ksf Assume DC zoning min. w/ transit reduction 3 Gateway DC Assume DC zoning min. w/ transit reduction Retail 13 ksf 1.33 per ksf (excess of 3ksf) per ksf (excess of per ksf (excess of 3ksf) Assume DC zoning min. w/ transit reduction 4 Small Office 62 ksf 0.5 per ksf (excess of 3ksf) per ksf (excess of per ksf Assume DC zoning min. w/ transit reduction Small Office 140 ksf 0.5 per ksf (excess of 3ksf) per ksf (excess of per ksf Assume DC zoning min. w/ transit reduction Proposed Parking Demand Institutional 223 ksf 0.25 per ksf per ksf per school pop Assume average of DC zoning min. w/ transit red and ITE Hotel 221 ksf 0.5 per ksf (excess of 3ksf) per ksf (excess of per room Assume average of DC zoning rates Residential MF 204 ksf (1k=1du) 1 per du per du per du All residential assume DC zoning min. Large Office 448 ksf 0.5 per ksf (excess of 3ksf) per ksf (excess of per ksf Assume DC zoning min. w/ transit reduction Residential TH 274 ksf (1k=1du) 1 per du per du per du R.I.S.E Center (Lot C) Assume DC zoning min. w/ transit reduction Retail 69 ksf 1.33 per ksf (excess of 3ksf) per ksf (excess of per ksf (excess of 3ksf) Assume DC zoning min. w/ transit reduction 8 Civic/Art 39 ksf 1 per ksf (excess of 3ksf) per ksf (excess of per ksf GFA Assume average of DC zoning min. w/ transit red and ITE 9 Land Use Qnty. Unit DC Zoning minimum DC Zoning w/ 50% reduction for transit accessibility ITE Parking Gen Manual w/ reductions & info from Events DC Institutional 34 ksf 0.25 per ksf per ksf per school pop Assume average of DC zoning min. w/ transit red and ITE Entertainment 62.5 ksf 2 per ksf per ksf 63 n.a n.a See "EventsDCParking" page for adjusted parking demand; 25 employee spaces during non event and 635 spaces during events 10 Residential TH 35 du 1 per du per du per du All residential assume DC zoning min. Residential MF 252 du 1 per 3 du per 3 du per 3 du All residential assume DC zoning min. 11 Civic/Art 14 ksf 1 per ksf (excess of 3ksf) per ksf (excess of per ksf GFA Assume average of DC zoning min. w/ transit red and ITE 12 Entertainment 62.5 ksf 2 per ksf per ksf 63 n.a n.a See "EventsDCParking" page for adjusted parking demand; 25 employee spaces during non event and 635 spaces during events 13 Residential MF 380 ksf (1k=1du) 1 per 3 du per 3 du per 3 du All residential assume DC zoning min. 14 Residential TH 85 du 1 per du per du per du All residential assume DC zoning min. Residential MF 384 ksf (1k=1du) 1 per 3 du per 3 du per 3 du All residential assume DC zoning min. 15 Retail 56 ksf 1.33 per ksf (excess of 3ksf) per ksf (excess of per ksf (excess of 3ksf) Assume DC zoning min. w/ transit reduction Large Office 304 ksf 0.5 per ksf (excess of 3ksf) per ksf (excess of per ksf Assume DC zoning min. w/ transit reduction Residential MF Retail 7 ksf (1k=1du) 30 ksf 1 per du 1.33 per ksf (excess of 3ksf) per du 0.67 per ksf (excess of per du 2.03 per ksf (excess of 3ksf) All residential assume DC zoning min. 18 Assume DC zoning min. w/ transit reduction Hotel Large Office 131 ksf 171 ksf 0.5 per ksf (excess of 3ksf) 0.5 per ksf (excess of 3ksf) per ksf (excess of 0.25 per ksf (excess of per room 1.1 per ksf Assume average of DC zoning rates 0 Assume DC zoning min. w/ transit reduction 3,522 1,769 8,164 2,489 3,213 3,100 Long Term Parking Projections Assumptions / Notes

108 APPENDIX D STAGE 1 OF PHASE 1 (SHORT TERM) AND STAGE 2 (LONG TERM) ON-STREET PARKING MAPS Stage 1 & Phase 1 Short-Term Available Lots and Projected On-Street and Inside-Development Parking

109 APPENDIX D Stage 1 & Stage 2 Long-Term Available Lots and Projected On-Street & Inside-Development Parking

110 APPENDIX E MEETINGS ATTENDANCE RECORDS AND NOTES STAKEHOLDER MEETING DATES 1. PROJECT KICK-OFF MEETING: MAY 23, STAKEHOLDER UPDATE AND PRESENTATION: JULY 28, STAKEHOLDER UPDATE: AUGUST 26, TRAFFIC AND PARKING FEEDBACK a. STAKEHOLDER AND COMMUNITY/PUBLIC INPUT

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112 APPENDIX E PROJECT KICK-OFF MEETING: MAY 23, 2016

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114 MEETING AGENDA ST. ELIZABETHS EAST CAMPUS PARKING MASTER PLAN STUDY PROJECT STAKEHOLDERS KICK-OFF MEETING DATE: May 23, 2016 LOCATION: The Wilson Building Pennsylvania Ave NW, Washington, DC TIME: 2:00 PM CALL-IN NUMBER: Participant Passcode: # ATTENDEES: DMPED Martine Combal Jennifer Prats Darnetta Tyus James Parks Sarosh Olpadwala Brailsford & Dunlavey William Mykins Michael Quadrino INTRODUCTIONS CH2M Richard Staudinger Gustavo Ceballos Giri Kilim Shankar Natarajan Tung Le Denisa Cazacu Kathleen Linehan Nicole White (Symmetra) Audrey Huggins DGS Vanassa Simmons DDOT Jamie Henson Anna Chamberlain Events DC William Leibner Erik Moses Adelle Bland Shiron Pratt Ricardo Durham ADC Cole Harper Office of Planning Evelyn Kasongo Redbrick Louis Dubin Stephan Rodiger Olivia Perl SAFETY MOMENT: Holiday events and celebrations can be exciting times for family and friends to get together. But, get-togethers with family and friends can turn into tragedy when motorists aren t mindful of roadway safety. Make sure your vehicle is tuned up and in good shape for travel. Use seat belts and child safety seats. Leave early if you can to avoid peak hour traffic. Take plenty of breaks and do not push yourself. Keep your speed down. If there will be drinking at your holiday gettogether, choose a designated driver who will remain alcohol free. Driving requires your full attention. Pull off the road if you have to use your cellular phone. MEETING TOPICS 1. Objective of the Parking Master Plan Study 2. Stakeholder Involvement during the Study 3. Project Presentation a. Scope of study and study area b. Interim and long term focus c. General Methodology d. Stakeholder Roles and Involvement e. Milestone Schedule f. Coordination with other development at East Campus 4. Meeting Summary review of Milestone Schedule 5. Questions and Answers

115 Page 1 of 2

116 Anna Chamberlain - DDOT Attendance via phone Page 2 of 2

117 MEETING SUMMARY ST. ELIZABETHS EAST CAMPUS PARKING MASTER PLAN STUDY PROJECT STAKEHOLDERS KICK-OFF MEETING Date: May 23, 2016 Time: 2:00 PM Location: The Wilson Building Pennsylvania Ave NW, Washington, DC DMPED Martin Combal Jennifer Prats Darnetta Tyus James Parks Andre Swann EVENTS DC Jennifer Iwu Attendees (Yellow Highlight Denotes Participation by Phone) CH2M Richard Staudinger Gustavo Ceballos Giri Kilim Shankar Natarajan Denisa Cazacu Bob Kuhns Nicole White (Symmetra Design) Audrey Huggins REDBRICK Louis Dubin Stephan Rodiger Olivia Perl DGS Vanassa Simmons DDOT Anna Chamberlain DCOP Evelyn Kasongo Meeting Topics ADC Cole Harper BRAILSFORD & DUNLAVEY William Mykins Michael Quadrino GRAGG CARDONA Juan Cardona 1 Objective of the Parking Master Plan Study 2 Stakeholder Involvement during the Study 3 Project Presentation a. Scope of Study and Study Area b. Interim and Long Term Focus c. General Methodology d. Stakeholder Roles and Involvement e. Milestone Schedule f. Coordination with Other Development at East Campus 4 Meeting Summary Review of Milestone Schedule 5 Questions and Answers 1

118 MEETING SUMMARY Meeting Discussion The meeting began with introductions, followed a Safety Moment given by Richard Staudinger of CH2M. Richard Staudinger, CH2M Project Manager, explained that the purpose of the meeting was for Stakeholder feedback on the Parking Study s proposed schedule and methodology. The presentation and the opening of discussions began with Gustavo Ceballos, CH2M, providing the details of the study components; with the phase 1 development and the new arena as the main elements for providing solutions. Presentation Discussions: The Alt-2 plan shown in the PowerPoint presentation was not the latest. Martine Combal of EOM to provide the latest master plan that includes proposed parking to meet the zoning requirements. Previously, DDOT used 1.2 million s.f. for zoning submission; DMPED proposed the full build-out to be at 1.5 million s.f. (long-term). Besides the short-term and long-term, there could be interim conditions also, due to the changes to Parcel 17. o o o o o ESA did not have a parking agreement. Need to have a parking plan when it opens. It was noted that economics would not allow DMPED to develop sub-terrain parking underneath the building on Parcel 17. On the contrary, District could develop the sub-terrain parking and use it for other purposes too. Short-term year to be determined. The date of opening for the connection between 13 th Street with Alabama Avenue could help with short-term analysis year determination. East Campus is proposed to have about 1,400 parking spaces depending on the land uses. Data Collection o Exclude Barry Farm area from the parking related data collection. o o o This project could evolve into a parking plan that can address issues related to community impacts. Hence, evaluation of RPP and other types of parking is critical. Parking cap on the campus 4,800. To be verified. Inventory and occupancy time periods of data collection 8pm for weeknights 2pm for weekdays One Saturday will be included as part of data collection During events on the campus Currently, Hospital is using a parking lot that they are not supposed to use. EOM advised to include Hospital use in the data collection program. Check on WMATA Kiss and Ride lot near Congress Heights metro station 2

119 MEETING SUMMARY Workshop o James Parks manages RISE calendar and can provide a list of dates that could work. Project Milestones o DMPED requesting community outreach to update the community about the onset of this project; keep them posted about surveyors walking, taking pictures, collecting data in their neighborhoods; suggest coordination with ANC. o o For Arena, pre-development meetings with Anna Chamberlain of DDOT on what material is needed should happen. (Not relevant to this project). Review time for stakeholders should be agreed to meet the schedule. Share a list of stakeholders with primary and secondary contact to be circulated along with the milestone and Gantt chart to show overall schedule/dependencies. Community benefits agreement in process and may help to coordinate with those efforts while the analysis being done. 3

120 APPENDIX E STAKEHOLDER UPDATE AND PRESENTATION: JULY 28, 2016

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122 MEETING AGENDA ST. ELIZABETHS EAST CAMPUS PARKING MASTER PLAN STUDY PROJECT STAKEHOLDERS MEETING DATE: July 28, 2016 LOCATION: CH2M Office New York Ave NW 4000 East, Washington, DC TIME: 11:00 AM 12:30 PM CALL-IN NUMBER: Participant Passcode: # ATTENDEES: DMPED Martine Combal Jennifer Prats Darnetta Tyus James Parks Sarosh Olpadwala DDOT Jamie Henson Anna Chamberlain INTRODUCTIONS CH2M Richard Staudinger Gustavo Ceballos Giri Kilim Tung Le Kathleen Linehan Nicole White (Symmetra) Audrey Huggins DGS Vanassa Simmons Events DC William Leibner Erik Moses Adelle Bland Shiron Pratt Ricardo Durham Brailsford & Dunlavey William Mykins Michael Quadrino ADC Cole Harper Office of Planning Evelyn Kasongo Redbrick Louis Dubin Stephan Rodiger Olivia Perl Gragg Cardona Juan Cardona SAFETY MOMENT Basic First Aid Is a Valuable Asset - First aid is a skill everyone can and should develop to the extent to be able to help out in case of an emergency. This does not mean everyone must become a certified industrial first aid person, but basic knowledge of first aid can be of great value if someone becomes injured or ill. By learning first aid, you help make your workplace safer, you improve your ability to save a life and you can prevent a slight injury from becoming serious. Four basic first aid guidelines to remember if you are ever in the situation to help at the scene of an accident: 1. Call for qualified help. 2. If the person has stopped breathing or heart has stopped beating, apply the appropriate rescue breathing or CPR techniques. 3. If head, neck or back injury is suspected, do not move them. Movement can cause permanent damage to the brain or spinal cord resulting in permanent injury such as paralysis or possibly death. 4. For shock, keep the victim calm, lying down and warm. MEETING TOPICS 1. Introductions 2. Recap from last meeting 3. Project status 4. Summary of existing parking conditions and outcomes from data collection 5. Review of methodology and assumptions for Short Term and Long Term analysis 6. Additional data needs 7. Next Steps 8. Review of Milestone Schedule 9. Questions and Answers

123 SIGN IN SHEET JULY 28, :00 A.M. ST. ELIZABETHS EAST CAMPUS PARKING MASTER PLAN STUDY PROJECT STAKEHOLDERS MEETING/ PRESENTATION 2 r c ;Jh ( fa<-. W G- L DC ' I 1 : {l ; - '( t.1 ;;-o (l < { c JA 13. C, I "I k.j LJ /v James Henson - DDOT Attended via phone Ricardo Durham-Events DC Attended via phone Jennifer Prats - DMPED Attended via phone Jerry Attia - Rossetti Attended via phone Stephan Rodiger - Redbrick Attended via phone

124 MEETING SUMMARY ST. ELIZABETHS EAST CAMPUS PARKING MASTER PLAN STUDY STAKEHOLDERS UPDATE PRESENTATION / MEETING Date: July 28, 2016 Time: 11:00 AM 12:30 PM Location: CH2M Office New York Ave NW 4000 East, Washington, DC CH2M Richard Staudinger Gustavo Ceballos Giri Kilim Audrey Huggins Nicole White, Symmetra DMPED Martin Combal Jennifer Prats ATTENDEES (Yellow Highlight Denotes Participation by Phone) ADC Cole Harper BRAILSFORD & DUNLAVEY Michael Quadrino DGS Vanassa Simmons DDOT James Henson MEETING TOPICS DCOP Evelyn Kasongo EVENTS DC Jennifer Iwu William Leibner Ricardo Durham GRAGG CARDONA Juan Cardona REDBRICK Louis Dubin Stephan Rodiger ROSSETTI Jerry Attia 1 Project Presentation a. Introductions b. Recap from Last Meeting c. Project Status d. Summary of Existing Parking Conditions and Outcomes from Data Collection e. Review of Methodology and Assumptions for Short Term and Long Term Analysis f. Additional Data Needs g. Next Steps h. Review of Milestone Schedule 2 Questions and Answers MEETING DISCUSSION The meeting began with introductions, followed by a Safety Moment given by Richard Staudinger of CH2M. Gustavo Ceballos, CH2M and Nicole White, Symmetra Design, presented the information to the Stakeholders and explained that the purpose of the meeting was to provide the Stakeholders on the status of the project and the opportunity to review the data collected and the results of the analyses made. Presentation Discussions: Gateway parking requirements. Future parking requirements for the Rise Center needed. Confirm there is a zoning parking requirement for adaptive reuse buildings. Provide location and number of on-street parking spaces on the campus. Type of retail proposed for parcels 3, 7, 16 and 17 confirmed. Confirm all institutional land use proposed on parcels 5 and 9 will consist of a community college and provide a preliminary college enrollment cap. Confirm whether or not the Live-Work units will also have a future parking requirement. Additional information required from DDOT regarding parking case studies applicable for this development. CH2M to schedule follow up meeting with Redbrick to discuss the development program. 1

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126 APPENDIX E STAKEHOLDER UPDATE: AUGUST 26, 2016

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128 MEETING AGENDA ST. ELIZABETHS EAST CAMPUS PARKING MASTER PLAN STUDY PROJECT STAKEHOLDERS MEETING DATE: August 26, 2016 TIME: 11:00 AM 12:00 PM LOCATION: Walter E. Washington Convention Center Mt Vernon Pl NW, Washington, DC Jarvis Board Room CALL-IN NUMBER: Participant Passcode: # ATTENDEES: DMPED Martine Combal Jennifer Prats Darnetta Tyus James Parks DDOT Jamie Henson Anna Chamberlain CH2M Richard Staudinger Gustavo Ceballos Giri Kilim Tung Le DGS Vanassa Simmons Jeff Bonvechio Solomon Ikotun Events DC William Leibner Erik Moses Ricardo Durham Jennifer Iwu Brailsford & Dunlavey William Mykins Michael Quadrino ADC Cole Harper Office of Planning Evelyn Kasongo Maxine Brown-Roberts Redbrick Louis Dubin Stephan Rodiger Olivia Perl Gragg Cardona Juan Cardona INTRODUCTIONS SAFETY MOMENT Identity Theft Prevention: Identity theft is a crime where a criminal assumes someone else's identity for profit. It is becoming increasingly common in developed countries, especially the U.S. There is a multitude of ways your identity can be stolen. A few are listed below: Bank Statements Discarded Credit Card & ATM Receipts Falsely Obtained Credit Reports Pre-approved Credit Card Applications Stolen Mail Theft of a Wallet or Purse Internet Websites Tips to Protect Yourself from Identity Theft: Shred sensitive documents with a personal shredder. Closely review all credit card statements each month to detect unusual activity or unauthorized charges. Destroy pre-approved credit card solicitations. Be very cautious about sending personal identifying information over the Internet. MEETING TOPICS 1. Introduction 2. Safety Moment 3. Recap of July 28thStakeholder Meeting a) Land Use Map Agreed Upon b) Defined Existing Parking Conditions 4. Parking Demand Estimate/Projections a) Disconnect Between Industry Standards and DC Zoning Code b) Confirm Short Term and Long Term Values 5. Solutions and Options In Process 6. Next Steps a) Additional Data Collection on September 24th-Major Saturday Event 7. Review of Milestone Schedule a) Public Meeting Mid-September

129 Richard Staudinger CH2M Tung Le - CH2M Attendance by phone Jennifer Prats - DMPED Attendance by phone Jamie Henson - DDOT Attendance by phone Evelyn Kasongo - OP Attendance by phone Stephen Rodiger - Redbrick Attendance by phone