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Community Transit — Merrill Creek Facility Renovation — Transportation Analysis heffron transportation inc MCOB employees support operations throughout CT service area. Most of them arrive at the site in POVs, exchange them for CT fleet vehicles, and then leave the Base to perform off -site duties. Maintenance staff generally work in three shift groups with about 50% on typical day -shift hours, 30% on swing shift, 20% on night and fuel -and -wash shift. As is common at transit bases, some daily trips consist of employee mid -day or mid -shift trips as well as typical deliveries and pick-ups (supplies, fuel, inventory, mail, garbage, recycling, etc.) and visitor trips (meetings, vanpool exchanges, etc.). It is noted that, due to the ongoing COVID-19 pandemic, transit service and operations staffing are between 85% and 88% of pre -pandemic levels. However, CT has directed that the current reduced -level of operations be assumed as the baseline to evaluate the impact of the planned future growth. In addition to trips generated at the MCOB, CT administration staff housed in the administration building work more traditional weekday schedules, arriving in the morning and leaving in the evening. However, as mentioned previously, due to the ongoing COVID-19 pandemic conditions, most of the 117 employees assigned to the administration and modular buildings were working from home at the time of the site access driveway counts. Peak hour trip generation for the existing MCOB facility was detennined from the video turning movement counts performed at the three site access driveways on Hardeson Road. PM Peak hour trip generation estimates for the Administration Building element were derived from the Institute of Transportation's Trip Generation Manual.5 The equation published for General Office Building (Land Use 710) and based on number of employees was applied. Then, the observed MCOB trips were combined with the office trip estimates to reflect a combined PM peak hour site trip generation estimate of normalized conditions. Table 2 shows the resulting PM peak hour trip generation for the entire Merrill Creek site. Table 2. Trip Generation — CT Merrill Creek Facility (MCOB & Administration Building) Site Element Employment' Number of Trips Trip Rates (trips 1 employee) In Out Total % In % Out Rate or Equation MCOB Admin. & Modular Buildings 576 employees 117 employees 17 11 28 42 59 44 55 86 114 29% 20% 25% 71 % 0.1022 80% T = 0.27 X + 23.57 3 75% 0.1654 Combined Site 693 employees Source: Number of trips is based on turning movement counts performed at the Base on Wednesday, March 6, 2019, 1. Total employees at the time of counts, CT Staffing details, October 2020. 2. Trip generation rate derived based on driveway counts and number of MCOB employees. 3. Trip generation equation and in/out percentages from ITE's Trip Generation Manual for General Office Building (Land Use 710), 10th Ed. 2017. T = number of PM peak hour trips and X = number of employees. 4. Derived PM peak hour trip generation rate based on total current employees for normalized conditions. As shown, with normalized conditions that add trips by staff working in the administration and modular buildings, the combined site would be expected to generate 114 PM peak hour trips —a rate of 0.165- trips-per-employee. This rate is nearly identical to the PM peak hour rate (0.163-trips-per-employee) derived for a similar Pierce Transit maintenance base and headquarters facility in University Place, Washington.G When confined to trips generated by the MCOB (excluding administration and modular 5 ITE, 10" Edition, September 2017. 6 Heffron Transportation, Inc., Pierce Transit — Maintenance & Operations Base Improvements Transportation Technical Report, August 13, 2019. December 9, 2020 1 10