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Draft 7/27/2018 13 r' <br /> occurring earlier than the 2:30 to 3:30 Boeing PM Peak Hour determined in 1991. Once <br /> again,this cannot be confirmed until the first results have been tabulated for the <br /> permanent counting system. <br /> If the results of the permanent driveway counting system are consistent with Boeing's <br /> preliminary review(Attachment 1)they would be consistent with findings of a 2012 <br /> review of traffic volumes and capacities at 19 screenline locations in the SW <br /> Everett/Paine Field Subarea.This review found lower PM peak hour volumes than <br /> forecast in 1996(see summary in the next section in this report). <br /> Accordingly,Boeing may be able to expand employment at its Paine Field facilities <br /> without exceeding the 12,315 trip baseline,provided that the Boeing PM Peak Hour does <br /> not shift later than 2:30 to 3:30 PM. If we assume that Boeing is currently at its 2001 <br /> approved maximum employment level of 35,000 and based on the preliminary Boeing <br /> data of 9,570 Boeing peak trips,the Boeing facilities could potentially add over 9,400 <br /> employees if the City monitoring system is consistent with the preliminary Boeing counts <br /> and within the SW Paine Field FEIS monitoring levelsl. <br /> 1996 Planned Action Traffic Volumes and Capacities Review <br /> In 1996, the City of Everett completed a Planned Action for the SW Everett/Paine Field <br /> Subarea. The transportation analysis used in the environmental documents (EIS)for this <br /> Planned Action demonstrated that by 2030 the subarea,with certain transportation <br /> improvements, could accommodate increased traffic volumes associated with Subarea <br /> employment level growth to 83,000 employees. <br /> The transportation methodology was based on a subarea cordon with 19 screenline <br /> locations.Three alternative levels of employment growth were used to forecast daily trip <br /> volumes and impacts for 2015 and 2030.The daily volumes at screenline locations were <br /> converted to peak hour,peak direction volumes using standard traffic engineering <br /> assumptions.These peak hour,peak direction volumes were compared to the roadway <br /> capacities at each of the screenlines to compute volume to capacity ratios (V/C). <br /> The volumes and capacities for the 19 screenline locations were aggregated to compute <br /> an overall cordon PM peak hour V/C ratio.The approved EIS transportation analysis <br /> forecast that the overall cordon V/C ratio would be 1.0 in 2030 with the recommended <br /> high growth alternative of 83,000 employees and with the construction of a set of <br /> capacity improvements(paid for with a combination of mitigation fees,grants and city <br /> funds)to the road system. <br /> In 2012 a review of the current capacities and traffic volumes at the 19 screenline <br /> locations in the cordon was conducted. The analysis found that current daily volumes for <br /> 11f 33,500 employees generate 9,570 peak hour trips,the rate is about 0.29 trips per employee during the <br /> Boeing PM Peak Hour.Potentially Boeing could add another 2,745 peak hour trips before reaching the <br /> baseline of 12,315.At 0.29 trips per employee,it would take another 9,466 employees to reach the 12,315 <br /> total. <br /> c:\users\campk\documents\opened_from outlook\attachment c(methodology).doc <br /> 109 <br />