2001 Accomplishments (Metropolitan Report, v3 #1)
Spring 2002
Working to Protect and Improve the Quality of Life of Our Region's Citizens: 2001 Accomplishments
In early 2001, the Federal Highway Administration and Federal Transit Administration jointly reviewed and evaluated the transportation planning process for the Baltimore region. The review focused on whether the process meets federal requirements established in support of the metropolitan transportation planning process. The federal agencies jointly certified that the Baltimore region's transportation planning process meets all the requirements of TEA-21 and the 1993 federal metropolitan planning regulations. The findings noted improvement in public involvement, but called for more active measures to increase public participation. The federal agencies also recommended that transit planning, funding and service issues should be included in regional transportation decision-making. A copy of the Baltimore TMA Certification Review is available on the BMC web site.
back to topAfter more than a year of intensive work and extensive public involvement, the Baltimore Regional Transportation Board (BRTB) unanimously approved the 2001 BRTP at its October, 2001, meeting. The 2001 BRTP will serve as a guide for the expenditure of federal and state funds through 2025. Of the $21 billion estimated to be available for transportation spending through 2025, 74 percent, or $15.8 billion, is set aside for operations and system preservation.
Highway projects are located primarily in Priority Funding Areas to promote Smart Growth. Proposed light rail lines link downtown with Security and White Marsh. Transit improvements, commuter assistance programs and enhanced pedestrian and bicycle facilities are designed to reduce dependence on the automobile.
The BRTB also approved the 2002-2006 Transportation Improvement Program (TIP) and Conformity Determination for air quality at its October, 2001, meeting.
back to topThe first-ever plan to make the region safer and friendlier for cyclists, and walkers was approved by the BRTB in October, 2001. Among the recommended strategies are: developing a network of bike and pedestrian facilities and trails; protecting greenways; promoting bicycle and pedestrian safety; and eliminating hazards near schools.
back to topA study of the locations of employment centers and potential workers found that major suburban employment centers in the Baltimore region are not well-served by transit, making access to jobs difficult without an automobile. The plan recommends improving transit from Baltimore City and smaller urban areas to suburban employment centers, as well as between suburban centers; shortening trip times through express service, more frequent service and more convenient transfer points; increasing weekend, late night and overnight service to accommodate shift workers; and promoting commuter programs such as transit passes and rideshare.
back to topDuring three days in May, 2001, BMC employees surveyed the public parking facilities at BWI Airport to identify the origins of the vehicles using the facilities. Although Marylanders make up the majority of the airport's customers, 38 percent of vehicles using the facilities originated from Delaware, Pennsylvania, Virginia, West Virginia or the District of Columbia. The Washington region accounted for 43 percent of the vehicles surveyed, compared with 34 percent from the Baltimore region.
The Maryland Aviation Administration uses this information to keep abreast of its customers' parking needs, and to target future marketing efforts. A similar study was conducted in 1999.
back to topBetween April 17 and May 17, 2001, BMC staff and volunteers from local jurisdictions placed postage-paid mail-in survey cards on the windshields of approximately 10,000 vehicles in 58 of the region's 105 park and ride lots. Drivers were asked how far they drove to the park and ride lot, how they were continuing their trip, the distance from the lot to their destination, and what they would do to improve park and ride services. The overall response rate was greater than 12 percent, which is considered exceptional for this type of study.
The data collected is being analyzed to determine the emission-reduction potential of park and ride facilities, provide documentation on the level of use of the lots surveyed and gather recommendations to meet future park and ride needs. The report should be completed in mid-2002. The results will be used in future air quality conformity analysis and in developing future long-range transportation plans.
back to topIn order to craft a long-range transportation plan that will serve the Baltimore region through the first quarter of the 21st century, the BMC Board and BRTB felt that is was imperative to develop a greater understanding of the complex demographic, economic, environmental and physical factors that are expected to shape future mobility and growth in the metropolitan area. Vision 2030 was commissioned to involve the public in building consensus and a shared vision for the quality of life we wish to create for ourselves and our children.
Vision 2030 has two major goals:
- To establish a framework for crafting a future transportation system that will enhance the region's ability to achieve its full potential.
- To develop complementary strategic initiatives to enhance livability, productivity and economic competitiveness in the region.
On May 15, more than 300 local officials and business and community leaders gathered at the Warehouse at Camden Yards to celebrate the kick-off of Vision 2030. Anthony Downs, Senior Fellow at the Brookings Institution, provided thought-provoking keynote remarks. The region's elected executives in attendance endorsed the Vision 2030 process and called for broad participation.
ACP Visioning and Planning was selected to be the consultant to guide the visioning process. One of the consultant's first tasks was to interview stakeholders in the region, and conduct focus groups representing urban, suburban and rural residents of our region.
Although members of the focus groups had different ideas about what comprises the Baltimore region, all three groups agreed that revitalizing the urban core is crucial. Furthermore, all groups voiced a sense of shared responsibility for urban revitalization.
Stakeholders who were interviewed included business and community leaders and government officials. Among the region's strengths, stakeholders mentioned:
- close-knit neighborhoods with affordable housing
- cultural and recreational opportunities
- the East Coast location with easy access to major highways, BWI Airport and Amtrak
- a strong philanthropic community
- the presence of major colleges and universities
- Environmental preservation efforts
- the excellence of the public drinking water.
Weaknesses include:
- the concentration of poverty in Baltimore City and older suburban neighborhoods
- poor public transportation access to jobs
- crime and drugs
- air pollution
- lack of coordination between transportation planning and land use planning
- the lack of an effective regional economic plan and identity.
On October 3, more than 90 citizens attended a half-day workshop in Timonium to think about where future growth in the region could occur. Ninety-four percent of attendees indicated that they would like to see future growth concentrated in Maryland's locally identified priority funding areas. Of those, 24 percent preferred future growth to be focused in Baltimore City.
Subcommittees on economic development, the environment, social equity and government and public policy began a series of monthly meetings in November. Each subcommittee reviewed the strengths and weaknesses lists, and was charged with developing principles and values that should be addressed in developing a regional vision.
An Oversight Committee, chaired by Don Fry, Vice President of the Greater Baltimore Committee, began meeting monthly in the fall to review the work of various committees and overall progress of Vision 2030.
A series of 17 public meetings is planned for the spring of 2002, followed by a telephone survey and another workshop before a final report is issued late in the year.
Committee reports and other information about Vision 2030 may be found at www.baltometro.org.
back to topBMC's MetroResearch Division analyzes census and economic data for the Baltimore region and develops products that are useful to planners and developers, government agencies, the business community and others interested in facts and figures about the metropolitan area.
Data from the 2000 census indicates that the Baltimore region's population is growing larger, more diverse and more dispersed. Although the region's population increased by only seven percent overall since 1990, most of the growth occurred in the suburban jurisdictions. Howard County recorded a 32 percent jump in population. At the other end of the spectrum, Baltimore County's population grew by a more modest nine percent. Baltimore City lost about 11 percent of its population, less than had been expected. Census 2000 data and maps are available at www.baltometro.org.
MetroResearch also maintains the region's Building Permit Data System, and issues monthly Metropolitan Construction Activity Reports. Plans began in 2001 to make building permit data accessible by subscription via the BMC web site.
The 2001 edition of Regional Economic Indicators contains valuable information on population and housing, health and education, employment and income, the environment, business conditions, government finance and transportation in the Baltimore region. This publication, which is widely used by market researchers, financial institutions, developers and government officials, is available through BMC's Regional Information Center.
back to topMetroResearch provided mapping and research products to the Greater Baltimore Alliance and other clients seeking to relocate businesses to the Baltimore region. BMC also assisted the Washington-Baltimore 2010 Olympics Committee in preparing its application to the United States Olympic Committee.
back to topIn 2001, the Baltimore City, Baltimore County and Carroll County school systems all contracted with BMC's MetroResearch Division to geocode student addresses and update school attendance areas. In Carroll County, BMC also provided mapping and analysis for school redistricting efforts.
BMC also developed FindSchool, software which enables the user to enter a home address and be matched with the appropriate school. Carroll County Public Schools is using FindSchool in its office, while Anne Arundel County adopted a web-based version of FindSchool which can be used by parents and the general public.
back to topThrough CrimeSmart, a project funded by a Byrne Grant from the Governor's Office of Crime Control and Prevention, BMC provided six law enforcement agencies with high-tech tools to fight crime. Each participating agency received customized crime mapping and analysis software, a computer and printer, installation, training, technical support and a local computerized base-map. The SLAM, or Street-Level Activity Mapping, software that was provided to participating law enforcement agencies was developed by BMC in cooperation with the Baltimore County Police Department.
Representatives of the Howard County, Laurel and Westminster Police Departments and the Bel Air Barracks of the Maryland State Police, who provide law enforcement in Harford County, received training at a Howard County Police Department facility in June of 2001. Members of the Wicomico County Sheriff's Office and Salisbury Barracks of the Maryland State Police were trained in Salisbury in July. Training included both the use of crime mapping and crime analysis.
BMC continues to support the Regional Crime Analysis System (RCAS) and federal High Impact Drug Trafficking Area (HIDTA) project. In addition, BMC maintains the regional base-map, and provides ongoing support to Baltimore County's 911 center and BGE's Outage Management System.
back to topOn the second Sunday in June, BMC staff joined volunteers from the Patapsco-Back River Tributary Team and other organizations for the third annual Secchi Dip-In. Participants dipped an 8-inch black and white Secchi disk into the water at a number of key locations about the Inner Harbor and the Patapsco and Back River watersheds. The depth at which the disk disappeared provided a measure of the clarity and quality of the water. Preliminary readings indicated that the water was cleaner in 2001 than in 2000. The Chesapeake Bay Trust provided financial support for this activity.
More than three-quarters of our region's residents get their drinking water from the three reservoirs owned and operated by the Baltimore City Municipal Water System. Maintaining the historically high quality of public drinking water is high on the list of regional priorities.
back to topTo draw attention to the impact of vehicle emissions on air quality, once again BMC joined with the Maryland Department of Transportation, Maryland State Highway Administration, Maryland Transit Administration and Maryland Department of the Environment to sponsor Bike to Work Day and Clean Commute Week in 2001. Cyclists met at the Inner Harbor's Hard Rock Café on Friday, May 11, for coffee, bagels and good company on their way to work, proving to themselves and others that going to the office doesn't have to mean driving alone. During Clean Commute Week, May 21-25, participants tried an alternative commute on at least one day. Alternative commutes could include any means of getting to work besides driving alone-for example, taking transit, carpooling or teleworking. BMC also supported Clean Commute Week with a three-week campaign on WJZ-TV.
back to topIn 2001 BMC administered the rideshare programs for Baltimore and Carroll counties. Information about an applicant's trip origin, destination and work schedule is entered into a computerized database for matching. Applicants are then given contact information for potential matches, and make their own rideshare arrangements.
To encourage carpooling and ridesharing, BMC's rideshare coordinator provided information about free rideshare matching services at workplaces, community festivals and shopping malls. In addition, Rideshare ran advertising on local radio stations and conducted direct mail campaigns in the spring and fall.
Rideshare also launched its own web site in 2001, at www.metrorideshare.com. The web site features a clickable, comprehensive map of park and ride facilities in the Baltimore region, and provides links to other commuting resources.
back to topSince 1995, BMC has promoted voluntary actions to reduce ozone-producing emissions. In 1997 BMC and the Metropolitan Washington Council of Governments chartered ENDZONE Partners, now known as Clean Air Partners, to develop and support an outreach program to achieve cleaner air.
BMC continues to provide staff support to Clean Air Partners. The Clean Air Outreach Coordinator worked closely with the Maryland Department of the Environment to administer the Ozone Action Days program in the Baltimore area. In addition, BMC was charged with merging separate databases of members and program participants maintained by ENDZONE Partners, the Council of Governments and BMC into a single database. BMC now has primary responsibility for maintaining the master database.
back to topThe Baltimore Regional Cooperative Purchasing Committee (BRCPC) seeks to stretch taxpayers' dollars by developing joint specifications for items ranging from light bulbs to vehicle tires. Savings are realized by purchasing in quantity, and by sharing the staff work involved in administering the bid process.
In 2001 the BRCPC again solicited bids for the purchase of electricity. Contracts totaling nearly $21 million were awarded to Washington Gas Energy Services and Pepco Energy Services to provide electricity to a consortium of 19 local government agencies, community colleges and local school systems in the Baltimore region. The participants are projected to save approximately $1 million over the course of the 12-month contract, compared with the default rate. Smaller entities, such as schools and community colleges, realized substantial cost savings by being part of the purchase pool with larger consumers, such as Baltimore City.
As in 2000, Baltimore City volunteered to serve as the lead agency for the procurement process. BMC worked with BRCPC members to provide consultant services to help prepare and evaluate the bid.
The BRCPC also has a Public Schools subcommittee, which established contracts for discounted instructional materials. A new Police subcommittee drafted specifications for the cooperative purchase of ammunition.
back to topThe Regional Information Center (RIC) is a branch of the Enoch Pratt Free Library located in BMC's offices. In 2001 the RIC responded to more than 2,100 requests for information and research assistance by BMC staff, government agencies, businesses, students, private citizens and the media. In addition, the RIC handled sales of BMC publications totaling nearly $7,000.
The RIC also coordinated the complete redesign and overhaul of BMC's web site, and kept the web site updated with meeting schedules, reports and other information.
back to topPosted: April 5, 2002
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Last Updated on Tuesday, 10 January 2006 06:29