Microsoft President Brad Smith’s
recently announced their Redmond
campus expansion plans to accommodate 8,000 more than the current 47,000
employees are “good for our employees, good for the Puget Sound community, and
makes good sense for our shareholders”. However, its “doubtful” many east side residents who
attempt to commute along West Lake Sammamish Blvd, 156th, 148th,
or 140th during several hours each morning and afternoon welcome the
prospect of likely adding 8000 vehicles to those of the 47,000 employees who
currently work there. Presumably Microsoft congestion also affects
other roadways in the area.
Microsoft should be encouraged
(required?) to limit the size of its new underground parking to 20,000 stalls. They should greatly expand their current
Connector Service to accommodate the remaining employees. They’re all going to the same
destination so it’s just a question of providing access to transit from where
they live and when they need to commute.
Those living within walking distance of one or two potential bus stops
could commute by Connector bus.
Connector buses could also provide transit from Microsoft funded P&R
lots near where employees live.
(Its likely less expensive creating parking there than on campus)
In some areas Microsoft, rather
than constructing a P&R, could provide transit via driverless vans. A single trip by 500 12-passenger
van would eliminate 5500 vehicles and over 16,000 if each van could make three
trips during the morning and afternoon commutes. Microsoft could adjust employee work schedules to facilitate
the different route times.
Again eliminating the driver would reduce the cost and each van could
provide Wi-Fi access to allow
employees to make use of commute time.
Microsoft employees would benefit
from avoiding the costs of driving, Microsoft would benefit by reduced costs
for parking and employee use of Wi-Fi during commute, and east side residents
using local roads and others using major roads would benefit from reduced
congestion.
Microsoft should be encouraged to
do so.
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