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Uniting Diverse Stakeholders in Transit Hub Design
It was a warm spring evening in northwest Baltimore when Melvin V. Pierce agency officials, designers, and the project team assembled in Project Manager the mall’s community room to review renderings of the proposed Maryland Transit Administration Mondawmin Transit Center (MTC) improvements in advance of area representatives’ arrival. The lead architect was providing project stakeholders an update to the project’s design elements and their prospective enhancements to the adjacent surround- ings. Renderings of what would become a $3M capital investment to improve the MTC were unveiled following the recent redevelopment of the adjacent Mondawmin Mall. When stakeholders and interested citizens arrived to join this infor- mational gathering, there was a realization that something impressive was about to occur in the Greater Mondawmin communities. History of a Transit Center The transit center, which opened in 1983, is located in the City’s master plan known as the Greater Rosemont and Mondawmin (GRAMA) area. This includes communities surrounding the Greater Mondawmin neighborhoods, the Maryland Zoo, and the neighborhoods that are close to the West Baltimore Maryland Area Regional Commuter (MARC) train. The MTC was, and continues to be, the busiest transit hub in the Maryland Transit Administration (MTA) metro subway system. It transfers passengers between multiple bus routes to an east-west subway line that transports nearly 50,000 people on an average weekday. It is also a significant connection hub for commuting middle and high school students, with over 6,000 students using Mondaw- min as its gateway. During rush hour the hub receives in excess of 1,000 riders per hour. Its centralized location links two major transportation modes, and with its proximity to downtown, makes it an ideal gateway for the conveyance of patrons from northwest city/suburban areas to points throughout the city. The decades’ old transit hub had been showing signs of deterioration, which made the timing of the investment appropriate given its juxtaposition to the recently renovated shopping mall, its new anchor tenants, and the diverse array of commercial and residential stakeholders within the surrounding areas.
Before
The Execution of a Project The project manager created a scope management plan which helped identify what will and will not be included in the project. Funding for this initiative was derived in part from a $2M American Recovery and Reinvestment Act (ARRA) grant to underwrite two major undertakings within the MTC replacement of the bus loop, and transit station enhancements to include replacement of the station canopy, upgraded lighting, functionally attractive bus shelters, and improved finishes across the entire station’s façade. A combination of ARRA funding and supplemental matches produced a $3.2M investment with objectives to correct deficiencies, improve the station’s appearance, and bolster the transit ridership experience. From project inception, stakeholders formed and functioned as a lateral collaborative association of project professionals with distinct groupings to include in Figure. 1: Following a project management approach, each stake- holder... each stakeholders interest. Influence and engage- ment will varied from high to low in creating the stakeholder register and engagement plan (PMI, 2017). Critical paths were identified, namely, the implementation of design and construction as well as the proactive communication of progress through management levels to legislative and community stakeholders. In conjunction with departmental leaders, the architect, engi- neer, and operation teams identified the station deficiencies to improve and logistical challenges that were associated with positioning heavy equipment onto the site while provid- ing for patron safety and guiding them to an alternative bus stop during construction. To help this effort, a meeting and communication management plan was implemented to convey progress to multiple constituencies and interested parties.
Figure 1
Preliminary construction estimates and logistical operating plans were developed, and priorities were established. The cost management process included developing the budget for the project by using past project data to help determine the cost of priorities of this project. From these primary exercises, major station element replacements were deemed to be cost prohibitive. In place of a major demolition and rebuild, priorities were limited to bus loop replacement, lead paint abatement, preservation, and structural repairs, which were later followed by canopy ceiling replacement and cosmetic upgrades to finishes that would enhance the station’s appearance. Project constraints required the team to produce results within a 24-month window from design to substantial completion of construction. Consequently, an approved waterfall method of project scheduling was prepared during the planning phase (PMI, 2017). Concurrently, the stake- holder engagement plan consisted of a series of on-site meetings with stakeholders, that included community liaisons, who hold commercial and institutional interests to solicit input. Additionally, a forum of open construction progress meetings was deployed that included interested parties to understand their individual perspective. Bringing Stakeholders Together Concepts were presented based on the participation of the parties: the State government participated as a catalyst in transit-oriented development (TOD) to support the aesthetics of its property as it relates to the then newly renovated mall. Mall developers, representing its retailers, welcomed the TOD to enhance the aesthetics that lead to its front doors. The city as an abutting owner, perceived and understood the impact of the restored pedestrian pathways across its property connecting access to the transit gateway and the modal maintenance managers viewed the project to correct long-standing preservation challenges. From a different perspective, area institutions saw this as a benefit by creating an economic expansion of programs and services to the community and beyond. In contrast, community representatives envisioned neighborhood stabilization, residential revitalization, and an aesthetically enhanced transit hub.
Which stakeholder groups’ perspectives for station enhancement were correct? All of them! They each envi- sioned their interests and/or identities in the project. The design team’s goal was to coordinate the programmatic design requirements to produce the best “result” by incorpo- rating as many stakeholder expectations as possible within project constraints. Project managers intentionally After scrutinized, guided, and synchronized expectations to meet funding limitations as better ideas were presented. Stake- holder mapping was done by using a power/ interest grid in which all stakeholders were able to influence the project requirements and quality goals (PMI, 2017). All concepts were weighed in comparison to scope, cost, and time constraints. Improvements to the station stemmed from these engagement exercises based in part on the commonality of the diversity of ideas captured through the process. In addition to prerequisite repairs and abatement, station enhancements included new roof canopy/fascia replacement, communications, power connectivity, new drainage, curbing at the elevator, elevator, escalator head house ceiling replacement, exterior elevator shaft recladding, new bus shelters, tactile treatments to pedestrian pathways, wayfinding, upgraded lighting, next vehicle arrival signage, and upgraded graphics to showcase the station. Without a doubt, diversity and inclusion, coupled with an “all hands-on deck” approach to project management, played a significant role in garnering support and executing tasks to achieve the result. It was a proud moment for all stake- holders. Total construction duration was 5-months with the bus loop replacement completed by summer. Teamwork made the DREAM WORK! Together Everyone Accomplished More! Career long relationships on future projects was one of many tangible results forged by this collaborative process. Yes, there were those who believed that more could be done to integrate the coexistence between people, bikes, and vehi- cles --with people being first in prior- ity consideration -- however, the project constraints and funding limitations of this assignment could not include those provisions. Considering the contributions of all actively engaged participants as a start of greater and bolder initiatives to come, there was a sense of pride for what was accomplished on behalf of all GRAMA. Communities constantly depend upon public transit for overall neighbor- hood revitalization, economic development, greening, and historic preservation wherever possible; in addition to daily commuting throughout the city and beyond.
The critical lesson learned from my experience and personal perspective was that, one should begin with the end in mind and that project managers should seek to solicit all stakeholder engagements proactively. Whether they are proponents or opponents, a lot can be learned from a collec- tive and diverse community of thought and ideas. From the body of information garnered and evaluated through processes forged by funding and constraints, helps to produce deliverables that can be universally accepted by all constituencies to the best possible extent for the community and all its stakeholders.
References: Baltimore City Department of Planning. (2014). Greater Rosemont and Mondawmin Area Master Plan. Retrieved from https://planning.baltimorecity.gov/sites/default/files/ GRAMA_PLAN_2014.pdf
Project Management Institute (PMI). (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide). 6th ed. Newtown Square, PA: Project Management Institute, Inc.
