Your SlideShare is downloading. ×
2012 Arlington Business Leaders Study
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×

Saving this for later?

Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime - even offline.

Text the download link to your phone

Standard text messaging rates apply

2012 Arlington Business Leaders Study

1,896
views

Published on

A critical study of the perceptions of Arlington's local business leaders in regards to the area's transportation system and benefits.

A critical study of the perceptions of Arlington's local business leaders in regards to the area's transportation system and benefits.


0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
1,896
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
7
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Arlington County2012 Business Leaders Study November 2012 Prepared by
  • 2. Project Objectives 2 Southeastern Institute of Research
  • 3. Project Objectives• Determine factors critical in the success of Arlington County’s master transportation plan.• Understand the current and projected needs of the business community in terms of transportation programs and services.• Assess the quality of transportation facilities and services in Arlington County.• Gauge the extent to which transportation services and facilities support the overall success of Arlington County’s business community. 3 Southeastern Institute of Research
  • 4. MethodologyPhase I – Conduct focus group conversations withmembers of the Arlington business community.Phase II – Conduct a 12-minute online survey with arepresentative sample of those in the Arlingtonbusiness community. 4 Southeastern Institute of Research
  • 5. Phase IMethodology 5 Southeastern Institute of Research
  • 6. Focus Groups• The following focus groups were held in late November and early December of 2011: – 2 Retail and small business – 2 Hotel – 2 C-level executives – 1 Developer• In total, 34 people attended – A variety of businesses were represented – Representatives from several BIDs attended 6 Southeastern Institute of Research
  • 7. Focus Group Summary of Findings (1 of 2)• In terms of overall business climate, Arlington may be faring better than other locations, but there are still concerns and uncertainty surrounding the future.• Transportation options set Arlington apart, but may not be available to all Arlington workers.• Mixed-use development gives life to the area and reduces traffic, but business leaders want to make sure transportation is integrated into the development process.• Some business leaders feel Arlington’s identity is unclear.• Smart growth has set Arlington apart, yet the business community recognizes public transportation options and capacity need to grow with population growth. 7 Southeastern Institute of Research
  • 8. Focus Group Summary of Findings (2 of 2)• There is a perceived need for better coordination throughout the region.• Respondents express a number of parking needs, including more parking, better signage and more handicapped accessible parking.• Safety is a concern and is seen as a shared responsibility.• Tax policies may be creating a disadvantage to Arlington- based businesses.• There is room for improvement in the relationship between developers and the County. 8 Southeastern Institute of Research
  • 9. Phase IIMethodology 9 Southeastern Institute of Research
  • 10. Survey Methodology• A 15-minute questionnaire was designed by Arlington County Commuter Services, SIR and LDA Consulting.• 212 completes – 146 came from email invitation – 33 came from BID links • Ballston = 3 • Crystal City = 8 • Rosslyn = 22 – 33 came from letter invitation• Survey classification – 35 Residential and Commercial Developers – 156 C-Class Business Leaders – 21 HR Business Leaders• The fieldwork was conducted from August 15 to November 15, 2012. 10 Southeastern Institute of Research
  • 11. Sample Generation – Email Invites• 1,766 Arlington County business leaders were invited by the Arlington Department of Environmental Services, Division of Transportation & Development, to participate in the study via an initial mail letter. – The survey invitation letter was signed by Dennis Leach, Transportation Director. – The business leader contacts came from four sources, and the lists were de-duplicated. The sources are: • Arlington Transportation Partners • Arlington Economic Development • Retail Partners • Contact information was provided for 17 developers – Recipients were given a link to connect to the online survey, either via the mailed out letter or an email invitation for those with an email address. 11 Southeastern Institute of Research
  • 12. Sample Generation – BID Links• Additionally, unique links were set up for three Business Improvement Districts, which were responsible for contacting their members and inviting them to take the online survey. The three BIDs are: – Ballston – Crystal City – Rosslyn • Developers who agree that transportation services and improvements should be funded by: 12 Southeastern Institute of Research • Residential property tax – 25%
  • 13. Sample Generation – Reminder Emails and Phone Calls• Reminder emails were sent to all non-respondents from the contact list with emails; also, telephone calls were attempted with non-responders. – 754 contacts did not have an email address and were not contacted beyond the initial letter – 1,012 emails were sent to those who had email addresses – 357 of those 1,012 emails had bad contact information 13 Southeastern Institute of Research
  • 14. Survey Sample Business Leader Survey Versions• Of the estimated 700 viable contacts who were reachable by current and valid email or physical addresses, a 30% response rate (212 completes) was achieved as follows: – Developers • 35 total respondents • Referred to as “D” in report – HR Professionals • 21 total respondents • Referred to as “H” in report – C-level • 156 total respondents • Referred to as “C” in report 14 Southeastern Institute of Research
  • 15. Phase IIRespondent Profiles 15 Southeastern Institute of Research
  • 16. Respondent Organization Classification Business office 32% Non-profit organization 25% Property development 17% Other 15% Restaurant 5% Hotel 4% Retail business 3% 0% 10% 20% 30% 40%2012 n = 212 H, D, C A1. Please select the category that best describes your organization. 16 Southeastern Institute of Research
  • 17. Respondent Position Classification Chairman, Owner, President 24% 11% Director, Exec Director 21% 12% VP, Exec VP 21% 13% CEO, CFO 17% 16% 12% 2012 Other 15% 2007 GM 7% 13% Property Mgr. 10% HR Professional 10% 0% 5% 10% 15% 20% 25% 30%2012 n = 212 H, D, C A2.Please select the phrase that best describes your position:2007 n = 120 17 Southeastern Institute of Research
  • 18. Tenure of Business in Arlington County 100% 2012 2007 80% 60% 40% 34% 37% 18% 17% 14% 20% 20% 13% 13% 16% 12% 3% 1% 0% Less than 1-5 6 - 10 11 - 15 16 - 20 More than 1 year years years years years 20 years2012 n = 212 H, D, C A1-D, A3-H, C. How long has your organization been developing/been located in Arlington County?2007 n = 119 18 Southeastern Institute of Research
  • 19. Businesses’ Locations in Arlington Rosslyn 23% Crystal City/National Airport 20% Ballston 19% Clarendon 15% Court House 13% Pentagon/Pentagon City 7% North Arlington 7% Columbia Pike 7% Virginia Square 5% South Arlington 4% Shirlington 4% East Falls Church 3% Other 3% 0% 10% 20% 30% 40%2012 n = 177 F2-H. G2-C. Please select the area(s) that best describes the location(s) of your [worksites; stores H, C of establishments; properties] in Arlington County. Please check all that apply. 19 Southeastern Institute of Research
  • 20. Development in Arlington County Crystal City/National Airport 23% Rosslyn 20% Ballston 20% North Arlington 11% Virginia Square 11% Clarendon 9% Columbia Pike 9% South Arlington 6% Court House 3% Shirlington 3% ! Caution ! Pentagon/Pentagon City NoneSmall sample size. East Falls Church reported Other 17% 0% 10% 20% 30% 40% 50%Developers Only F2- D. G2-C. In what areas have you developed properties over the past five years? Please check n = 35 all that apply. 20 Southeastern Institute of Research
  • 21. In Top Business Locations – 2012 vs. 20072012, businessesreport an average 23% of 1.3 business Rosslyn locations in the 23% County. 20% Crystal City/National Airport 14% 19% Ballston 17% 15% Clarendon 10% 13% Court House 8% 2012 2007 0% 10% 20% 30% 40% 50% 2012 n = 177 F2-H. G2-C. Please select the area(s) that best describes the location(s) of your [worksites; stores H, C of establishments; properties] in Arlington County. Please check all that apply. 2007 n = 120 21 Southeastern Institute of Research
  • 22. Business Locations – 2012 vs. 2007 Pentagon/Pentagon City 7% 0% North Arlington 7% 6% Columbia Pike 7% 4% Virginia Square 5% 7% South Arlington 4% 0% Shirlington 4% 6% East Falls Church 3% 3% Other 3% 2% 2012 2007 0% 10% 20% 30% 40% 50%2012 n = 177 F2-H. G2-C. Please select the area(s) that best describes the location(s) of your [worksites; stores H, C of establishments; properties] in Arlington County. Please check all that apply.2007 n = 120 22 Southeastern Institute of Research
  • 23. Business Types Non-profit organization/association 23% Business, personnel, or professional 12% Hospitality, restaurants, hotels, tourism 10% Technology consulting 9% Education 6% Retail or wholesale trade 5% Defense contracting 5% Banking finance, insurance, real estate 3% Public administration, government 2% Public utility or transportation 2% Hospital, medical services 1% Other 19% 0% 10% 20% 30% 40% 50%n = 164 F4-H. G4-C. What is the primary work or business of your organization? H, C 23 Southeastern Institute of Research
  • 24. Half of survey Organization Types respondentsrepresent a privatecompany, while an additional third represent a non- Private company 52%profit organization or trade association. Non-profit/trade 35% Federal government agency 4% Local government agency 3% State government agency 1% Other 2% 0% 20% 40% 60% 80% 100% n = 164 H, C F5-H. G5-C. Which of the following best describes your organization type?Restaurant/Retail and Hotel not shown 24 Southeastern Institute of Research
  • 25. Business LeaderCommuting Habits 25 Southeastern Institute of Research
  • 26. 1Business leaders are more likely than are other Arlington workers to live in Arlington County.But a higher share of business leaders (62%)drive alone to work, compared with the drive alone rate of all Arlington workers (55%). 26 Southeastern Institute of Research
  • 27. About a third (35%) of businessleaders working in Business Leaders Residency Arlington County reside in the Virginia - outside of Arlington 37%County, compared with only 22% of Maryland 11% all Arlington workers. North Arlington 10% District of Columbia 7% Ballston 5% South Arlington 5% Clarendon 4% Columbia Pike 3% Crystal City/National Airport 3% East Falls Church 3% Court House 2% 0% 20% 40% 60% 80% 100% n = 193 H, D, C F8-H. F3-D. G10-C. In which of the following areas do you live? 27 Southeastern Institute of Research
  • 28. Six in ten business leaders surveyed Business Leaders’ Commute Mode reported commuting to work in single Drive Alone 62% occupancy vehicles. Metrorail 7% This was slightly Carpool 7% higher than the 55% of all Walk 7%Arlington workerswho drive alone to work. Bicycle 6% Telework 4% Other 3% Bus 2% Commuter Train 1% Vanpool 1% 0% 20% 40% 60% 80% 100% n = 163 F9-H. G11-C. What type of transportation do you typically use to get to work? Please choose only H, C the one type you use most days in a typical week for the longest distance part of your trip. 28 Southeastern Institute of Research
  • 29. Implication There may be a “PR story” in the fact that ACbusiness leaders’ commute mode split mirrorsthe entire County. Business leaders are leading the way. They can help the County move towards 40/60.It is critical that AC continue to educate businessleaders about the benefits of non-SOV travel; as they gain more information, they will be morelikely, if not to change their own travel habits, to provide information to employees, impacting a positive trend towards sustainable travel. 29 Southeastern Institute of Research
  • 30. Overall Business Satisfaction 30 Southeastern Institute of Research
  • 31. 2 Even though most business leaders reside outside of the County, they have a positiveperception of Arlington County, both as a place to live and as a place to conduct business. Alarge share also rate QOL higher than for other parts of the Washington metro area. 31 Southeastern Institute of Research
  • 32. Almost all business leaders rate the quality of life in Quality of Life in Arlington County Arlington County as very good or excellent.Further, they tendto rate the quality of life assignificantly better Bottom 3than that of other metro D.C. areas 14% and other metro areas in the U.S. Top 2 86% n = 212 H, D, C ‘Top 2’ refers to answers 4 + 5 while B1. Overall, how would you rate the quality of life in Arlington County? ‘Bottom 3’ refers to answers 1, 2 and 3. 32 Southeastern Institute of Research
  • 33. Qualitative research Quality of Life in Arlington County participants cautioned that a focus on urban developmentcould neglect the Compared to: large suburban portion of the Other areas in the GreaterCounty and create 50% 22% 72% an identity crisis Washington region for the area. The United States 48% 32% 80% 4 5 - Quality of life in Arlington is much better 0% 20% 40% 60% 80% 100% n = 212 B2. How does the quality of life in Arlington County compare to the quality of life in each of the H, D, C following? 33 Southeastern Institute of Research
  • 34. Similarly, thebusiness climate in Business Climate in Arlington CountyArlington County is considered to be very good to excellent, significa ntly better than U.S. metro areas and tendingtoward better than the average D.C. Bottom 3 metro area. 27% Top 2 73% n = 191 D, C ‘Top 2’ refers to answers 4 + 5 while B3. How would you rate the overall business climate in Arlington County? ‘Bottom 3’ refers to answers 1, 2 and 3. 34 Southeastern Institute of Research
  • 35. Qualitative research participants Business Climate in Arlington County expressed opinions that thebusiness climate inArlington County is Compared to: better than average despite economic Other areas in the Greater 45% 13% 58% uncertainty Washington region resulting in large part from BRAC impacts. The United States 46% 24% 70% 4 5 - Overall climate in Arlington is much better 0% 20% 40% 60% 80% 100% n = 191 B4. How does the overall business climate in Arlington County compare to the overall business D, C climate in each of the following? 35 Southeastern Institute of Research
  • 36. Despite economicconcerns, over half of developers stillconsider Arlington Arlington as a Place to Develop County to be a better than average place to 100% develop both residential and 77% 74% 80% commercial projects. 54% 57% 55% 23% 60% 34% 14% 17% 40% 26%Thinking about thenumber of parking 51% spaces for a new 20% 40% 43% 40%development, dev 29% 5 -Excellent elopers prefer: 0% 4 A minimum # 24% A maximum # 12% A # range 65% ! Caution ! C1. Next, considering all factors that are important to your organization when looking at a place to Small Sample develop/locate your business, how would you rate Arlington County? Size C4. Overall, how would you rate Arlington County as a place to develop the following? n = 35 36 Southeastern Institute of Research D
  • 37. Ingeneral, developer Rating of Arlington County as a Business Location s and business leaders are less positive about Arlington County 100% 5 - Very good as a business 88%location than they 4 were five yearsago, in part due to 80% economic 71% concerns. 60% 34% 63% 30% 40% 20% 42% 41% 25% 0% 2007 2012 C Class Only 2012 Total Sample 2012 n = 191 D, C C1-D. B10-C. Next, considering all factors that are important to your organization when looking at 2007 n = 118 a place to develop/locate your business, how would you rate Arlington County? 37 Southeastern Institute of Research
  • 38. Open-ended Reasons for Arlington Business Rating question. Great place/amenities 27% Arlington County Accessibility/transportation 22% is praised for its transportation Retaining qualified workforce 17% system and the Great location 15% effective tie-in to Expensive 14% the Metro, allowing Area economy 7% residents and Quality workforce 5% workers accessibility to Regulations 5% the entire D.C. Average/in the middle 5% area. Other 34% 0% 20% 40% 60% 80% 100% n = 130 C B11. Why did you give that rating? 38 Southeastern Institute of Research
  • 39. 40% of developers say there are far Five Year Prediction for Arlington’s Businessfewer vacancies at their properties Climate and Quality of Lifetoday compared to a year ago. B6 Occupied properties 34% 11% 45% (D only, n = 35) 4 in 10 respondents anticipate the business climate and the quality of Business climate in Arlington 32% 7% 39% life in ArlingtonCounty to continue to improve. Quality of life in Arlington 34% 7% 41% 4 5 - Will get significantly better 0% 20% 40% 60% 80% 100% n = 191 D, C B7. How do you predict each of the following will change in the next five years? 39 Southeastern Institute of Research
  • 40. Five Year Prediction for Arlington’s Business Climate and Quality of Life Occupied Properties 17% 37% 45% (D only n = 35) Business Climate in Worse 13% 47% 39% Arlington The Same Better Quality of Life in Arlington 5% 53% 41% 0% 20% 40% 60% 80% 100% B7. How do you predict each of the following will change in the next five years?n = 191 D, C 40 Southeastern Institute of Research
  • 41. 3 Business leaders share some concerns – particularly about the economy in general, worker recruitment/retention, andmanaging the transportation infrastructure in a growing metro area; 16% say “transportation/commuting” is a workforce concern. 41 Southeastern Institute of Research
  • 42. Open-ended Current Concerns About Business as a Whole question. Economy 17% Government/Regulation related 17% Qualitative research Operating costs 15% Only 7% ofparticipants voiced Budget/Profit/ROI 15% Business Leaders concern about consider government cuts Transportation 7%and felt the County Transportation togovernment could Competition 6% be a problem in be doing more to attract private Occupancy/Property values 5% Arlington County. companies: specifically, some Funding 4% felt other area Qualified workforce 3% countygovernments weremore flexible with leasing terms. Other 6% None 5% 0% 20% 40% 60% 80% 100% n = 135 B5. Thinking of your business in general, what is your greatest concern today related to your H, C business as a whole? 42 Southeastern Institute of Research
  • 43. Open-ended Current Concerns About Workforce question. Finding qualified workforce 27% Despite general Transportation/commuting 16% concerns about the shifting workforce Retaining qualified workforce 15% (government to private sector) Providing competitive pay/benefits qualitative 14% research participants Housing affordability 7% vocalized their opinions thatArlington County is still creating jobs. Other responses 14% No particular concerns 8% 0% 20% 40% 60% 80% 100% n = 155 B6. Thinking of your business in general, what is your greatest concern today related to your D, C workforce? 43 Southeastern Institute of Research
  • 44. Open-ended Future Concerns About Business as a Whole question. Growth/sustainability of business 17% Cost of doing business/living 16% Only 7% of Economy 12% Business Leaders Workforce concerns 9% consider Real estate/occupancy 8% Transportation to be a future Transportation related 7% concern in Government related 5% Arlington County. Funding 5% Competition 3% Other responses 11% No particular concerns 5% 0% 20% 40% 60% 80% 100% n = 157 B8. Looking five years into the future, what is your biggest long-term concern related to your D, C business as a whole? 44 Southeastern Institute of Research
  • 45. Open-ended Future Concerns About Workforce question. Retaining qualified workforce 19% Transportation/commuting 14% Traffic concerns Finding qualified workforce include 13% congestion in the Costs/budget/economy 13% metro Housing affordability 8% area, accessibility of transportation Providing competitive pay/benefits 7% and commuting Managing company size 4% affordability. Maintaining business environment 3% Other responses 5% No particular concerns 15% 0% 20% 40% 60% 80% 100% n = 140 B9. Looking five years into the future, what is your biggest long-term concern related to your H, C workforce? 45 Southeastern Institute of Research
  • 46. Future Transportation Concerns• “*The biggest concern is for+ affordable, accessible and worry-free options for the employees that not only come in super early in the morning but also have to stay at work past midnight.”• “*The biggest long-term concern about workforce is] about whether employees can continue to afford the cost to commute.”• “In my opinion, the single factor that prevents the Washington metropolitan area from being rated among the world’s best in terms of quality of life is traffic congestion. Contrary to what many believe, the answer is not more roads and more parking structures. The fix will require a more comprehensive public transportation system that will result in noticeably less cars on the road and better general health due to better air quality.” 46 Southeastern Institute of Research
  • 47. Developers who agree that Ways That a Transportation System Can transportation services and Affect Developmentimprovements be funded by: Residential Ability to attract tenants, R 43% 38% 81%property tax – 25% 39% 28% 67% (8 developers) 48% 33% 81% Commercial C 39% 28% 67%property tax – 50% (17 developers) Ability to charge particular rent, R 52% 29% 81%D18. Agree 4 or 5 56% 17% 73% 52% 14% 66%Transportation has C 44% 17% 61% more of a perceived impact Property operations, R 43% 19% 62% on residential 28% 17% 45% development. 43% 5% 48% ! Caution ! C 44% 11% 55%Small Sample Size 4 5 - Very important 0 0.2 0.4 0.6 0.8 1 n = 35 D11 (Residential) D13 (Commercial). In what ways and to what extent does the quality of the D transportation system affect your properties? R = Residential C = Commercial Southeastern Institute of Research 47
  • 48. Implication Arlington County’s transportation infrastructure andcommuting options should continue to be treated as integral to giving the County a competitive edge in supporting development and business. A focus onattracting private sector business is crucial as impacts from declining government employment and occupancy continue. 48 Southeastern Institute of Research
  • 49. Business Success Factors 49 Southeastern Institute of Research
  • 50. 4Business leaders give Arlington high marksas a business location for the quality of the transportation system and its accessibility to customers. But leaders also cite the high importanceof continued investment in transportation. 50 Southeastern Institute of Research
  • 51. A quality Importance of Business Attributes (1/2) transportationsystem is the most important consideration when making the Quality of transportation system, 2012 25% 61% 86%decision of where 21% 71% 92% to locate a business. 26% 53% 79% Other important 33% 44% 77% 2007 51% 32% 83% considerationsinclude availability Availability of skilled workforce, 2012 26% 50% 76% of 19% 61% 80%parking, reputation of the area and 28% 46% 74% availability of a skilled workforce. 19% 49% 68% 2007 14% 67% 81% Availability of business support svc.… 33% 26% 59% 28% 36% 64% 17% 34% 51% 2007 20% 33% 53% 4 5 - Very important 0 0.2 0.4 0.6 0.8 1 2012 n = 156 B12. When your organization considered alternative locations for locating your business or part of C your business, how important are each of these attributes in the decision process? 2007 n = 117 51 Southeastern Institute of Research
  • 52. Importance of Business Attributes (2/2) Qualitative research participants 29% 22% 51% cautioned that a 2007 30% 19% 49% better balance 0% between Affordable employee housing, 2012 20% 26% 46% developers, the County and the 22% 20% 42%community, specifi cally for assuring 16% 26% 42% an integrated 2007 22% 19% 41% transportation system, is crucial. Recreational opportunities, 2012 22% 15% 37% 22% 5% 27% 18% 17% 35% 2007 21% 9% 30% Workforce training opps., 2012 17% 16% 33% 19% 12% 31% 19% 12% 31% 2007 23% 15% 38% 2012 n = 156 4 5 - Very important 0 0.2 0.4 0.6 0.8 1 C B12. When your organization considered alternative locations for locating your business or part of 2007 n = 117 your business, how important are each of these attributes in the decision process? 52 Southeastern Institute of Research
  • 53. Most Important Attribute in Selecting aOpen-ended question. Business Location Access to customers 24% 38% of Business Affordability/costs 18% Leaders named transportation Transportation/access 12% and accessibility Location 10% as the most important Good business environment 7% attribute in Workforce 5% selecting a business Accessibility 2% location. Other responses 16% None 7% 0% 20% 40% 60% 80% 100% B13. What is the single most important attribute in selecting a location to start, relocate or expand your business? 53 Southeastern Institute of Research
  • 54. Arlington County’s Performance of Business Attributes (1/2) Reputation of area, 2012 36% 51% 87% 28% 54% 82% 33% 43% 76% 2007 22% 57% 79% Quality of transportation system, 2012 39% 34% 73% 27% 52% 79% 39% 29% 68% 2007 39% 30% 69% Availability of skilled workforce, 2012 36% 31% 67% 38% 34% 72% 32% 29% 61% 2007 41% 19% 60% Pro-business climate, 2012 32% 26% 58% 4 5 - Very good 0% 20% 40% 60% 80% 100%2012 n = 177 B3-H. B14-C. Now using this same list, based on your experience with locating your business in H, C Arlington County, please rate Arlington County’s performance in delivering on these attributes, using2007 n = 117 a scale of 1 to 5. 54 Southeastern Institute of Research
  • 55. Arlington County’s Performance of Business Attributes (2/2) 29% 29% 58% 2007 38% 25% 63% Access to colleges and universities 2012 25% 32% 57% 34% 30% 64% 34% 20% 54% 2007 38% 26% 64% Quality of K-12 education, 2012 20% 29% 49% 25% 30% 55% 30% 14% 44% 26% 11% 37% 2007 28% 14% 42% Tax structure/incentives, 2012 18% 7% 25% 20% 24% 44% 7%5% 12% 2007 10%4% 14% 4 5 - Very good 0 0.2 0.4 0.6 0.8 12012 n = 177 B3-H. B14-C. Now using this same list, based on your experience with locating your business in H, C Arlington County, please rate Arlington County’s performance in delivering on these attributes, using2007 n = 117 a scale of 1 to 5. 55 Southeastern Institute of Research
  • 56. Of the business Arlington County’s Performance on attributes considered to be Important Business Attributes mostimportant, Arlingto n County falls far short in terms of Reputation of area 87% providing 77% adequate parking and has considerable Quality of transportation 73% strides to make in 86% offering a pro- system business climate Availability of skilled Performance and providing a 67% quality workforce 76% (4 + 5) transportation system. Importance Pro-business climate 58% (4 + 5) 74% Availability of parking 44% 79% 0% 20% 40% 60% 80% 100% Importance n = 156 C Performance n = 177 H, C 56 Southeastern Institute of Research
  • 57. This map helps illustrate how Opportunity Map drivers ofsatisfaction and perceivedperformance on GROWTH OPPORTUNITY BUILD AND MAINTAIN attributes can highlight ACCS strengths and Opportunities for Continue to invest opportunities. improvement and develop to build strength Importance SAVE RESOURCES RESERVE STRENGTH Should not invest A reserve that resources here can “protect” 0% 0% 100% n = 191 D, C Performance 57 Southeastern Institute of Research
  • 58. Business Attribute Opportunity Map Performance (Mean = 3.3)4.2 Parking Transportation Area Reputation Skilled Workforce3.8 Business Climate Customer Prox. Importance (Mean = 3.4)3.4 Business Support Tax Structure Residential 3 Housing I… K-12 Recreation Entertainment Training2.6 Colleges/Univs.2.2 2.2 2.7 3.2 3.7 4.2 58 Southeastern Institute of Research
  • 59. Attributes by quadrant. Build Opportunity Map and maintain are strengths that areimportant. Reserve strengths tend to be niche GROWTH OPPORTUNITY BUILD AND MAINTAINattributes, importa nt to small market • Quality of Transportation System segments. Save • Availability of Parking • Reputation of Area resources are • Availability of Business Support • Availability of Skilled Workforce limitations, but as Services • Pro-business Climate not important to • Tax Structure and Incentives • Proximity to Customers the market. Importance Growth opportunities are important to Business Leaders SAVE RESOURCES RESERVE STRENGTH but not rated highly: this is • Affordable Housing for • Attractive Residential where you focus Employees Communities for the greatest • Workforce Training • Accessibility of Recreational ROI. • Quality of Education K-12 Opportunities • Proximity to Colleges & • Accessibility of Entertainment Universities Opportunities n = 191 D, C Mean Importance 60% Mean Performance Performance 59 Southeastern Institute of Research
  • 60. While Arlington Importance of County Investment County currently has a world class transportation Maintaining transportation system (D infrastructure in 29% 69% 98% only, n = 35) place, there is a clear perceived Improving the transportation system 29% 50% 79% need amongbusiness leaders to Developing and improving the technology 38% 35% 73% maintain and infrastructureconstantly improve the systems to Attracting more private businesses 34% 37% 71% meet the growingcommunity needs. Providing more parking 29% 36% 65% Providing more affordable housing options 21% 30% 51% Developing urban villages 30% 20% 50% Attracting more government jobs 24% 24% 48% Providing workforce training opportunities 18% 18% 36% 4 5 - Very important 0% 20% 40% 60% 80% 100% n = 191 D-C5, C-B16. How important is it for the County to invest in each of the following? Please use a D, C scale of 1 to 5 where “1” is “Not at all Important” and “5” is “Very Important.” 60 Southeastern Institute of Research
  • 61. ImplicationArlington County currently has a positive reputationamong business leaders as a place to live, work andconduct business, and transportation contributes tothe positive view. Focus on continual improvements to the transportation system is crucial to maintaining the County’s metro area and national advantage. Purposeful development that aligns with the public transportation system is essential. 61 Southeastern Institute of Research
  • 62. TransportationSatisfaction and Concerns 62 Southeastern Institute of Research
  • 63. 5 Even before its expected growth, Arlington County is considered to have challenges, including parking and traffic congestion, for SOV drivers. Regionaltransportation system integration shows some shortcomings. 63 Southeastern Institute of Research
  • 64. Overall satisfaction (ratings of 4 + 5) with both the Transportation System Satisfaction regional and Arlington County While overall satisfaction with the regional transportation systems is down 1 county transportation system has and slightly from remained steady, fewer business leaders 5 - Very satisfied 2007, with those 4indicating they are consider their satisfaction level to be the “Very Satisfied” 0.8 highest than in 2007.down significantly. 62% 61% 0.6 51% 50% 17% Focus group 14% 32% participants felt 0.4 24% that, ingeneral, Arlington’ s transportation 0.2 44% system sets it 36% 30%apart, but may not 27% be available to all county workers. 0 2007 Arlington County transportation system, 2012 2012 n = 212 D1-D, C1-H, C. Overall, how satisfied are you with the regional transportation system? H, D, C D2-D, C2-H, C. And how satisfied are you with the transportation system in Arlington County? 2007 n = 120 64 Southeastern Institute of Research
  • 65. Arlington County Transportation The majority of developers and System Ratings business leaders alike considerArlington County Access to transportation options (D only, n = 35) 49% 26% 75%to have access to multiple Reliability of travel options (D only, n = 35) 54% 17% 71% transportation options. Availability of multiple different transportation options 42% 20% 62% Availability of taxis 41% 17% 58% Quality of transportation options (D only, n = 35) 46% 9% 55% Ease of getting around without a car 33% 16% 49% Regional coordination of the transportation system 26% 10% 36% Ease of getting around in a car 22% 7% 29% Availability of parking 20% 7% 27% 4 5 - Excellent 0% 20% 40% 60% 80% 100% D3-D. C3-H, C. Overall, how would you rate Arlington County on each of the following? n = 212 H, D, C Southeastern Institute of Research 65
  • 66. The biggest transportation Arlington County Transportation concerns among business leaders: Areas for Improvement Lack of available parking 34% rating as “Poor” (1 or 2). Neg. Pos. Ease of getting around in a carDifficulty in getting 37% 12% 25% 22% 7% 29% around in a car 37% rating as “Poor” (1 or 2). Availability of parking 34% 9% 25% 20% 7% 27% Regional coordination of the transportation system 17% 4%13% 27% 10% 37% Regional coordination ofthe transportation Ease of getting around system, while not without a car 14% 4%10% 33% 16% 49% ratedpoorly, received a mediocre 0% 20% 40% 60% 80% 100% rating, with 45% rating it as a 3. 1 - Poor 2 4 5 - Excellent D3-D. C3-H, C. Overall, how would you rate Arlington County on each of the following? n = 212 H, D, C Southeastern Institute of Research 66
  • 67. Concerns About Arlington County Open-ended question. Transportation System 18% Metro issues 16% Note: See 11% Appendix for fullTraffic congestion Bus issues listing of open- and parking are 10% significant 7% ended questions. concerns. System aging/capacity 4%Business leaders 4% also cite metro and bus Off hours public transport 4%issues, including 3% regionalcoordination and Connectivity to other areas 2% connectivity. 2% 23% No particular concerns 19% 0% 20% 40% 60% 80% 100% n = 112 H, C C4. What concerns, if any, do you have regarding Arlington County’s transportation system? 67 Southeastern Institute of Research
  • 68. Open-ended Suggested Improvements to Arlington question. County Transportation System Metro related 14% Suggested improvements Bike related 11% Note: See from qualitative Appendix for full research Parking related 11% participants listing of open- include aligning Connect regional modes 9% ended questions.development with the metro Bus concerns 8%system, expanding 8% the network of More public transit bike paths and Information technology keeping 6% transportation I-66 congestion 5% costs to a minimum. Efficient N/S Other responses 32% routes are specifically No particular concerns 15% needed. 0% 20% 40% 60% 80% 100% n = 114 C5. What improvements should the County make in terms of the transportation system? H, C 68 Southeastern Institute of Research
  • 69. In Transportation System’s Positive Effects general, businessleaders consideredthe transportation on Businesses (1/2) system to havegreater impacts onbusinesses in 2007 than in the most Ability to recruit employees, 2012 34% 36% 70% recent survey. 2007 41% 28% 69% Customer ability to reach biz, 2012 31% 39% 70% Qualitative research 2007 39% 30% 69%participants report that businesses Access to broad workforce, 2012 37% 31% 68% elect to locate in Arlington County 2007 38% 29% 68% because of the transportation system and the Ability to retain employees, 2012 37% 27% 64% difficulty of 2007 37% 25% 62% mobility in the district. Employee morale, 2012 34% 29% 63% 2007 42% 15% 57% 4 5 - Very positively 0 0.2 0.4 0.6 0.8 1 2012 n = 177 H, C C7. In what ways and to what extent does the quality of the transportation system in Arlington 2007 n = 117 County affect your organization’s ability to conduct business? 69 Southeastern Institute of Research
  • 70. In Transportation System’s Positive Effects general, businessleaders consideredthe transportation on Businesses (2/2) system to havegreater impacts on Employee productivity, 2012 34% 27% 61%businesses in 2007 39% 16% 56% than in the most recent survey. 33% 26% 59% 2007 39% 24% 63% Qualitative research Employee health, 2012 37% 20% 57%participants report 25% 8% 32% that businesses elect to locate in Arlington County 34% 18% 52% because of the 2007 29% 15% 44% transportation system and the Cost to obtain supplies, 2012 30% 19% 49% difficulty of mobility in the 29% 18% 47% district. 28% 21% 49% 2007 22% 17% 39% 4 5 - Very positively 0 0.2 0.4 0.6 0.8 1 2012 n = 177 H, C C7. In what ways and to what extent does the quality of the transportation system in Arlington 2007 n = 117 County affect your organization’s ability to conduct business? 70 Southeastern Institute of Research
  • 71. 6 of 8 hotels Transportation System’s 2012 Effect on: indicated that Negative Effects Positive Effects transportationaffects their ability 70% Ability to recruit employees 6% 34% 36% to attract guests. Customers ability to reach business 11% 31% 39% 70% 4 of 8 hotels indicated that transportation Access to broad workforce 7% 37% 31% 68% affects the roomrates they are able Ability to retain employees 7% 37% 27% 64% to charge. 1 - Very negatively Employee morale 13% 34% 29% 63% All hotels offer 2 some sort of Employee productivity 12% 34% 27% 61% transportation 4assistance to their Employee attendance 10% 33% 26% 59% guests. 5 - Very positively Employee health 8% 37% 20% 57% Cost to deliver services/products 11% 34% 18% 52% Cost to obtain supplies 11% 30% 19% 49% Emergency preparedness 16% 28% 21% 49% 0% 20% 40% 60% 80% 100% 2012 n = 177 C7. In what ways and to what extent does the quality of the transportation system in Arlington H, C County affect your organization’s ability to conduct business? 71 Southeastern Institute of Research
  • 72. 6 of 8 hotels Transportation System’s 2012 Effect on: indicated that transportationaffects their ability Emergency preparedness 5% 11% to attract guests. 4 of 8 hotels Employee morale 2% 11% Negative effects of indicated that the transportation transportation Employee productivity 3% 9% system include lack of affects the roomrates they are able Cost to deliver services/products 4% 7% emergency to charge. preparedness, emplo Cost to obtain supplies 2% 9% yee performance and All hotels offer some sort of Employee attendance 2% 8% the costs associated transportation with transportingassistance to their Customers ability to reach business 2% 7% goods or services. guests. Employee health 1% 7% Access to broad workforce 2% 5% 1 - Very negatively Ability to retain employees 1% 6% 2 - Somewhat negatively Ability to recruit employees 2% 4% 0% 10% 20% 30% 40% 50% 2012 n = 177 C7. In what ways and to what extent does the quality of the transportation system in Arlington H, C County affect your organization’s ability to conduct business? 72 Southeastern Institute of Research
  • 73. In Transportation System’s Negative Effects general, businessleaders consideredthe transportation on Businesses (1/2) system to havegreater impacts on Emergency preparedness 12%businesses in 2007 11% than in the most recent survey. Employee morale 11% 15% Qualitative research Employee productivity 9%participants report 11% that businesses elect to locate in Arlington County Employee attendance 9% because of the 15% transportation system and the difficulty of Cost to obtain supplies 9% mobility in the 13% district. Customer ability to reach biz 8% 13% 2012 2007 0% 10% 20% 30% 2012 n = 177 H, C C7. In what ways and to what extent does the quality of the transportation system in Arlington 2007 n = 117 County affect your organization’s ability to conduct business? 73 Southeastern Institute of Research
  • 74. In Transportation System’s Negative Effects general, businessleaders consideredthe transportation on Businesses (2/2) system to havegreater impacts on 7%businesses in 2007 Cost to deliver svcs/products 14% than in the most recent survey. Ability to retain employees 6% 16% Qualitative researchparticipants report that businesses Access to broad workforce 6% elect to locate in 12% Arlington County because of the transportation Employee health 6% system and the difficulty of 8% mobility in the district. Ability to recruit employees 5% 16% 2012 2007 0% 10% 20% 30% 2012 n = 177 H, C C7. In what ways and to what extent does the quality of the transportation system in Arlington 2007 n = 117 County affect your organization’s ability to conduct business? 74 Southeastern Institute of Research
  • 75. Implication While there may not be a solution, it is important to acknowledge the challenges that trafficcongestion presents. Parking solutions should be a constant consideration, and continuing efforts to manage a seamless regional system will allow commuters to more easily accomplish non-SOV travel. 75 Southeastern Institute of Research
  • 76. 6 Few business leaders are currently aware of Arlington County’s goal to manage rush hourtraffic. While some question how realistic the goal actually is and are unsure how hard theCounty is working to achieve the goal, they do nonetheless acknowledge its importance. 76 Southeastern Institute of Research
  • 77. Similarly, qualitativ 87% of Business Leaders Are Unaware of e research participants were Arlington County’s Rush Hour Traffic Goalslargely unaware of Arlington’s goal.Nonetheless, they agreed that the rush hour traffic goal is important and noted that in No order for it to be achieved, the 87% County must be more flexible interms of acquiring and locating businesses adjacent to Yes existing sustainable 11% transportation options. Not sure 2% D15 –D. C9-H, C. Arlington County would like to keep rush hour traffic at no more than 5 percent n = 209 above 2005 levels for the next 20 years, even though population and employment in the County will H, D, C grow. Prior to this survey, were you aware of this goal? 77 Southeastern Institute of Research
  • 78. A minority, 11% of Business Leaders’ Attitudes business leaders, indicated knowledge of About Rush Hour Traffic GoalsArlington County’s rush hour traffic goal. The majority It is important to achieve this… 33% 28% 61% consider it to be important and inthe best interest of the County, although The goal is in the best interest… 33% 28% 61% relatively few consider the County to be working diligently to achieve it. The County needs to do more… 31% 22% 53% This goal is realistic 18% 8% 26% The County is working hard… 19% 6% 25% 4 5 - Strongly agree 0% 20% 40% 60% 80% 100% n = 209 D16 –D. C10-H, C. To what extent do you agree with each of the following statements? Please use a H, D, C scale of 1 to 5 where “1” means “strongly disagree” and “5” means “strongly agree.” 78 Southeastern Institute of Research
  • 79. Business Leaders’ Attitudes One-third of About Rush Hour Traffic Goals businessleaders feel that % Disagree % Agree Arlington County’s traffic It is important to…4% 9% 33% 28% goal is unrealistic. The goal is in the best interest…3% 6% 33% 28% The County needs to do…4% 5% 31% 22% 1 - Strongly disagree This goal is realistic 12% 20% 2 18% 8% 4 5 - Strongly agree The County is working hard…4% 15% 19% 6% 0% 20% 40% 60% 80% 100% n = 209 D16 –D. C10-H, C. To what extent do you agree with each of the following statements? Please use a H, D, C scale of 1 to 5 where “1” means “strongly disagree” and “5” means “strongly agree.” 79 Southeastern Institute of Research
  • 80. Focus group Business Leaders’ Attitudes About Rushparticipants noted that pubic transportation Hour Traffic Goal options need to increase with increases in population and business. After being told of Arlington Specifically, they Countys 20 year growth questioned the predicitons, the percent of opportunity to business leaders considering theexpand the metro 28% 48% 76% system, as the Arlington County goal to be orange line is reportedly important jumped from 61% to currently 76%, with "very important" overcrowded. jumping from 28% to 44% Focus should be kept on those travellingthrough, as well aswithin, the County. 4 5 - Very important 0% 20% 40% 60% 80% 100% D17-D. C11-H, C. According to some predictions, over the next 20 years, the population of Arlington County is expected to grow by approximately 20%, and the number of individuals employed by businesses in the County is expected to grow by 30%. If those predictions are accurate, how n = 209 important is the County’s goal to keep rush hour traffic at no more than 5% above 2005 levels? H, D, C Please use a scale where “1” means “not at all important” and “5” means “very important.” 80 Southeastern Institute of Research
  • 81. Allocation of Transportation Infrastructure Funding for Arlington CountyAverage amountallocated out of $100 total. Information $19.71 Services $16.94 Total sample $19.71 average in ( ). ($19.18) $29.55 Transit $33.00 ($29.86) $26.39 C-Level $32.58 Developers Parking $24.15 ($30.26) HR $25.00 ! Caution !Small Sample $39.92 Roads $34.53Sizes HR and Developers. ($39.44) $44.21 $- $10.00 $20.00 $30.00 $40.00 $50.00 n = 212 H, D, C D6-D. C6-C, H. If you had $100 to allocate across the following parts of Arlington County’s H = 21 transportation system, how would you do it? D = 35 C = 156 81 Southeastern Institute of Research
  • 82. ImplicationAs few business leaders are aware of the County’s current traffic goal and many are not of the mindset that the County is working hard to achieve what is considered to be an importantgoal, proactive communication about the goal and steps taken to achieve it is paramount. 82 Southeastern Institute of Research
  • 83. EmployeeTransportation and Parking Logistics 83 Southeastern Institute of Research
  • 84. 7 Despite general concerns about parkingavailability in the County, business leaders andHR personnel consider employee parking to be adequate, with multiple parking options.But a sizeable share of employers do offer free parking or parking subsidies. 84 Southeastern Institute of Research
  • 85. Qualitative research Employee Transportation Issues participants vocalized that Not a Problem A Problem parking is aparticular issue for Availability of transportation… 33% 26% 10% 6% businesses thatfind it necessary to 59% 16% travel within the County to meetings with Availability of parking 40% 18% 13% 9% clients. 58% 22% Availability of transportation… 30% 26% 14% 12% 56% 26% Affordability of… 18% 18% 19% 9% 36% 28% 1 - Not at all a problem 2 4 5 - A big problem n = 99 H, C D8HR. To what extent is each of the following a problem for your employees when it comes to (C familiar with getting to and from work? Please use a scale of 1 to 5 where “1” means “not at all a problem” andtransportation issues) “5” means “a big problem.” (QD-1 = 4, 5) Southeastern Institute of Research 85
  • 86. Familiarity with TransportationUsing this questionas a qualifier, 50% Information and Benefits of C-level respondents (n = 78 ) wererouted to H survey “Detailed transportation issues” section. Familiarity with specific transportation information 14% 13% 27% 23% services or benefit programs 27% are not 50% are familiar familiar 1 - Not at all familiar 2 0% 20% 40% 60% 80% 100% D1. How familiar are you with the specific transportation information services or benefit programs n = 156 that are available to employees at your worksite to help with their travel to work? Please use a scale C of 1 to 5 where “1” means “not at all familiar” and “5” means “very familiar.” 86 Southeastern Institute of Research
  • 87. The majority of business leaders Distance to Bus Stops and Train Stations familiar with their employees’ transportation concerns indicatethat mass transit is 1 - 2 blocks 79% readily assessable to the workplace. 3 - 5 blocks (1/4 mile - 1/2 mile) 10% Qualitative research 6 - 10 blocks (1/2 mile - 1 mile) 5% participantsconsidered access More than 10 blocks to public 0% transportation to or more than one milebe a key driver for residents’decisions to reside Other 5% in Arlington County. Dont know 1% n = 99 0% 20% 40% 60% 80% 100% H, C (C familiar with D1HR. How far from your worksite/store or establishment/property is the nearest bus stop or traintransportation issues) station? If you have multiple worksites, please think of the one with the most employees. (QD-1 = 4, 5) 87 Southeastern Institute of Research
  • 88. JM, JJ – Distance to Bus Stops and Train Stations Note this slide or the previousshould be deleted. From a glitch in the skip, this 1 - 2 blocks 80% question was asked twice 3 - 5 blocks (1/4 mile - 1/2 mile) 16% 6 - 10 blocks (1/2 mile - 1 mile) 3% More than 10 blocks 0% (more than one mile) Other 1% 0% 20% 40% 60% 80% 100% n = 114 G8. How far from your [worksite; store or establishment; property] is the nearest bus stop or train C station? If you have multiple worksites, please think of the one with the most employees. 88 Southeastern Institute of Research
  • 89. 81% of Employee Parking respondents indicated that parking is On-site company-ownedadequate to meet 51%employees’ needs. lot or garage D3HR Public lot or garage 46% On the street 11% Other 9% Off-site company-owned 3% lot or garage 0% 20% 40% 60% 80% 100% n = 99 H, C D2HR. Where do employees who drive to your worksite/store or establishment/property park? If (C familiar with you have multiple worksites, please think of the one with the most employees. Please check alltransportation issues) that apply. (QD-1 = 4, 5) Southeastern Institute of Research 89
  • 90. One-third of Parking Fees businesses fully subsidize theiremployee parking. Fee for public lot or garage 35% No fee, all parking is free 34% Fee for on-site company owned parking 22% Fee for street parking 17% Fee for other parking 11% Fee for off-site company owned parking 5% Dont know 1% n = 99 0% 20% 40% 60% 80% 100% H, C (C familiar withtransportation issues) (QD-1 = 4, 5) D4HR. Do employees pay a fee to park in any of these locations? Please check all that apply. 90 Southeastern Institute of Research
  • 91. Employer-paid ParkingAlmost two-thirds of businesses subsidize their employeeparking, either in full or in part. Employees Organization pay entire pays all of the cost cost 38% 38% Organization pays part of ! Caution ! Small Sample the cost Size 25% n = 64 H, C (C familiar withtransportation issues) D5HR. Does your organization pay part or all of the parking cost for employees? (QD-1 = 4, 5) 91 Southeastern Institute of Research
  • 92. Employers pay an Employer Subsidized Parkingaverage of $119 in monthly parkingfees (range of $50 - $240) (27 responses) Pays for all Pays for some employees employees 70% 30% ! Caution ! Small Sample Size n = 40 H, C D6SomeHR. Please indicate if your organization pays all or part of the parking cost for all employees (C familiar with or some employees.transportation issues) (QD-1 = 4, 5) Southeastern Institute of Research 92
  • 93. Employees pay anaverage of $60 in Employee-paid Parking monthly parking fees (range of $45 - $83) (11 responses) Yes 42% ! Caution ! No Small Sample 52% Don’t know Size 5% n = 40 H, C (C familiar with D7MonthHR. In addition to the amount that you pay, do your employees also pay?transportation issues) (QD-1 = 4, 5) Southeastern Institute of Research 93
  • 94. Implication The results suggest that employers are not overly concerned about employee parking, and the vast majority of employers’ locations are close totransit. This presents an opportunity to encourage employers to limit parking subsidies, except for carpools and vanpools, instead supporting transit options. 94 Southeastern Institute of Research
  • 95. TransportationPrograms and Services 95 Southeastern Institute of Research
  • 96. 8As self-reported by employers, transportation services and benefits are widely available toworkers in Arlington County. Still, considerable opportunities exist to increase the offer and usage of such services and thus positively impact the use of sustainable travel. 96 Southeastern Institute of Research
  • 97. Transportation Programs and Benefits Currently Offered (1/2) 66% 2007 56% Metrochek, SmartBenefits, etc., 2012 65% 36% 64% 2007 40% Teleworking, 2012 62% 52% 62% 2007 45% Showers available on-site, 2012 62% SmarTrip cards, 2012 58% 32% 56% 2007 52% Available now Available 2007 0 0.2 0.4 0.6 0.8 1 D9HR. Following is a list of transportation information services or benefit programs that your 2012 n = 95 organization or another organization might make available to employees at your worksite to help H, C with their travel to work by modes other than driving. In the first column, check all the services or (C familiar with benefits that are available to your employees. For those that are not available now, indicate if youtransportation issues) would consider or would not consider offering it. (QD-1 = 4, 5) 2007 n = 117 97 Southeastern Institute of Research
  • 98. Transportation Programs and Benefits Currently Offered (2/2) Pre-tax transportation acct, 2012 38% 20% 33% 2007 28% Guaranteed Ride Home, 2012 22% 10% 20% 2007 22% Car/Vanpool financial benefit, 2012 20% 9% 15% 2007 12% Available now Available 2007 0 0.2 0.4 0.6 0.8 1 D9HR. Following is a list of transportation information services or benefit programs that your 2012 n = 95 organization or another organization might make available to employees at your worksite to help H, C with their travel to work by modes other than driving. In the first column, check all the services or (C familiar with benefits that are available to your employees. For those that are not available now, indicate if youtransportation issues) would consider or would not consider offering it. (QD-1 = 4, 5) 2007 n = 117 98 Southeastern Institute of Research
  • 99. Transportation Programs and Benefits Total Use Opportunity Total Opportunity Transit benefits 36% 29% 16% 81% Transporation options 45% 17% 19% 81% information SmarTrip cards 32% 26% 14% 72% Bike lockers/Racks 40% 24% 8% 72% 0% 20% 40% 60% 80% 100% Available in 2007 Growth in 2012 Would Consider D9HR. Following is a list of transportation information services or benefit programs that your 2012 n = 95 organization or another organization might make available to employees at your worksite to help H, C with their travel to work by modes other than driving. In the first column, check all the services or (C familiar with benefits that are available to your employees. For those that are not available now, indicate if youtransportation issues) would consider or would not consider offering it. (QD-1 = 4, 5) 2007 n = 117 99 Southeastern Institute of Research
  • 100. Numerous employers are Transportation Programs and Benefits already providing their employees Currently Offered and Considered (1/2) with multiple transportation programs and Transit information 62% 19% 81%benefits (employer average of 6.4 Financial benefits for 65% 16% 81% benefits offered). transit riders Transit schedules 56% 21% 77% Currently available Teleworking 62% 13% 75% Would consider Flexible schedules 66% 8% 74% % Total Bicycle lockers/racks 64% 8% 72% SmarTrip cards 58% 14% 72% 0% 20% 40% 60% 80% 100% D9HR. Following is a list of transportation information services or benefit programs that your 2012 n = 95 organization or another organization might make available to employees at your worksite to help H, C with their travel to work by modes other than driving. In the first column, check all the services or (C familiar with benefits that are available to your employees. For those that are not available now, indicate if youtransportation issues) would consider or would not consider offering it. (QD-1 = 4, 5) 2007 n = 117 100 Southeastern Institute of Research
  • 101. Considerable Transportation Programs and Benefitsopportunities exist to promote the guaranteed ride Currently Offered and Considered (2/2)home program as well as ridematching Showers 62% 7% 69% assistance. Pre-tax transportation 38% 23% 61% account Guaranteed ride home 22% 37% 59% Currently available Compressed work week 33% 19% 52% Would consider Ridematching 15% 35% 50% % Total Preferential carpool 20% 26% 46% parking Financial benefits for 20% 22% 42% carpoolers 0% 20% 40% 60% 80% 100% D9HR. Following is a list of transportation information services or benefit programs that your 2012 n = 95 organization or another organization might make available to employees at your worksite to help H, C with their travel to work by modes other than driving. In the first column, check all the services or (C familiar with benefits that are available to your employees. For those that are not available now, indicate if youtransportation issues) would consider or would not consider offering it. (QD-1 = 4, 5) 2007 n = 117 101 Southeastern Institute of Research
  • 102. Considerable Top Transportation Programs and Benefitsopportunities exist to promote the guaranteed ride Considered – Top Opportunities for Growthhome program as well as ridematching Guaranteed ride home 22% 37% 59% assistance. Ridematching 15% 35% 50% Preferential carpool 20% 26% 46% parking Currently available Pre-tax transportation Would consider 38% 23% 61% account % Total Financial benefits for 20% 22% 42% carpoolers Transit schedules 56% 21% 77% 0% 20% 40% 60% 80% 100% D9HR. Following is a list of transportation information services or benefit programs that your 2012 n = 95 organization or another organization might make available to employees at your worksite to help H, C with their travel to work by modes other than driving. In the first column, check all the services or (C familiar with benefits that are available to your employees. For those that are not available now, indicate if youtransportation issues) would consider or would not consider offering it. (QD-1 = 4, 5) 2007 n = 117 102 Southeastern Institute of Research
  • 103. Ingeneral, employers Interest in Services and Benefit Programs feel that their employees are very receptive to Flexible work schedules (62) 23% 68% 91% adopting smart commuting practices. SmarTrip cards (55) 24% 64% 88% Teleworking (58) 22% 64% 86% Compressed workweek (30) 23% 60% 83% ! Caution ! Metrochek, SmartBenefits, etc. (61) 20% 61% 81% Small sample sizes. Pre-tax transportation account (36) 19% 56% 75% Actual ‘n’ shown in ( ). Showers available on-site (59) 24% 44% 68% 4 5 - Very interested 0% 20% 40% 60% 80% 100% 2012 n = 99 H, C D13HR. How interested have employees been in these services? For each service, indicate (C familiar with employees’ level of interest, using a scale of 1 to 5 where “1” means employees have been “not at alltransportation issues) interested” and “5” means they have been “very interested.” (QD-1 = 4, 5) Southeastern Institute of Research 103
  • 104. Ingeneral, employers Interest in Services and Benefit Programs feel that their employees are very receptive to Car/Vanpool financial benefit (19) 16% 42% 58% adopting smart commuting practices. Bike lockers/racks (61) 18% 36% 54% Car/Vanpool reserved parking (18) 22% 22% 44% Guaranteed Ride Home (21) 29% 10% 39% ! Caution ! Transit schedules (53) 15% 21% 36% Small sample sizes. Transportation options info (59) 12% 20% 32% Actual ‘n’ shown in ( ). Ridematching assistance (14) 7% 14% 21% 4 5 - Very interested 0% 20% 40% 60% 80% 100% 2012 n = 99 H, C D13HR. How interested have employees been in these services? For each service, indicate (C familiar with employees’ level of interest, using a scale of 1 to 5 where “1” means employees have been “not at alltransportation issues) interested” and “5” means they have been “very interested.” (QD-1 = 4, 5) Southeastern Institute of Research 104
  • 105. Employer Benefits of Transportation As employers feel that employees desire Services transportation services, they Enhanced employee morale 28% 24% 52% consider those services to positively impact employee Enhanced employee recruitment 25% 21% 46%quality, morale and productivity. Attract more qualified employees 25% 20% 45% Employee retention, 25% 20% 45% reduced turnover Increased productivity 25% 17% 42% ! Caution ! Small sample Reduced parking need, size. 14% 22% 36% parking-related costs 4 5 - Great benefit 0% 20% 40% 60% 80% 100% 2012 n = 87 H, C D14HR. Listed below are some benefits employers might receive from offering transportation services to employees. (C familiar with For each, indicate how much your organization has benefited from offering transportation services. Please use a scale of 1 to 5 where “1” means your organization has received “no benefit” in this area from offering services and “5”transportation issues) means your organization has received a “great benefit” in this area. (QD-1 = 4, 5) Southeastern Institute of Research 105
  • 106. Employer Benefits of Transportation As employers feel that employees desire Services transportation Enhanced community recognition services, they 18% 15% 33% consider those or reputation services to positively impact Reduced traffic congestion employee 12% 18% 30%quality, morale and around worksite productivity. Reduced absenteeism 15% 14% 29% Reduced operating costs 12% 13% 25% Reduced need for office space 12% 13% 25% ! Caution ! Small sample Fulfilled obligation that size. 9% 15% 24% came with building 4 5 - Great benefit 0% 20% 40% 60% 80% 100% 2012 n = 87 H, C D14HR. Listed below are some benefits employers might receive from offering transportation services to employees. (C familiar with For each, indicate how much your organization has benefited from offering transportation services. Please use a scale of 1 to 5 where “1” means your organization has received “no benefit” in this area from offering services and “5”transportation issues) means your organization has received a “great benefit” in this area. (QD-1 = 4, 5) Southeastern Institute of Research 106
  • 107. There has been amarked increase in Employer Benefits of Transportation employers considering Services (comparison 2007 to 2012) transportation benefits topositively impact an increase in Enhanced employee 46% employee retention. recruitment 45% Employee 45% Note: retention, reduced… 26% 2012 results reported asresponses 4 and 5 Increased productivity 42% on a 5 point 40% 2012scale, with 5 being 2007 “a great benefit.” Reduced absenteeism 29% 27% 2007 results reported as selection that Reduced operating costs 25% company has 16% received stated benefit. 0% 10% 20% 30% 40% 50% D14HR. Listed below are some benefits employers might receive from offering transportation services to employees. 2012 n = 177 For each, indicate how much your organization has benefited from offering transportation services. Please use a scale H, C of 1 to 5 where “1” means your organization has received “no benefit” in this area from offering services and “5” 2007 n = 96 means your organization has received a “great benefit” in this area. 107 Southeastern Institute of Research
  • 108. Considering the Program Implementation Assistance abundance of transportation services andbenefits offered byemployers, relative Don’t know ly few relied on 18% assistance when implementing No employee programs. 41% ! Caution ! Small sample Yes size. 40% 2012 n = 87 H, C D15HR. When you were planning or implementing these services, did you receive any information (C familiar with or assistance from any organization or other resource that helped you implement them?transportation issues) (QD-1 = 4, 5) Southeastern Institute of Research 108
  • 109. Number receiving Program Implementation Assistance assistance = 35 Because total n = 99, number of Arlington Transportation Partners 25% mentions = percentages Metro, WMATA 23% shown in chart. Commuter Connections, MWCOG 13% i.e., 25 of 35 employers receiving Arlington County Commuter Services 11% assistance report Those relying on receiving Arlington Economic Development 5% assistance for assistance from transportation ATP. Telework!VA 2% implementation rely Other organization 2% on an average of 2.4 organizations or Website 2% resources. Virginia Railway Express 1% 0% 20% 40% 60% 80% 100% 2012 n = 99 H, C D16HR. What organization or resource provided the assistance? Please check all that apply. (C familiar withtransportation issues) (QD-1 = 4, 5) 109 Southeastern Institute of Research
  • 110. Likelihood of Service Implementation If Employers were most likely to say they would have Assistance Not Available (1/2) implementedtelework and work Compressed work week (27) 4% 67% 71% schedule services w/o assistance. Assistance was Flexible work schedules (57) 5% 65% 70% most needed for travel-related services and Teleworking (53) 6% 62% 68% moderatelyneeded for subsidy programs. SmarTrip cards (50) 12% 50% 62% Car/Vanpool reserved parking (16) 12% 50% 62% ! Caution ! Small sample Showers available on-site (55) 7% 51% 58% sizes. Actual ‘n’ Pre-tax transportation acct (33) 12% 45% 57% shown in ( ). 4 5 - Very likely 0% 20% 40% 60% 80% 100% 2012 n = 95 D18HR. For each of the following, if this assistance had not been available to you, how likely would H, C you have been to implement these services? Please use a scale of 1 to 5 where “1” means “not at all (C familiar with likely” and “5” means “very likely.”transportation issues) (QD-1 = 4, 5) 110 Southeastern Institute of Research
  • 111. Likelihood of Service Implementation If Employers were most likely to say they would have Assistance Not Available (2/2) implementedtelework and work Metrochek, SmartBenefits, etc. (56) 12% 45% 57% schedule services w/o assistance. Assistance was Car/Vanpool financial benefit (17) 6% 47% 53% most needed for travel-related services and Bike lockers/racks (57) 18% 35% 53% moderatelyneeded for subsidy programs. Transit schedules (49) 12% 37% 49% Transportation options info (55) 18% 24% 42% ! Caution ! Small sample Ridematching assistance (13) 15% 23% 38% sizes. Actual ‘n’ Guaranteed Ride Home (21) 33% 33% shown in ( ). 4 5 - Very likely 0% 20% 40% 60% 80% 100% 2012 n = 95 D18HR. For each of the following, if this assistance had not been available to you, how likely would H, C you have been to implement these services? Please use a scale of 1 to 5 where “1” means “not at all (C familiar with likely” and “5” means “very likely.”transportation issues) (QD-1 = 4, 5) 111 Southeastern Institute of Research
  • 112. ImplicationDespite already widespread transportation benefit offerings from employers, potential exists for growth in some services – particularly in services for which employers have been less likely to receive implementation assistance. This suggestsemployers might be receptive to ATP assistance if targeted to these new services. 112 Southeastern Institute of Research
  • 113. ArlingtonTransportation Partners 113 Southeastern Institute of Research
  • 114. 9While there has been a shift from awareness touse of Arlington Transportation Partners since2007, opportunities still exist for partnerships with the organization and use of its programs and services. 114 Southeastern Institute of Research
  • 115. %, n Developers : TDM Office Developer Interaction with Organizations Familiar w/ 50% of 35, 16 Satisfied w/ 50% 65% of 16, 11 45% 43% ATP 40% Familiar w/ 40% 53% of 35, 18 34% Satisfied w/ 35% 31% 29% 72% of 18, 13 30% 26% E2 25% Personally use Familiar = 4 or 5 20% Someone else uses E3 15% No one usesSatisfied = 4 or 5 10% 5% 0% ! Caution !Small Sample TDM Enforcement ATP Size Office E1. For each of the following organizations, please indicate if you personally have worked with them, if someone else from your company has worked with them, or if neither you nor your company has worked with them. Please select all that apply. n = 35 D 115 Southeastern Institute of Research
  • 116. Of the 9 HR professionals Awareness of Arlington Transportation indicatingawareness of the Partnersorganization that provides 100% transportation services toArlington County: 80%-1 named Arlington Transit-3 named ART-4 named ATP 60%-1 named mobile commuter connections 40% 20% 40% 43% ! Caution ! Small sample 19% size. 0% 2007 Yes 2012 Yes 2012 Correct 2012 n = 21 Response H E1HR. Do you know which county organization provides transportation services to Arlington County residents, employees and visitors? 2007 n = 89 116 Southeastern Institute of Research
  • 117. 9 of 11 HRprofessionals who indicated a Relationship with ATP company relationship with ATP expressed 26% satisfaction with 2007 10%their relationship. QE3H = 4, 5 Have used in past, 2012 16% 10 of 11 say ATP’sservices have been 4% useful. QE5H = 4, 5 21% 2007 33% Not aware, 2012 21% 37% ! Caution ! 16% Small sample 2007 13% size for 2012. 0 0.2 0.4 0.6 0.8 1 E2HR. Arlington Transportation Partners (ATP) is a county government organization that offers free 2012 n = 21 transportation information and services to employers and residential communities in Arlington H County. ATP assists employers and property managers in offering transportation benefit programs that will help their employees and residents get around the Washington region. What is your 2007 n = 114 relationship with ATP?Note: “Other” optionin 2007 is not shown 117 Southeastern Institute of Research
  • 118. Despite user Interest in Specific ATP Servicessatisfaction, only three of 21 HR managers expressed interest in Bottom 3 specific ATP services in the 86% future. ! Caution ! Small sample Top 2 size. 14% n = 21 H E10HR. Some of the specific services that ATP offers are Employee Transportation Survey… , Transportation Brochures… , Transit Benefit… , Employer Seminars and Workshops… , Parking ‘Top 2’ refers to Management… , Ongoing Support for You… Keeping those services in mind, how interested would answers of 4 and 5 you be in using ATP services? Please use a scale of 1 to 5 where “1” means “not at all interested” while ‘Bottom 3’ and “5” means “very interested.”refers to answers 1, 2 and 3. 118 Southeastern Institute of Research
  • 119. Implication Clear communication about Arlington Transportation Partners and the services it offersin support of employer efforts will serve to reduce SOV travel, ultimately increasing employee satisfaction and well-being. 119 Southeastern Institute of Research
  • 120. Restaurant and Retail Customer Parking Note: Due to extremely small sample size, results for this section are directional only. ! Caution !Small sample size for this section. 120 Southeastern Institute of Research
  • 121. Overall ease of getting to retail and restaurant Customer Transportation Modes locations: (# mentions)1 Very Difficult (0) 40%2 – (2) 35%3 – (7) 35%4 – (7)2 Very Easy (0) 30% 25% 24% 20% 15% Average % 10% 9% 9% 7% 6% 5% ! Caution ! Small sample 0% size. Car Other Walk Metrorail Bus Bike Mode (10-90) (0-10) (5-80) (0-30) (1-22) (0-20) (Range) (n = 16) (n = 8) (n = 16) (n = 14) (n = 11) (n = 10) (n) n = 16 C, Only E2. Please think about how your customers get to your location. Please estimate the percentage of Restaurant/Retail your customer base that uses each of the following modes. 121 Southeastern Institute of Research
  • 122. Effects of Transportation # Negative # Positive Ability to attract customers to 1 1 5 5 location Length of time spent in business 1 1 4 4 Ease of getting products and 1 1 5 4 services When customers are able to visit 1 2 4 6 ! Caution !Small sample size. Ability for customers to "shop local" 1 1 5 4 0 2 4 6 8 10 12 14 16 n = 16 C, Only E4. How does transportation access affect your customers? Please use a scale of 1 to 5 where “1”Restaurant/Retail means “very negatively” and “5” means “very positively.” 122 Southeastern Institute of Research
  • 123. Qualitative research participants Parking Availability expresseddissatisfaction in (Number of Mentions)the availability of bus parking for tours and other groups. Free Parking 11 Four of 16 restaurant/retail respondents Paid Street Parking 10indicated there isadequate parking at their place of business. Paid Garage Parking 5 All restaurant and retail E6 = 4 or 5 business leaders surveyed indicated there is currently parking available for their ! Caution !Small sample Other Parking 1 customers. size. 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 E5. Is parking available for customers at your location? Please select all that apply. n = 16 C, Only E6. Do you consider the amount of parking available in your location to be adequate? Restaurant/Retail 123 Southeastern Institute of Research
  • 124. Effects of Parking on Customers (Number of Mentions) Ability to attract 2 4 10 customers to location Length of time customers 2 6 8 spend in business Ease of getting products 2 5 9 and services to customers ! Caution !Small sample When customers are able size. 3 3 10 to visit Negatively Neutral/DK Positively n = 16 C, Only E7. How does your parking situation affect your customers? Please use a scale of 1 to 5 where “1”Restaurant/Retail means “very negatively” and “5” means “very positively.” 124 Southeastern Institute of Research
  • 125. Recap of Key Insights andRecommendations 125 Southeastern Institute of Research
  • 126. Summary• Business leaders are more likely than are other Arlington workers to live in Arlington County. But a higher share of business leaders (62%) drive alone to work, compared with the drive alone rate of all Arlington workers (55%). – There may be a “PR story” in the fact that AC business leaders’ commute mode split mirrors the entire County. Business leaders are leading the way. They can help the County move towards 40/60. – It is critical that AC continue to educate business leaders about the benefits of non-SOV travel; as they gain more information, they will be more likely, if not to change their own travel habits, to provide information to employees, impacting a positive trend towards sustainable travel. 126 Southeastern Institute of Research
  • 127. Summary• Even though most business leaders reside outside of the County, they have a positive perception of Arlington County, both as a place to live and as a place to conduct business. A large share also rate QOL higher than for other parts of the Washington metro area.• Business leaders share some concerns – particularly about the economy in general, worker recruitment/retention, and managing the transportation infrastructure in a growing metro area; 16% say “transportation/commuting” is a workforce concern. – Arlington County’s transportation infrastructure and commuting options should continue to be treated as integral to giving the County a competitive edge in supporting development and business. A focus on attracting private sector business is crucial as impacts from declining government employment and occupancy continue. 127 Southeastern Institute of Research
  • 128. Summary• Business leaders give Arlington high marks as a business location for the quality of the transportation system and its accessibility to customers.• But leaders also cite the high importance of continued investment in transportation. – Arlington County currently has a positive reputation among business leaders as a place to live, work and conduct business, and transportation contributes to the positive view. – Focus on continual improvements to the transportation system is crucial to maintaining the County’s metro area and national advantage. Purposeful development that aligns with the public transportation system is essential. 128 Southeastern Institute of Research
  • 129. Summary• Even before its expected growth, Arlington County is considered to have challenges, including parking and traffic congestion, for SOV drivers. Regional transportation system integration shows some shortcomings. – While there may not be a solution, it is important to acknowledge the challenges that traffic congestion presents. Parking solutions should be a constant consideration, and continuing efforts to manage a seamless regional system will allow commuters to more easily accomplish non-SOV travel.• Few business leaders are currently aware of Arlington County’s goal to manage rush hour traffic. While some question how realistic the goal actually is and are unsure how hard the County is working to achieve the goal, they do nonetheless acknowledge its importance. – As few business leaders are aware of the County’s current traffic goal and many are not of the mindset that the County is working hard to achieve what is considered to be an important goal, proactive communication about the goal and steps taken to achieve it is paramount. 129 Southeastern Institute of Research
  • 130. Summary• Despite general concerns about parking availability in the County, business leaders and HR personnel consider employee parking to be adequate, with multiple parking options. But a sizeable share of employers do offer free parking or parking subsidies. – The results suggest that employers are not overly concerned about employee parking, and the vast majority of employers’ locations are close to transit. This presents an opportunity to encourage employers to limit parking subsidies, except for carpools and vanpools, instead supporting transit options.• As self-reported by employers, transportation services and benefits are widely available to workers in Arlington County. Still, considerable opportunities exist to increase the offer and usage of such services and thus positively impact the use of sustainable travel. – Despite already widespread transportation benefit offerings from employers, potential exists for growth in some services – particularly in services for which employers have been less likely to receive implementation assistance. This suggests employers might be receptive to ATP assistance if targeted to these new services. 130 Southeastern Institute of Research
  • 131. Summary• While there has been a shift from awareness to use of Arlington Travel Partners since 2007, opportunities still exist for partnerships with the organization and use of its programs and services. – Clear communication about Arlington Transportation Partners and the services it offers in support of employer efforts will serve to reduce SOV travel, ultimately increasing employee satisfaction and well-being. 131 Southeastern Institute of Research
  • 132. Panel Interest 132 Southeastern Institute of Research
  • 133. 39% of Respondents (n = 75) Indicated Interest in Participating in a Research Panel Yes = 39% No = 61%n = 193H, D, C 133 Southeastern Institute of Research
  • 134. For Additional Information on This Study Contact:John Judy or Rachel Tallis Southeastern Institute of Research 804-358-8981 134 Southeastern Institute of Research
  • 135. Supporting Documents• HR Survey• C Class Survey• Developer Survey• Open-ended Questions Verbatim Responses 135 Southeastern Institute of Research