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  • 1. TDM: How Do You KnowYou Are Making a Difference? Howard JenningsArlington County Commuter Services ACT Canada October 17, 2011
  • 2. Arlington Context For TDM Arlington County Commuter Services 2
  • 3. Background/Context – Arlington, VA• Urban county next to Washington, D.C.• 210,000 res., 210,000 jobs, 43.6 million SF office• Transit-Oriented Urban Villages Development
  • 4. TOD Driven Growth• 1970’s Stagnant suburb, declining population• Metrorail construction in late 1970’s began dramatic turnaround• Pop up 38%: 1980 – 2011• Employment up 35%: 1980 - 2011• Development in Metro corridors since 1980: – Office up from 10 million to 35 million SF – Retail up from .5 to 4 million SF – Housing units up from 7,500 to 25,000• Total private office: 36.5 million sq. ft. – More than downtown Denver, Dallas, or LA Arlington County Commuter Services 4
  • 5. Rosslyn – Ballston Corridor 1979 - 2010 Arlington County Commuter Services 5
  • 6. High Quality of Life and Business Climate• One of hottest real estate markets in US• Lowest office vacancy rate in DC region – 7%• Highest retail sales in DC region - $752/sf• Strong residentialmarket 6
  • 7. Arterial Traffic Flat 1996 - 2009 70,000 +11% 60,000 Arlington Blvd (EW 6-lane Arterial) 50,000 Glebe Road - Ballston (NS 6-lane Arterial) Lee Highway - Rosslyn (EW 6-lane 40,000 -10% Arterial)Axis Title George Mason Drive (NS 4-lane Arterial) 30,000 -6% Washington Blvd - Virginia Square (EW 4-lane Arterial) +17% Wilson Blvd - Clarendon (EW 2-lane 20,000 1-way Arterial) -12% Clarendon Blvd (EW 2-lane 1-way -6% Arterial) 10,000 -25% - 1996 2001 2006 2009 Arlington County Commuter Services 7
  • 8. Major Transit Growth 1996 - 2009• MetroRail Arlington Stations: + 37%• Arlington Metrobus: + 34%• Va Railway Express (Crystal City): + 81%• Arlington Transit: + 1,360%• Total annual ridership: + 38% Arlington County Commuter Services 8
  • 9. Integrated Factors of Success• High-density, mixed use development clustered around transit service• High quality transit service – regional and local• Excellent walking environment• Safe, visible Bike routes and trails• HOV lanes• Complete Streets/Supportive Traffic management• Parking management (right supply, price)• Demand Management – creating a culture of balanced options, less car dependence Arlington County Commuter Services 9
  • 10. The Role of DemandManagement Arlington County Commuter Services 10
  • 11. TDM is the Software that Makes theCounty’s Transportation Hardware Work TDM Services • Shift modes from SOV to more sustainableUrban Villages Transportation options:Development Facilities & transit, walking, biInfrastructure Services king, carpool/van pool, telework, p eak shifting TDM Principle TDM: Information, As Move more people in fewer vehicles – sistance, and underlies whole Incentives integrated transportation and development program
  • 12. Arlington County Commuter Services A comprehensive program of TDM services and facilitiesWe make it easy to know about and use all transportation options. Arlington County Commuter Services 12
  • 13. TDM for Site Plan Development• County Requires TDM plans for bonus density – enforcement critical• ACCS helps fulfill conditions• Fees to ACCS to help fund program (small % of budget)
  • 14. The largest impacts have been from ACCS’svoluntary, market-based services and programs.
  • 15. Business Sales and Service: Arlington Transportation Partners• Workplace TDM programs – largest impact• 670 employer clients, 147,000 employees – 70% of workforce• 67% provide transit benefit - $18M/year in incentives• 319 residential clients, 67,000 units – 85% market penetration• 42 hotel clients – 100% penetration• Site Plan developer clients – assistance in compliance
  • 16. Retail: Commuter Stores ® • Personal assistance and ticket sales • 4 stores and Mobil Store • Annual sales of $30 M+ • 185,000 walk-in customers per year
  • 17. Customer Service Fulfillment Center703.228.RIDE call center for ART, websites • Fulfilled 29,000 inquiries in 2008 for transit info, fare media, and other services • Process over $30M in sales per year and growing - over 55% from web • Provide fare media for VRE, WMATA, MARC, MTA
  • 18. Distribution & Logistics and Bus Stop Signage• Supply brochures for Employer sales, CommuterStores, lobby displays, individual orders – online ordering system• Distribute 550,000 transit schedules per year• Placed transit info at 425 ART and 55 Pike Ride bus stops
  • 19. Internet, CommuterDirect, ArtAlert • One million visitors per year • First online fare media sales in US • Citation as “region’s best transportation resource”
  • 20. ACCS Marketing• Create a culture of balanced transportation options and less dependence on car travel• All transit marketing in County: ART, Metrorail/bus•, print & web ads, brochures, direct mail, Facebook, Twitter• Car-Free Diet Skeptics campaign – 2 skeptics went car free for 30 days and documented their experiences online – generate “buzz”• ART schedules & information at all bus stops
  • 21. Carsharing• National recognition for Arlington leadership• Partnership with Zipcar• 100 On-street spaces• 5,000+ members
  • 22. WalkArlington• Walking for commute, health, recreation• + Facebook + Meet-up• Community and school walking events• WALKAbouts 19 walking tours – 50,000 copies of brochure distributed• Pacer monthly newsletter with 1,500 subscribers
  • 23. BikeArlington• Encouragement and education for biking• Online:, Washington Area Bike Forum, Twitter• Bicycle Friendly Business program assistance• Bike Safety Classes• Arlington County Bike Map – over 50,000 distributed per year
  • 24. Capital Bikeshare• Largest bikeshare program in the U.S. - 118 stations and 1100 bikes• Launched September, 2010 by partnership between Arlington and D.C.• 1 million rides, 17,000 annual members in first year – double projections• 2012 expansion will more than double the size of the system• Alexandria joining
  • 25. Research: “The lifebloodOf the program” Southeastern Institute of Research 25
  • 26. ACCS Research and Evaluation Process Measuring Satisfaction and Impacts• Multi-year process to assess ACCS’ performance in customer satisfaction and measure impacts of travel behavior change• Surveys of customer groups and service users• Measure impacts with methods used by MWCOG and other respected regional evaluations
  • 27. Research Elevates TDM to Strategic Level in ArlingtonMulti-year Research Plan – Ongoing since 2006• 5% of budget – in line with private industry• Integral part of ACCS culture• Customer service and program improvements• Informs our annual work plans• Demonstrates benefits to employer prospects• Documents program results to funders• Proves value of TDM for Economic Development• Documents success of County’s TOD policies• Cited by County Board to justify TDM funding Arlington County Commuter Services 27
  • 28. Research / Evaluation ApproachProcess has 3 components: 1. Customer Satisfaction – Define customers’ needs and assess how well ACCS is meeting their needs and expectations 2. Program Performance – Measure use of ACCS’ services, document behavior changes, and estimate impacts 3. Service Enhancements – Identify service gaps and pilot test opportunities for new customer-centric services
  • 29. Customer Satisfaction• ACCS research measures customer satisfaction – forces customer-centric focus / behavior / accountability• Surveys identify key touchpoints and measures ratings of services – Level of overall satisfaction – Specific program component satisfaction• Analysis calculates areas for improvements: – Strategy refinements – Program improvements
  • 30. ACCS Master Touch Point Experience – Travelers & Residents Overall Behavior Impact/ First Impression Audiences First Contact Second Contact Modification Output Direct Ads Increased Website Adopt Desired Residents Call 228-RIDE awareness, fInfluencers Into System Referrals Behavior amiliarity, an Talk to Store Signage Commuter (Use Alternatives d Specialist consideratio Store Front On Some Trips) n of travel Metro/Transit choice Onboard Ads Travelers Visit Talk to Commuter decision- Newsletters Specialist making Maps Commuter Does Not Adopt Store Do Not Talk to Desired Behavior Brochures Increase Commuter mode split ALERTS Specialist Indirect Visitors Go to Reduce VMT Word of mouth Adopt Desired Google Commuter Behavior Fuel the BuzzMeasurement In-store Survey Customer service “Store Stickiness” ratings from in- Issue: Do we Ticket Sales Web Site Survey store Customer service collect non- COG SOC ratings from in-store customer contact ACCS Residents survey, Website Study info for follow up? popup survey ACCS Resident Survey survey, and 228- Survey RIDE audit survey
  • 31. Arlington County Commuter ServicesSatisfaction and Net Promoter ScoresConsumers are quitesatisfied with ACCS andare even willing topromote them. Satisfaction Net PromoterResidential Services 79% 62%Employer Services 75% 60%Commuter Store 95% 78%Commuter Direct (Individuals) 89% 82%Commuter Direct (Corporate) 95% 96%BikeArlington 59% 58%WALKArlington 61% 49%ART 85% 84%
  • 32. Impact Assessment• ACCS tracking defines participation – number of service users• Surveys measure behavior change since using services: (25 surveys to date) – What percent started non-SOV travel – What new modes they use – How often they use them – What modes they used before• Analysis calculates impacts: – Trips / VMT reduced - cars off the road – Tons of emissions reduced – Gasoline savings
  • 33. Highlights: Residents• 75% satisfied with transportation system & services (including TDM services)• 12% lift in Quality of Life perception when satisfied with transportation• 26% used ACCS services – 40% took action• Only 40% of residents’ total trips are drive alone• 16% of trips by foot Arlington County Commuter Services 33
  • 34. Highlights: BusinessArlington Business Leaders survey:• 87% say Arlington is good place to locate• #1 reason cited = transportation and access• Arlington’s transportation has positive impact on ability to conduct business (less than 16% say has negative impact) – Recruitment, customer access, workforce access, attendance, morale, productivity• Helps residential properties attract residents Arlington County Commuter Services 34
  • 35. Arlington County’s Business Leaders Say the County’s Transportation System Has a Positive Impact on their Ability to Conduct Business Less Than 16% Think it Has a Negative Effect Ability to recruit employees 15% 41% 28% 69% Note: Only 2 respondents Customers ability to reach business 13% 39% 30% 69% (2%) gave all Access to broad workforce 12% 38% 29% 67% of these 15% Employee attendance 39% 24% 63% attributes a“3” indicating Ability to retain employees 16% 37% 25% 62% that Employee morale 16% 42% 15% 57%transportation Employee productivity 11% 39% 16% 55%does not affect their Cost to obtain supplies 13% 29% 18% 47% organization. Cost to deliver services/products 15% 29% 15% 44% Emergency preparedness 11% 22% 17% 39% Employee health 9% 25% 8% 33% -50% -30% -10% 10% 30% 50% 70% 90% Somewhat negatively Very negatively Somewhat positively Very positively Q21: In what ways and to what extent does the quality of the transportation system in Arlington County affect your organizations ability to conduct business?
  • 36. TDM Worksites vs. No TDM Alt modes double Drive Alone 28% Lower 12% Alt mode use Carpool/vanpool2007 State of theCommute 4% - With TDM – 43%Q15 Nowthinking about - Without TDM – 21%LAST week, how 3%did you get to Bike/walkwork each day. 3% Respondents who 28% Yes, employer offers commute to Transit a work 14% No, employer doesnt offer location in Arlington Co 57% Drive Alone Employer 79% offers n = 291 0% 20% 40% 60% 80% 100% Employer doesn’t offer n = 129
  • 37. ACCS Impact Model: Big impact from TDM• 40,000 SOV trips/day off the roads• 670,000 VMT reduced• 28,000 gals of fuel saved• 309 Tons Greenhouse gases reduced/day• $25 million increase in transit revenues/yearComparison of scale: One expressway lane = 4,000 – 6,000 vehicles in peak period
  • 38. Research Database at Summary, Questionnaire, Data Tables, & Report
  • 39. Innovation &Collaboration Arlington County Commuter Services 39
  • 40. Transporting the Future• A project of Arlington County Commuter Services• Innovation, research and collaboration to further the effectiveness of TDM• Training for TDM professionals and businesses• Transit tech project: Delivering new user- friendly communication advances• Provocative speaker series Collaborate with us: Arlington County Commuter Services 40
  • 41. Thank You! Contact: Howard JenningsArlington County Commuter Services 571 214-2974