goDCgo implemented new programs and tactics over the past year to expand their reach. They launched residential and university services programs to promote sustainable transportation to those groups. Their employer services program continued successfully promoting options like Capital Bikeshare and Circulator. goDCgo hosted various events, grew partnerships, and saw increases in metrics like new employers enrolled and transportation benefit programs.

1. Annual Report.
Contract Year Four: March 2013 – June 2014

2. Introduction.
In the past year, goDCgo implemented a range
of fresh tools and tactics – along with launching
two new programs – to expand goDCgo’s reach
and impact with employers, residents and
visitors throughout the District. By leveraging
our successful Employer Services program, we
enhanced our position as the experts in TDM and
local sustainable transportation by introducing
Residential Services and University Services to
our program offerings. Through an integrated
marketing approach, we designed these new
programs from the ground up to further the
goDCgo brand while focusing on the unique
needs of each audience.
Our Employer Services program continued its influence by
attending and growing goDCgo’s presence at highly promoted
Earth Day/Week events and employer Health and Wellness
fairs, where we were able to engage the public face-to-face,
build our client base and provide education on commuter
benefits. Our semi-annual complimentary Employer Seminars
proved a valuable forum for sharing TDM best practices and
thought leadership, promoting the Circulator and Capital
Bikeshare and generating new client leads.
In cooperation with Metropolitan Washington Council of
Governments, we developed extensive promotional campaigns
around the 2013 and 2014 Bike to Work Day events and 2013
Car Free Day. In addition, we managed outreach to hotels for
providing Circulator and Capital Bikeshare passes, as well as
building on our past successes with Capital Bikeshare corporate
partnerships. The Employer Services program also continued
to work with clients to keep them informed of employee transit
benefits, including federal transportation fringe benefits changes
that went into effect January of 2014. We were successful in
achieving our goal to improve our market penetration through
communications vehicles such as our monthly e-newsletter and
increasing the number of new employers with transportation
benefits programs at all levels.
◊ BUS TO THE BALLPARK ◊ BUS TO THE BALLPARK ◊
SUMMER HOURS
BUS TO
T
HE
BALLP
A
RK!


Extended Service On
Nationals Game Days!
Union Station-Navy Yard Route
Late Night: Service until Midnight
for games beginning at 4:05pm or later
Sunday: 10am – 10pm

3. Goals of our Residential and University Services programs
were to replicate critical success factors from our Employer
Services program, which included designing dedicated web
banners and pages on the goDCgo website, creating custom
“Quick Glance”transit information sheets, discussing Capital
Bikeshare corporate partnerships, hosting public-facing
events and developing a robust client database of contacts.
Our marketing and communications initiatives met key
objectives of cultivating new community partnerships,
building on existing relationships/annual events within the
District (like the National Cherry Blossom Festival), increasing
awareness and ridership for the Circulator and Capital
Bikeshare, driving more traffic to the goDCgo website and
gaining new followers on all our social media channels. Whether
it was an innovative contest involving a custom“pink”Capital
Bikeshare bike, or including the Washington Nationals“Racing
Presidents”mascots to promote expanded hours for the Circu-
lator, or designing direct mail collateral for Business to Business
services and programs, our goals were successfully achieved
throughout the year.
The goDCgo website was given a minor re-design and
re-launched to include fresh content with banners and pages
featuring our two new programs: Residential and University
Services. The continuous updating of content on the dccircu-
lator.com website, such as integrating“Service Alerts”on the
home page was also a top priority.
•32,100 commuters made a travel change after
receiving goDCgo services – 8% increase from last year
•32,325 Vehicle Trips Reduced (VTR) Daily –
additional 433 VRT from last year
•Reduced 481,044 Vehicle Miles Traveled (VMT) Daily
•Saved 17,608 Gallons of Gas Daily
•Seven million trips on Capital Bikeshare
Quick Stats:
101,059,269
CALORIES
BURNED
ApRIL
BUSIEST
DAY
45 BIkES
mAINTAINED
DAILY
6 TOTAL REBALANCINg vANS
1,012+ BIkES REBALANCED DAILY
22,667ANNUAL & mONThLY
mEmEBERS
YEAR 3
BY ThE
NUmBERS
11,372 RIDES
CAp
ITAL BIkEShARE ST
ATIONS
2,457,058 TRIpS TAkEN
2,899,328 mILES RIDDEN
TOTAL
YEAR 3
45 NEW STATIONS =246 TOTAL STATIONS
hAR
DEST WORk
INg
B I k E
0000 TRIpS
TOOk
FOR
0000 mILES
ARLINgTON
ALEXANDRIA
DISTRICT
178
8
60
1 2 3 4 5 6
7 8 9 10 11 12 13
2014
21
28 29 30
22 23 24 25 26 27
15 16 17 1819
+40
DISTRICT
STATIONS +15
ARLINgTON
STATIONS +0
ALEXANDRIA
STATIONS

4. Employer
Services.
goDCgo Employer Services increased our
engagement by attending 30% more Earth
Day/Week celebrations, health and wellness
fairs for employers, both promoting general
commuting information and representing
Capital Bikeshare and Circulator. Employer
services attended a total of 89 events over the
year, reaching more than 11,027 commuters.
For both the 2013 and 2014 Bike toWork Day events, we
designed a DC-specific direct mail piece sent to over 1,400
employers to encourage participation in Bike toWork Day
and to promote Capital Bikeshare corporate partnerships.
Employer Services also developed 12 direct mail campaigns,
including one focused on more than 100 hotels to encourage
providing Capital Bikeshare memberships and Circulator
passes for the guests and employees, resulting in the sale of
1,511 Capital Bikeshare 24-hour memberships in the last year.
Bicycle promotions resulted in Employer Services discussing
Capital Bikeshare Corporate partnership opportunities result-
ing in 29 new signups for a total of 90 corporate partners with
1,928 memberships sold. Employer Services collaborated with
WABA(WashingtonAreaBicyclistsAssociation)inorganizing 4
Everyday Cycling classes with corporate partners. A highlight
of the year was adding the Executive Office of the President
of the United States as a Gold Capital Bikeshare Partner with
363 new memberships along with the opportunity to host an
Everyday Cycling class for the staff.
Use hand signals to tell motorists,
cyclists and pedestrians what you intend to do.
Be predictable.
wear a helmet.
Helmets dramatically reduce the risk of head
injury in a bicycle accident.
follow all traffic laws.
Bicyclists are required to obey all regulatory
signs and traffic lights.
Beware of ParKed car doors—
they can oPen at any time.
Ride at least 5 feet away from parked vehicles.
ride on sidewalKs only when necessary
and always yield to pedestrians. Riding on the sidewalk is
illegal in downtown Washington, DC and in Alexandria in
the King/Union Street Commercial Zone.
MAP
1
2
Pedestrian
Vehicle
BE ALERT.
MAP
1
2
Pedestrian
Vehicle
BE ALERT.
MAP
1
2
Pedestrian
Vehicle
BE ALERT.
MAP
1
2
Pedestrian
Vehicle
BE ALERT.
MAP
1
2
Pedestrian
Vehicle
BE ALERT.
do not dodge Between ParKed cars.
Ride in a straight line at least 5 feet away from
parked cars.
ride in single file, except when passing.
Be alert. Scan the road.
Always know your surroundings.
Be carefUl at intersections.
Use caution since most collisions occur at
intersections. Watch for turning vehicles.
never ride against traffic.
Ride with traffic to avoid potential crashes.
MAP
1
2
Pedestrian
Vehicle
BE ALERT.
MAP
1
2
Pedestrian
Vehicle
BE ALERT.
MAP
1
2
Pedestrian
Vehicle
BE ALERT.
MAP
1
2
Pedestrian
Vehicle
BE ALERT.
MAP
1
2
Pedestrian
Vehicle
BE ALERT.
3-day membership
See directions inside to redeem this code
Kev1234
3-day membership

5. goDCgo successfully hosted two complimentary Employer
Seminars with an average of 35 attendees representing
more than 20 private and public sector organizations. Our
“Transportation & Sustainability”seminar helped attendees
learn about the role of transportation in sustainability goals
and LEED certification while our“Transportation & Health”
seminar offered a new format with a cross-sector panel
sharing best practices on active transportation and how
organizations that support workplace health, biking and
walking programs have enhanced productivity, decreased
employee absenteeism and lowered health insurance costs.
Our success was measured by a 100% return rate from our
feedback survey where all attendees gave positive ranking
to the agenda and speakers. To continue the conversation
after the seminar, we sent a post-event email to engage
attendees via social media with a“Storify”recap of the top
Twitter comments and key takeaways from the discussion.
Aside from customer-facing events, goDCgo Employer
Services conducted over 50 in-person client meetings,
designed four customized employee commuter surveys
and created 20 unique Quick Glance information sheets.
In addition to maintaining and building relationships with
clients and implementing commuter benefits and Capital
Bikeshare Corporate partnerships, the Employer Services
team contributed 2-3 articles per month to the goDCgo
monthly e-newsletter as well as writing an Employer
Services e-newsletter every month throughout the year.
The newsletter is distributed to 746 employers every month.
goDCgo Employer Services continues to reach an average
of 1,000 employers on a monthly basis through events,
in-person meetings, calls, social media and online
communications (newsletter, etc). Our monthly e-newsletter
has increased its reach over the last year by 8,000
additional recipients.
• 42 new employers, Levels 1 through Levels 4
• 6 new Level 3 Employers – totaling 524
• 4 new level 4 clients – highest level, totaling 83
• 89 events reaching 11,027 commuters
• 39,927 monthly e-newsletter recipients
• 90 Capital Bikeshare Corporate Partners
• 1,928 Capital Bikeshare Corporate Memberships
Quick Stats:
YOU ARE HERE
Bike lanes and sharrows
Cycle tracks
Off-street trails
Shared lanes (D.C. only)
On-street signed routes
No biking on sidewalks zone
Georgetown – Union Station
Union Station – Navy Yard Metro
Woodley Park – Adams Morgan –
McPherson Square Metro
Capital Bikeshare Stations
Metro entrances
Metro Stations
Bikestation and Bike
and Roll rentals
M
M
M
M
M
M
M
M
M
M
M
M
M
M
M
M
M
M
M
M
M
M
M
M
M
M
M
Printed on 100% recycled paper.
At our FREE seminar, you’ll learn more about:
Join us over breakfast at Kaiser Permanente’s Center for Total Health to find out how your
organization can better incorporate active transportation programs into your employees’ lives.• Innovative ways to encourage employees to participate in your wellness programs
• The role of active transportation in creating and maintaining a healthy workforce
• Best practices from employers who are creating a healthier workforce by
encouraging active transportation initiatives
keynote Speaker:Tracy Hadden Loh, Ph.D., Research Director,
Rails to Trails ConservancyA panel of DC employers from the federal government,
nonprofit and private sectors will discuss their best practices
and lessons learned, including:•Edelman
•International Relief & Development
RSVP for our free seminar by June 16
at www.goDCgo.com/seminar
We look forward to seeing you there!
When: Thursday, June 19 9:30-11:30AMWhere:Kaiser Permanente Center for Total Health
700 Second St. NE Washington, DC 20002

6. University
Services.
goDCgo’s University Services program focuses on
the implementation and marketing of sustainable
transportation strategies and programs to the
District’s many prestigious universities. These
efforts are designed to identify transportation
options and improve the daily travel of students,
faculty and staff to reduce congestion both on
campus and around the District.
Our goal for the first year of the program was to create an
outreachcampaign,developcontactsandcultivaterelationships
with all seven universities (American, Catholic, Gallaudet,
Georgetown, GeorgeWashington, Howard and University of
the District of Columbia) by offering support and services to
theirTDM and/or sustainable transportation coordinators.
In less than a year since launching this new program area,
we achieved success through raising awareness of this new
programthroughthedevelopmentofprintedmarketingmaterials
and custom“Quick Glance”information sheets, highlighting
goDCgo’s services and also communicating through the
goDCgo.com website with a custom page and featured web
banner. A highlight was signing up American University as a
Capital Bikeshare Corporate Partner with 200 memberships.
• 7 events reaching over 500 University commuters
• 57 client meetings attended
• 140 new contacts
• 200 Capital Bikeshare Corporate Memberships
Quick Stats:

8. Residential
Services.
goDCgo’s Residential Services program focuses
on the implementation and marketing of sus-
tainable transportation strategies and programs
to residential properties in the District. These
efforts are designed to identify transportation
options and improve the daily travel of residents
to reduce congestion and improve air quality in
the District and around the region.
Our goal for the first year of the program was to create an
outreachcampaign,developcontactsandcultivaterelationships
with multi-tenant residential buildings, property managers,
concierges and developers by offering support and services that
provide transportation amenities to enhance District properties
and attract and/or retain tenants. In addition, a key focus area
wasreachingresidentsinWards7and8topromotetransportation
options in their neighborhood using Capital Bikeshare,
Circulator and Zipcar.
In less than a year, the newly launched Residential Services
program achieved success through raising awareness by the
development of printed marketing materials and custom“Quick
Glance”information sheets, highlighting goDCgo’s services and
also communicating through the goDCgo.com website with a
custom page and featured web banner, and the creation of a
Residential Services database building it from zero to 460
properties in less than six months.
Program highlights include a direct mailing to over 400
residential properties to promote the 2014 Bike to Work
Day. We also signed up the first DC residential property in
goDCgo’s history as a Capital Bikeshare Corporate Partner.
Finally, we designed and distributed a bulk mailing of more
than 9,000 pieces to Single Family Homes in Wards 7 & 8
featuring discounted memberships and/or free ride coupons
for Capital Bikeshare, Circulator and Zipcar.

9. • 6 Lobby events reaching more than
200 residents/commuters
• 50 client meetings attended
• 460 Residential Properties in database
• 30 Quick Glances created
• 9,000+ Single Family Homes in
Wards 7 & 8 received direct mailer
Quick Stats:
70 Capitol Yards
70 Eye Street SE, Washington DC 20003
CAPITAL BIKESHARE
Capital Bikeshare puts thousands of bikes at over 300 stations at your fingertips. The closest Capital Bikeshare
stations to 70 Capitol Yards are located at 1st
& K Street SE, M Street & New Jersey Avenue SE, 3rd
& G Street SE,
3rd
& Tingey Street SE and 1st
& N Street SE. Annual, monthly and daily memberships are available. For a station
map and more information, visit capitalbikeshare.com.
CARPOOLING & VANPOOLING
Looking for a better way to get to work? Talk with neighbors who work around the same area and share the ride
or visit commuterconnections.org to register for ridesharing. This regional database will work to match you up
with fellow carpoolers or vanpoolers.
DC CIRCULATOR
The DC Circulator runs every 10 minutes. The closest DC Circulator stop is along 1st
& K Street SE on the Union
Station—Navy Yard route. Visit dccirculator.com for more information about routes and hours of operation.
GUARANTEED RIDE HOME
If you regularly (2 days a week or more) commute to work by carpool, vanpool, bike, walk or public
transportation, you are eligible for the Guaranteed Ride Home program! This program provides FREE rides home
(up to 4 times a year) when the unexpected arises such as unscheduled overtime, an illness, a family emergency
or a sick child. Sign up by visiting commuterconnections.org.
CARSHARING
Carsharing is a system of shared access to vehicles parked in your community. These programs provide users
with a clean, well maintained automobile that can be driven for as long as needed and paid for by the hour, day
or mile. Visit zipcar.com , car2go.com , www.hertz247.com or www.enterprisecarshare.com for details.
METROBUS SERVICE NEARBY
Numerous Metrobus routes provide service nearby on the V9, A42, A46, A48, P6, V7 and V8.
BIKING & WALKING
Biking and walking to work is a great way to fit in a workout during your
commute. Bikers and walkers are encouraged to take extra precautions
when crossing intersections. Visit godcgo.com/biking for more tips.
METRO STATIONS
Navy Yard Metro (Green Line)
.3 miles
Capitol South Metro (Blue/Orange Lines)
.5 miles
Transportation Options

10. Marketing &
Communications.
goDCgo began the contract year in June 2013 by
re-launching the goDCgo website on a new
platform. Visitors to the goDCgo website are
now welcomed by an informative scrolling banner
and a wealth of easily-accessible information on
the transportation options in the District.
The new goDCgo website benefitted from two fall marketing
campaigns designed to expand the reach of goDCgo as
DC’s transportation information authority. We conducted a
marketing campaign in cooperation with local businesses,
using direct mail and email outreach to offer sustainable
directions writing services for each partner’s website.
goDCgo provided 26 unique websites with sustainable
transportation options that included Capital Bikeshare,
Circulator and WMATA.
During the Commuter Connections campaign for Car Free
Day 2013, we created and hosted a contest for social
media followers to encourage pledges and offer prizes from
local business partners.The contest resulted in an additional
492 email subscribers for the goDCgo newsletter, as well
as generated a new 160 Twitter followers in September and
drove more than 1,200 page views on the contest web page
on goDCgo.com.
During December and January, we put a spotlight on
goDCgo Employer Services by spreading the word about
significant changes in the FederalTransit Commuter Benefit.
By engaging our audiences with a variety of communications
vehicles such as email and social media, we drove more
than1,000pageviewstothenewspageimploring employees
to take action to preserve fringe benefit equity.

11. In March, we began our most ambitious strategic partnership
to date by developing a truly integrated and multi-channel
marketing campaign with the National Cherry Blossom
Festival, with the goal of increasing brand awareness of
DDOT-owned transit options and programs to residents and
visitors throughout the National Cherry Blossom Festival, and
encourage use of sustainable transit modes for the anticipated
1.5 million people visiting the District during the Festival.
Our campaign featured:
• Festival-specific web pages for goDCgo.com and the
DCCirculator.com websites
• Hotel outreach promoting transit options to visitors
• Use of DDOT PSA (Public Service Announcement)
advertising space
• Social media campaign based on a pink Festival-themed
Capital Bikeshare bike with a contest and prizes donated
by area businesses

12. The Capital Bikeshare“Bike to the Blossoms”
campaign included:
• A Festival-themed, custom-designed vinyl wrap of
one Capital Bikeshare bike, dubbed“#bikeinbloom”
• A #bikeinbloom social media contest featuring prizes
from area businesses. Entries were user-generated
images when finding the bike in service during
Festival dates
• Bike corrals during all Festival weekends highlighted
through the Capital Bikeshare website and the National
Cherry Blossom Festival website to promote ridership.
• Official Festival-themed blossom stickers on all
DDOT-owned Capital Bikeshare bikes
The DC Circulator“Explore DC Beyond the Blossoms”
campaign included:
• A Festival-specific web page highlighting neighborhoods
served by Circulator outside of National Mall to visitors
• An in-bus rack card promoting DC neighborhoods
served by Circulator to riders
• Official Festival-themed blossom stickers on all buses
• Branded Circulator social media channels with
Festival-themed artwork
• Promotion of“Petal Pass”and“Cherry Picks”Festival
partners through social media channels
In addition in our hotel marketing, we created Cherry
Blossom-themed Quick Glances (information/FAQ sheets);
advertised and sold bulk passes for DC Circulator and Capital
Bikeshare to hotel partners.
The strategic partnership between goDCgo and the National
Cherry Blossom Festival was an unparalleled success.
•The #bikeinbloom contest drove engagement with our
members on all three Capital Bikeshare social media
channels, and established our Instagram feed as a social
media resource – over one (1) million hashtag impressions
generated during the Festival
•The #bikeinbloom experienced high levels of usage during
its time in service and was featured as part of an interview
with DDOT’s Bikeshare Program Coordinator about getting
to the Festival onWTTG Fox 5’s morning news program
• Ridership during the National Cherry Blossom Festival broke
single-day trip records and garnered a number of mentions
from media in news posts about the Festival
• goDCgo’s website also received a substantial jump in web
traffic over the course of the Festival:The goDCgo listing on
the Festival website accounted for over 4,600 site visits,
a 370% increase over the previous month
•Throughout the Festival, there were over 8,700 new visitors
to the goDCgo.com website, a 125% increase over the
previous month
•The bulk mailing to hotel partners resulted in a total of
200 Capital Bikeshare passes sold during the
promotional campaign
The goDCgo“City in Bloom”campaign included:
• A Festival-specific web page featuring transit directions
to the Tidal Basin
• Transit tips for the Festival in General and Employer
email newsletters
• A mailing to hotel contacts promoting bulk sales of
Capital Bikeshare, Circulator passes
• An advertisement utilizing DDOT PSA Space in bus
shelters promoting goDCgo.com
• A cherry blossom logo that highlighted the Tidal Basin on
the goDCgo interactive map
• A transportation training guide for Destination DC
(and National Cherry Blossom Festival) call center
• Branded goDCgo social media channels with
Festival-themed artwork
Restaurants
Grab brunch at a bistro in Adams Morgan, sample
global cuisine in Dupont or try tapas in Penn Quarter.
DC has you covered for every meal of the day!Nightlife
DC doesn’t slow down when the sun sets! Catch an
event at the Verizon Center in Chinatown, hit the club
scene on K Street, or check out a trendy bar on U Street.Shopping
From large department stores Downtown, to small
clothing boutiques in Georgetown, set aside some
extra time for shopping while visiting DC.
Zoo
The National Zoo is one of DC’s largest attractions,
and calls itself home to giant pandas, Asian elephants,
lions and a huge assortment of other exciting
insects, amphibians, reptiles and mammals; and
the best part is, admission is completely free!Eastern MarketA must see when visiting DC, Eastern Market offers
fresh produce, meat, cheeses, flowers, baked goods
and an exceptional outdoor flea market including arts
and crafts that you’ll only find at DC’s premiere food
and arts market!
Monuments & MemorialsDC is home to some of the country’s most recognized
and historical monuments. Visit the National Mall
to see the iconic Lincoln Memorial and Washington
Monument or take a tour of the entire District to
experience all the monuments lining the streets and
parks of our nation’s capital.
Museums
From the Air and Space Museum to the Postal
Museum, the District has a little something foreveryone. And like many DC landmarks,all Smithsonian Museums are free to visit!
For more information visitdccirculator.com/blossoms
Explore DC Beyond the Blossoms
Ride. Explore. Connect.
Step into spring with the 2014 National Cherry
Blossom Festival, March 20 – April 13. The nation’s
greatest springtime celebration includes many
events around the city. While enjoying the
beautiful cherry trees and cultural festivities,
you can also explore DC beyond the blossoms
with the Circulator! All five of our routes service
many of the diverse and unique neighborhoods
in the District and Rosslyn, VA.
Explore DC
Beyond
the Blossoms

13. Quick Stats:
• Over 10,000 @bikeshareTwitter followers for Capital Bikeshare
• 166,111 visitors to goDCgo.com website
• 21% increase in web traffic and page views over previous year
• Added over 1,000 new @godcgo Twitter followers
• Added 295 goDCgo Facebook page Likes
• Added 550 new goDCgo email subscribers
• 1 million #bikeinbloom hashtag impressions
• Broke single day trip record of 15,746 Capital Bikeshare rides
• Broke monthly ridership record of 320,714 trips in June 2014
Our Bike to Work Day marketing involved coordinating 17
individual“pit stops”in the District by providing DC-specific
posters, giveaways and attention from our website and social
media leading up to Bike to Work Week. In addition, we
executed a demand generation campaign for registering Bike
to Work Day participants by dispelling #bikemyths through
goDCgo social media channels. Our efforts resulted in 16,700
commuters registered for Bike to Work Day; a 14% increase
from last year. We also attended three pit stops in the District,
and procured a Circulator bus for the Freedom Plaza stop to
help cyclists learn how to put a bike on a bus bike rack.
Despite significant morning rain on the day of the event,
our staff helped to support pit stop volunteers and promoted
goDCgo to the dedicated biking attendees.
We enhanced an assortment of Capital Bikeshare marketing
brochures and other print collateral from a total re-design of
the Bikeshare member“key back”card to creating new Bulk
Membership flyers and a re-branding of Corporate Member
flyers for all four jurisdictions. In the spring of 2014, we
updated the Arlington County Bikeshare station map panels
to indicate how quickly you could get from that location to
another Bikeshare station location; demonstrating that biking
is often faster than getting to the same location by car.
One of our objectives was to nurture our existing community
partnerships while growing our influence with new partners.
As a result, we increased our community partnerships by 40%
this year. We built on the success of our National Cherry
Blossom Festival partnership and a highlight in the Spring
of 2014 was promoting the Circulator at a Destination DC
travel rally. We invited the public to enjoy a fresh cup of coffee
served from a Circulator bus and we reached over 200
industry professionals; Mayor Gray spoke and gave a
“shout out”to the Circulator and Capital Bikeshare during
the opening kick-off.
The efforts of goDCgo in the past year culminated in amplifying
our online marketing and social media reach by gaining more
than 10,000 Twitter followers (a 20% increase from last year)
and year-end totals of 166,111 total visitors to the goDCgo.
com website, up 12% from last year.
TM
Capital Bikeshare provides members with shared access to
thousands of bikes and hundreds of stations throughout the
District, Arlington, Alexandria and Montgomery County.
For station locations, visit capitalbikeshare.com.
1-877-430-BIKE (2453) • CapitalBikeshare.com

14. GODCGO TRANSPORTATION PROGRAM
2013 IMPACT EVALUATION – SUMMARY REPORT
JULY 2013 – JUNE 2014
PREPARED BY:
LDA CONSULTING
WASHINGTON, DC, 202-548-0205
JULY 16, 2014

15. goDCgo – July 2013-June 2014 Program Impact Report
i
TABLE OF CONTENTS
SECTION 1 – EVALUATION METHOD 1
OVERVIEW 1
PERFORMANCE INDICATORS 1
IMPACT CALCULATION APPROACH 3
SECTION 2 – 2013 PROGRAM IMPACTS 6
IMPACT SUMMARY 6
SERVICES INCLUDED N THE EVALUATION 6
FACTORS USED IN THE CALCULATION 8
APPENDICES 10
2013 Impact Calculation Worksheets
1-a Calculation Factors 11
1-b Vehicle Trip and VMT Impacts – Calculation by Service 12
1-c Service Overlap Factors 13
1-d Summary of Program Impacts 14
1-e Notes on Data Sources 15

16. goDCgo – July 2013 – June 2014 Program Impact Report
1
SECTION 1 – EVALUATION METHOD
Overview
In
early
2010,
the
District
of
Columbia
Department
of
Transportation
(DDOT)
initiated
the
goDCgo
program
to
provide
travel
information
and
assistance
services
to
residents,
employees,
and
visitors
of
the
District
of
Columbia.
The
program
offers
a
variety
of
Transportation
Demand
Management
(TDM)
services
designed
to
reduce
reliance
on
single-­‐occupant
vehicles
for
travel.
TDM
actions
can
facilitate
and
encourage
use
of
non-­‐drive
alone
“shared
ride”
travel
options
such
as
carpooling,
vanpooling,
and
public
transit
or
non-­‐motorized
transportation
options,
such
as
biking
or
walking.
TDM
actions
such
as
telework
and
compressed
work
schedules
can
enable
travelers
to
avoid
a
trip
entirely
or
shift
the
time
the
trip
is
made
to
a
less
congested
time
of
day.
This
report
documents
reductions
in
vehicle
trips,
vehicle
miles
traveled,
vehicle
emissions,
and
energy
use
generated
through
use
of
goDCgo
services
during
its
third
year
of
operation,
from
July
2013
through
June
2014.
Performance Indicators
goDCgo
is
charged
with
documenting
the
results
of
its
services.
The
evaluation
system
developed
for
the
goDCgo
program
defines
performance
by
a
progression
of
actions
that
track
with
the
behavior
transformation
continuum
typically
applied
to
social
marketing
models:
• Awareness
Build
initial
awareness
of
options/concept
• Familiarity
Increase
appreciation
and
understanding
of
specific
options
• Consideration/Trial
Try
one
or
more
options/have
a
favorable
experience
• Desired
behavior
Adopt
the
behavior
in
everyday
living
The
goDCgo
impact
evaluation
adapts
this
model
for
a
seven-­‐
step
“continuum”
of
results.
The
first
five
steps
mirror
the
social
behavioral
change
model
described
above.
The
sixth
category
assesses
the
factors
influencing
the
behavioral
changes.
The
final
category
defines
external
impacts
resulting
from
the
behavior
changes.
The
2013
goDCgo
evaluation
estimates
transportation
and
emission
impacts,
but
future
evaluations
also
could
include
other
personal
or
social
impacts,
such
as
enhanced
quality
of
life,
personal
travel
savings,
and
other
outcomes
or
benefits
of
travel
behavior
changes.
Travel
Behavior
Change
Continuum
1) Awareness
of
modes/TDM
services
2) Attitudes
toward
modes,
willingness
to
try
new
mode
3) Participation
in
services
4) Satisfaction
with
services
and
repeated
use
5) Utilization
of
modes,
travel
changes
6) Influences
on
decisions
to
change
7) Impacts
from
travel
changes
The
primary
focus
of
this
report
is
category
7,
Program
impacts,
but
indicators
in
categories
3
(Participation),
5
(Utilization),
6
(Influences),
also
are
relevant
to
this
report,
as
they
are
used
as
components
in
the
calculation
impacts.
Following
are
brief
explanations
of
each
category
and
typical
sources
of
data
for
a
TDM
program
evaluation.

17. goDCgo – July 2013 – June 2014 Program Impact Report
2
• Participation
(category
3)
–
Program
participation
refers
to
the
number
of
customers
who
receive
a
TDM
services,
for
example,
the
numbers
of
employees
at
employer
client
sites
or
the
number
of
GoDCGo.com
website
users.
Participation
data
are
typically
captured
through
program
tracking.
• Mode
Utilization
/
Travel
Change
(category
5)
–
In
the
context
of
TDM
performance,
travel
change
refers
to
changes
customers
make
in
how,
when,
or
where
they
travel
as
a
result
of
the
services
they
received.
In
this
evaluation
travel
changes
are
characterized
by
three
indicators:
1) Trial
placement
rate
–
percentage
of
service
users
who
tried
a
new
travel
mode
after
receiving
a
service,
but
did
not
continue
using
it.
A
related
element
is
the
duration
of
the
new
travel
arrangement—how
long
did
the
travel
change
last?
2) Continued
placement
rate
–
percentage
of
service
users
who
made
a
travel
change
and
continued
the
change
3) Alternative
mode
placements
–
the
total
number
of
service
users
who
made
a
change
to
an
alternative
mode
These
indicators
are
assessed
by
surveying
a
sample
of
the
targeted
population
to
ask
about
their
travel
patterns
during
the
evaluation
period
and
identify
commuters
who
made
a
travel
change.
• Influence
on
Change
(category
6)
–
Because
many
factors
influence
travel
behavior,
the
evaluation
also
examines
the
role
the
service
played
in
influencing
the
travel
change.
Influence
typically
is
assessed
through
surveys
of
customers
who
use
the
service
and
make
a
travel
change.
• Impacts
(category
7)
–
The
final
set
of
performance
indicators
represent
the
contribution
of
the
services
to
regional
travel
and
air
quality
objectives,
including:
1)
Vehicle
Trip
Reduction
–
Measure
of
reduced
single-­‐occupant
travel—e.g.,
“cars
off
the
road.”
This
is
typically
measured
by
surveying
a
sample
of
service
users
about
their
current
travel
and
their
travel
before
they
used
the
service.
These
survey
data
are
used
to
derive
a
multiplier
factor
that
represents
the
average
number
of
trips
reduced
per
user.
2)
Vehicle
Miles
Traveled
(VMT)
Reduction
–
A
second
measure
of
reduced
single-­‐occupant
mileage,
either
by
vehicle
trips
eliminated
or
reduced
length
of
existing
vehicle
trips.
VMT
reduction
also
is
typically
measured
through
a
survey
of
service
users.
In
this
case,
survey
data
are
used
to
derive
a
multiplier
factor
for
the
average
miles
per
trip
reduced.
3)
Emission
Reduction
–
Reductions
in
various
pollutants
emitted
by
vehicles.
For
the
goDCgo
evaluation,
this
impact
is
calculated
by
multiplying
the
vehicle
trips
reduced
and
VMT
reduced
by
emission
factors
that
are
specific
to
the
Washington
metropolitan
region.
4)
Energy
Savings
–
Reduction
in
fuel
used
for
travel
purposes.
This
impact
also
is
calculated
using
a
multiplier
factor
related
to
the
average
fuel
economy
of
the
region’s
vehicle
fleet.

18. goDCgo – July 2013 – June 2014 Program Impact Report
3
The
factors
noted
above
are
applied
in
the
impact
calculation
methodology
to
calculate
TDM
program
impacts
resulting
from
commuters’
travel
changes.
These
calculations
are
briefly
described
below.
Section
2,
which
presents
the
results
of
the
impact
calculation,
explains
specifically
how
this
basic
approach
was
implemented
in
the
goDCgo
evaluation.
Impact Calculation Approach
Figure
1
illustrates
the
method
developed
to
calculate
travel
and
air
quality
impacts
for
goDCgo
services.
As
shown,
it
consists
of
a
series
of
multiplication
steps
beginning
with
a
definition
of
the
population
base
for
a
particular
service.
A
series
of
multiplier
factors
derived
from
a
survey
of
users
are
then
applied
to
the
population
base
to
calculate
service
impacts.
This
method
was
applied
for
each
goDCgo
service
for
which
participation
could
be
tracked
and
multiplier
factors
could
be
developed.
Each
service
has
a
unique
set
of
factors,
depending
on
the
characteristics
of
the
users
and
the
service,
but
the
basic
calculation
method
is
the
same
for
all
services.
Figure 1: Impact Calculation Multipliers Series
A
brief
description
of
each
of
the
steps
is
presented
below.
1. Estimate
commuter
population
“base”
for
the
service
A
TDM
service
is
designed
to
influence
or
encourage
a
targeted
set
of
travelers
to
shift
to
non-­‐drive
alone
modes.
These
travelers
/
customers
/
service
users
represent
the
population
base
for
that
service,
for
example,
the
population
of
goDCgo.com
website
users.
Population
base
estimates
were
identified
for
each
service
from
goDCgo
data.
2. Estimate
“placement
rate”
and
“influenced
placement
rate”
Placement
rate
refers
to
the
percentage
of
the
population
base
“placed”
in
an
alternative
mode
after
receiving
a
service.
Placement
rates
are
typically
estimated
from
survey
data
of
a
sample
of
the
population
and
vary
from
one
service
to
another,
depending
on
the
characteristics
of
the
service
and
population.
To
collect
placement
rate
data,
service
users
are
asked
several
questions:
Target / User Population
e.g. goDCgo.com website users
X
Placement rate =
X
“Vehicle trip reduction” factor =
X
travel distance =
X
Emission factors =
Vehicle trips reduced by
mode changes
VMT reduced by
mode changes
Emissions reduced by
mode changes
Participants who made travel change
influenced by service - “Placements”

19. goDCgo – July 2013 – June 2014 Program Impact Report
4
• How
do
you
travel
now—what
modes
do
you
use
and
how
often
do
you
use
them?
• Did
you
make
any
changes
in
your
travel
since
you
received
“X”
service?
• How
did
you
travel
before
you
received
this
service?
• Did
the
service
encourage
or
assist
you
to
make
this
change?
Users
who
made
a
travel
change
that
was
influenced
or
assisted
by
the
service
are
considered
“placements.”
For
each
goDCgo
service,
two
rates
were
estimated,
distinguished
by
the
time
the
service
user
used
the
new
mode
after
shifting.
The
Continued
rate
represents
users
who
shifted
to
a
new
alternative
mode
and
continued
using
the
new
mode.
The
Temporary
rate
represents
users
who
tried
a
new
alternative
mode
but
returned
to
original
mode
within
the
evaluation
period.
Temporary
changes
are
credited
only
for
the
duration
of
time
the
new
mode
was
used.
The
count
of
commuter
placements
is
additionally
discounted
by
an
“influence
factor,”
which
reflects
the
role
the
service
played
in
influencing
or
assisting
commuters’
mode
change.
For
example,
commuter
surveys
show
that
commuters
can
be
influenced
by
many
factors
to
make
mode
changes,
so
it
is
unrealistic
to
assume
that
all
mode
shifts
are
entirely
the
result
of
TDM
services.
This
factor
is
derived
from
survey
questions
that
ask,
“Did
the
“X”
service
encourage
or
assist
you
to
make
this
change?”
The
influence
factor
also
addresses
goDCgo’s
contribution
in
implementing
the
service.
For
some
services,
such
as
the
website,
goDCgo
is
fully
responsible
for
implementing
the
program
element.
But
in
other
cases,
such
as
Capital
Bikeshare,
goDCgo
performs
a
promotional
or
supporting
role,
with
another
entity
having
responsibility
for
operation
of
the
service
or
facility.
In
these
cases,
the
share
of
credit
that
is
assigned
to
goDCgo
is
less
than
100%.
3. Estimate
the
number
of
new
alternative
mode
placements
Step
3
estimates
the
number
of
service
users
who
started
or
increased
use
of
alternative
modes
as
a
result
of
the
service.
It
was
calculated
for
each
service
as:
Total
Population
base
(from
Step
1)
x
Placement
rate
(from
Step
2)
4. Estimate
the
vehicle
trip
reduction
factor
for
new
placements
Next,
the
vehicle
trip
reduction
(VTR)
factor
was
estimated
for
each
service.
The
VTR
factor
is
equal
to
the
average
daily
vehicle
trips
reduced
per
placement,
taking
into
account
three
types
of
changes:
1)
Shifts
to
an
alternative
mode,
either
from
driving
alone
or
from
another
alternative
mode
2)
Increased
use
of
alternative
modes
3)
Increase
in
the
number
of
riders
in
an
existing
carpool
or
vanpool
The
VTR
factor
combines
the
trip
reduction
results
of
all
placements
into
an
average
reduction
per
placement.
Note
that
shifts
from
alternative
modes
to
drive
alone
were
not
included
in
the
VTR
factor,
since
these
changes
are
typically
unrelated
to
the
services.

20. goDCgo – July 2013 – June 2014 Program Impact Report
5
5. Estimate
vehicle
trips
reduced
The
number
of
daily
vehicle
trips
reduced
for
the
service
was
estimated
by
multiplying
the
number
of
alternative
mode
placements
by
the
service’s
VTR
factor:
Total
placements
(from
Step
3)
x
VTR
factor
(from
Step
4)
6. Estimate
vehicle
miles
traveled
(VMT)
reduced
The
daily
VMT
reduced
was
calculated
by
multiplying
the
number
of
daily
vehicle
trips
reduced
(Step
5)
by
the
average
travel
distance
for
service
users
who
made
a
travel
change.
Total
vehicle
trips
reduced
(from
Step
5)
x
one-­‐way
travel
distance
7. Adjust
vehicle
trips
and
VMT
for
access
mode
Emission
reduction
is
calculated
by
multiplying
vehicle
trips
reduced
and
VMT
reduced
by
emission
factors.
But
because
travelers
who
drive-­‐alone
to
a
bus
stop,
train
station,
or
rideshare
meeting
point
create
a
“cold
start,”
the
emission
reduction
analysis
subtracts
these
access
trips
and
the
VMT
driven
to
the
meeting
point
from
the
vehicle
trip
and
VMT
reductions.
It
is
these
“adjusted”
vehicle
trips
reduced
and
VMT
reduced,
rather
than
the
initial
totals,
that
are
used
to
calculate
emissions
reduced.
8. Estimate
emissions
reduced
Daily
emissions
reduced
by
mode
shifts
were
estimated
by
multiplying
regional
emission
factors
by
the
number
of
vehicle
trips
and
VMT
reduced.
The
emissions
factors
were
obtained
from
the
Metropolitan
Washington
Council
of
Governments,
for
2015.
The
emissions
factors
account
for
emissions
created
from
a
“cold
start,”
when
a
vehicle
is
first
started,
a
“hot
soak,”
that
occur
when
the
vehicle
is
later
turned
off,
and
the
emissions
generated
per
mile
of
travel
by
a
warmed-­‐up
vehicle.
Vehicle
trips
reduced
(from
Step
5)
x
Trip
emission
factor
VMT
reduced
(from
Step
7)
x
VMT
/
running
emission
factor
9. Estimate
the
energy
savings
Energy
savings
is
reported
as
gallons
of
gasoline
saved
and
was
estimated
by
multiplying
the
VMT
reduced
by
an
average
fuel
consumption
factor
for
the
regional
mix
of
light
duty
vehicles.

21. goDCgo – July 2013 – June 2014 Program Impact Report
6
SECTION 2 – 2013 PROGRAM IMPACTS
Impact
Summary
The
services
included
in
the
evaluation
collectively
contributed
the
following
impacts
between
July
2013
and
June
2014.
As
shown
in
Table
1,
goDCgo
helped
32,100
travelers
make
a
travel
change
after
receiving
goDCgo
services,
reducing
approximately
32,325
daily
vehicle
trips
and
481,000
daily
VMT.
Each
day,
their
travel
changes
reduced
186
kg
of
NOx,
93
kg
of
VOC,
and
about
174,000
kg
of
CO2
(greenhouse
gases).
Finally,
these
travelers
saved
about
17,600
gallons
of
fuel
each
day.
Details
of
the
impact
calculations
are
presented
in
Appendix
1.
Table
1
–
goDCgo
2013
Program
Impacts
and
Comparison
to
2012
Impacts
Impact
Indicator
2013
Impact
2012
Impact
Change
Placements
(new
alternative
mode
users)
32,100
29,527
+
2,574
Daily
Vehicle
Trips
reduced
32,325
31,892
+
433
Daily
Vehicle
Miles
Traveled
reduced
481,044
494,827
-­‐
13,783
Emissions
reduced
(daily
kilograms)
– Nitrogen
Oxides
(NOx)
186
180
+
6
– Volatile
Organic
Compounds
(VOC)
93
102
-­‐
9
–
Carbon
Dioxide
(greenhouse
gases)
173,931
202,634
-­‐
28,703
Energy
savings
–
daily
gallons
of
fuel
saved
17,608
18,465
-­‐
857
These
calculations
likely
represent
a
conservative
estimate
of
the
goDCgo
impacts,
in
that
they
credit
only
services
that
can
be
readily
documented.
Impacts
of
several
services,
such
as
Business
Investment
District
(BID)
outreach,
are
not
specifically
detailed
in
the
calculation,
due
to
lack
of
data,
although
some
of
their
impacts
likely
are
captured
under
other
components.
These
services
will
be
added
in
future
years
as
evaluation
data
are
collected.
Services Included in the Evaluation
The
method
used
to
calculate
the
impacts
described
above
starts
by
estimating
individual
impacts
for
each
service
offered.
To
identify
the
services
to
be
included
in
the
goDCgo
calculation,
the
consultant
reviewed
goDCgo
background
information
and
consulted
with
goDCgo
staff
as
needed
to
obtain
a
clear
understanding
of
the
activities
undertaken
in
each
service,
the
target
population
for
each
service,
and
the
performance
evaluation
data
that
were
available
for
the
2013
impact
calculation.
Table
2
lists
the
eight
services
that
were
included
in
the
2013
impact
calculation.
Six
services,
Ridematch
assistance,
goDCgo.com
website,
Continued
Employer
Services,
Expanded/New
Employer
Services,
Capital
Bikeshare
Marketing/Promotion,
and
DC
Circulator
Bus
Marketing/Promotion,
were
individually
evaluated.
Two

22. goDCgo – July 2013 – June 2014 Program Impact Report
7
services,
media
outreach
and
goDCgo
branding,
were
assumed
to
be
“support”
services,
with
their
impacts
captured
through
the
impacts
of
the
four
directly-­‐estimated
services.
Note
that
Capital
Bikeshare
and
DC
Circulator
services
are
new
to
the
evaluation
in
2013.
They
were
not
directly
evaluated
in
previous
goDCgo
assessments,
due
to
lack
of
data
on
behavior
change
resulting
from
the
services.
Recent
surveys
of
users
and
ongoing
participation
/
use
counts
are
now
available,
so
these
services
were
added
in
the
2013
evaluation.
Table
2
–
Services
in
2013
Impact
Calculation
Service
Evaluation
Level
Primary,
Secondary,
Support
-­‐
Ridematch
Assistance
(MWCOG
database)
Primary
-­‐
Continued
Employer
Services
(clients
in
February
2012)
Primary
-­‐
Expanded
/
New
Employer
Services
(since
February
2012)
Primary
-­‐
Capital
Bikeshare
Marketing
/
Promotion
Primary
-­‐
DC
Circulator
Bus
Marketing
/
Promotion
Primary
-­‐
goDCgo.com
Website
Secondary
-­‐
Media
outreach
(Facebook,
Twitter,
blogs,
newsletter,
ads)
Support
-­‐
goDCgo
branding
Support
Table
1
designates
an
evaluation
“level”
for
each
service:
primary,
secondary,
or
support.
This
designation
was
established
because
goDCgo’s
services
are
designed
to
work
together
as
an
attractive
package
of
services.
For
this
reason,
there
can
be
overlap
among
the
programs.
For
example,
a
customer
might
receive
a
ridematch
and
use
the
goDCgo.com
website,
but
the
customer
should
be
counted
only
once
in
the
impact
calculation.
To
address
this
issue,
the
consultants
solicited
input
from
goDCgo
staff
to
estimate
the
degree
of
overlap
between
services
and
used
this
input
to
classify
each
service
into
one
of
three
categories:
primary,
secondary,
or
support.
Primary
services
were
defined
as
those
that
were
likely
to
be
used
alone,
or
if
they
were
used
in
combination
with
other
services,
were
likely
to
have
the
greatest
motivational
impact
of
the
services
being
considered.
Secondary
services
were
expected
to
be
used
primarily
in
combination
with
other
services
but
with
less
direct
influence.
The
designation
of
primary
versus
secondary
also
took
into
account
how
readily
data
could
be
collected
on
the
use
and
impacts
of
the
services.
Five
of
the
six
directly-­‐evaluated
services
were
designated
as
primary
for
the
2013
evaluation.
One
service,
the
website,
was
designated
as
a
secondary
service.

23. goDCgo – July 2013 – June 2014 Program Impact Report
8
Support
services
included
services,
such
as
general
marketing
and
media
outreach,
which
primarily
inform
customers
of
travel
options
or
other
program
services;
in
essence
they
offer
a
“referred”
influence.
They
can
directly
motivate
mode
change
with
no
intermediate
contact,
but
these
impacts
are
difficult
to
measure.
Unlike
services
that
require
a
registration,
most
information
and
outreach
services
do
not
record
names
of
individual
users
who
can
be
contacted
in
a
follow-­‐up
survey.
These
impacts
are
best
measured
through
area-­‐wide
surveys
that
assess
commuters’
awareness
of
informational
messages
and
define
mode
changes
that
were
motivated
by
the
messages.
Due
to
the
lack
of
available
data
for
this
purpose,
the
evaluation
does
not
attempt
to
quantify
independent
impacts
from
marketing
activities.
Referred
impacts
are
included,
however,
through
use
of
the
referred
services
that
they
promote.
Factors Used in the Calculations
The
evaluation
method
utilizes
factors
related
to
participation
in
each
service
and
behavioral
change
resulting
from
that
participation.
Three
types
of
data
serve
as
the
basic
factors
for
the
impact
measurement:
1)
Level
of
participation
in
each
service
(population
base)
2)
Shifts
to
alternative
modes
as
a
result
of
the
program
(placement
rate)
3)
Average
trip
and
VMT
reductions
from
individual
mode
shifts
(VTR
factor
and
average
travel
distance)
Service
Participation
/
Population
Base
–
Table
3
presents
the
participation
figures
for
each
of
the
four
services
directly
estimated
in
the
calculation.
These
figures
were
obtained
from
goDCgo
tracking
data.
Table
3
–
Program
Participation
in
Individual
Services
in
FY
2012
Service
Participation/Users
-­‐
Ridematch
assistance
(MWCOG
database)
635
applicants
-­‐
goDCgo.com
website
100,990
unique
users
-­‐
Continued
employer
services
(clients
as
of
June
2014)
716
employer
clients,
209,425
employees
-­‐
New
/
Expanded
employer
services
(since
June
2013)
New
employer
services
37
employer
clients,
39,150
employees
Expanded
employer
services
53
employer
clients,
29,383
employees
-­‐
Capital
Bikeshare
19,256
annual
members
-­‐
DC
Circulator
980,398
annual
ridership
Monday-­‐Friday
Estimated
550,400
commute
ridership
In
defining
the
participation
/
population
base,
the
impact
calculation
also
considers
that
some
participation
counts
reflect
multiple
uses
of
a
service
by
a
single
user.
For
example,
a
customer
might
use
the
goDCgo.com
website
more
than
once
in
a
year,
to
check
schedules
for
various
trips.
Additionally,
while
services
are
available
to
both
employed
and
non-­‐employed
residents
and
to
local
and
out-­‐of-­‐town
users,
the
evaluation
estimates
only
impacts
resulting
from
local
work
trip
use,
so
the
evaluation
discounts
the
participation
to
measure
behavior
changes
only
for
local
employed
users
and
for
commute
travel.
Factors
for
employed
percentage
and
commute
use
were
obtained
from
user
survey
data.
Impact
Multiplier
Factors
–The
impact
calculation
method
applied
a
series
of
service-­‐specific
multiplier
factors
to
the
participation
counts
to
estimate
impacts.
Table
4
presents
the
key
factors
for
each
service
included
in
the
2013
calculation:
placement
rates,
influence
factors,
VTR
factors,
travel
distances,
and
drive
alone
access.
For
example,
the
continued
placement
rate
(influenced)
for
the
Rideshare
assistance
database
is
33%
and
the
continued
vehicle
trip
reduction
(VTR)
factor
is
0.51
trips
reduced
per
day.

24. goDCgo – July 2013 – June 2014 Program Impact Report
9
When
possible,
the
calculation
methodology
derives
multiplier
factors
from
data
collected
on
service
use
and
mode
changes,
through
follow-­‐up
contacts
with
goDCgo
service
users.
If
factors
could
not
be
derived
directly,
due
to
lack
of
data
specific
to
a
service,
the
consultant
used
multiplier
values
derived
for
similar
programs
in
the
Washington
metropolitan
region
that
have
conducted
individual
service
evaluations.
Appendix
1-­‐e
documents
the
sources
of
data
for
each
factor.
Note
that
the
factors
for
Employer
Services
reflect
a
change
that
resulted
in
a
more
conservative
estimate
of
impacts
for
this
component.
In
the
2013
evaluation,
the
cost
and
time
coefficients
used
in
the
COMMUTER
Model
that
is
used
to
estimate
impact
of
this
service
were
updated
to
match
coefficients
used
by
MWCOG
in
its
new
regional
travel
model
approved
by
the
MWCOG’s
Transportation
Planning
Board
for
regional
planning
and
evaluation.
The
new
coefficients
for
cost
are
considerably
smaller
than
those
from
the
previous
model,
so
the
COMMUTER
Model
calculated
significantly
lower
estimates
of
vehicle
trip
and
VMT
reductions
in
2013
for
the
same
level
of
program.
This
change
is
entirely
responsible
for
the
overall
reduction
in
the
results
for
2013
when
compared
with
results
for
2012.
The
calculation
approach
first
calculated
impacts
for
individual
services
as
if
they
were
stand-­‐alone
services.
But
as
noted
earlier,
there
is
overlap
among
the
services.
To
correct
for
the
overlap
and
avoid
double
or
triple
counting
participating
commuters,
the
consultants
derived
discount
factors
to
reflect
the
estimated
share
of
the
service
impact
that
was
independent
of
other
services.
These
discount
factors
were
multiplied
by
the
trip,
VMT,
and
emission
impacts
calculated
for
each
service
individually
to
reduce
individual
service
impacts.
Appendix
1-­‐c
presents
the
overlap
adjustments.
Table
4
–
Multiplier
Factors
by
Service
Calculation
Factor
Ridematch
goDCgo
Website
Continued
Employers
Expanded/
New
Employers
Capital
Bikeshare
Marketing
DC
Circulator
Marketing
Placement
rate
(base)
-­‐
Continued
33%
10%
19%
14%
38%
10%
-­‐
Temporary
6%
10%
0%
0%
0%
0%
Influence
Rate
75%
50%
51%
72%
40%
25%
VTR
Factor
-­‐
Continued
0.5
0.3
1.2
1.2
0.2
1.0
-­‐
Temporary
0.5
0.9
-­‐-­‐-­‐
-­‐-­‐-­‐
-­‐-­‐-­‐
-­‐-­‐-­‐
One-­‐way
Travel
Distance
-­‐
Continued
27.0
15.6
15.0
15.0
5.0
15.5
-­‐
Temporary
24.0
15.6
-­‐-­‐-­‐
-­‐-­‐-­‐
-­‐-­‐-­‐
-­‐-­‐-­‐
Drive
alone
Access
Distance
-­‐
DA
access
percentage
21%
30%
42%
42%
0%
0%
-­‐
DA
access
distance
0.9
3.0
4.7
4.7
0.0
0.0
The
final
step
in
the
calculation
was
to
add
all
the
discounted
impacts
for
each
program
together,
to
produce
the
total
aggregate
impacts
for
all
services
combined.
These
impacts
were
presented
in
Table
1
above
and
are
summarized
in
Appendix
1-­‐d.

25. goDCgo – July 2013 – June 2014 Program Impact Report
10
Appendices
2013 Impact Calculation Worksheets
1-­‐a
Calculation
Factors
1-­‐b
Vehicle
Trip
and
VMT
Impacts
-­‐
Calculation
by
Service
1-­‐c
Service
Overlap
Factors
1-­‐d
Summary
of
Program
Impacts
1-­‐e
Notes
on
Data
Sources

26. goDCgo – July 2013 – June 2014 Program Impact Report
11
Appendix 1-a
2013 Impact Calculation – Calculation Factors
Ridematch
goDCgo
Website
Continued
Employers
Expanded/
New
Employers
Expanded/
New
Employers
Expanded/
New
Employers
Participation
base
-­‐
Total
number
of
uses
635
100,990
209,425*
55,433*
19,256
980,398
Applicants
Unique
users
Employees
at
client
site
Employees
at
client
site
Annual
members
Annual
M-­‐F
ridership
Repeat
use
discount
-­‐
Local
employed
percentage
100%
43%
100%
100%
93%
90%
-­‐
Commute
trip
share
100%
100%
100%
100%
100%
55%
-­‐
Average
annual
use*
1
1
1
1
1
1
-­‐
Repeat
adjustment
100%
100%
100%
100%
100%
0.4%
Customer
base
-­‐
Number
of
unique
users
635
43,628
209,425
55,433
17,908
1,941
Placement
rate
-­‐
%
users
with
cont
mode
chg
75%
50%
85%
85%
100%
100%
-­‐
%
users
with
temp
mode
chg
100%
100%
60%
85%
40%
25%
-­‐
New
influence
rate
75%
50%
51%
72%
40%
25%
Influenced
Placement
rate
-­‐
Continued
rate
25%
5%
10%
10%
15%
3%
-­‐
Temporary
rate
5%
5%
0%
0%
0%
0%
VTR
factor
-­‐
Continued
VTR
0.51
0.30
1.20
1.20
0.20
1.00
-­‐
Temporary
VTR
0.53
0.90
0.00
0.00
0.00
1.00
-­‐
Temporary
duration
(wks)
9
4
0
0
0
0
-­‐
Temporary
duration
%
17%
8%
0%
0%
0%
0%
One
Way
distance
-­‐
Cont
distance
27.0
15.6
15.0
15.0
5.0
5.0
-­‐
Temp
distance
24.0
15.6
15.0
15.0
0.0
5.0
Drive
Alone
access
-­‐
%
chgs
who
DA
to
alt
mode
21%
30%
42%
42%
0%
0%
-­‐
DA
distance
to
alt
mode
0.9
3.0
4.7
4.7
0.0
0.0
Emission
Factors
Trip
Factor
(gr
/
trip)
Running
Factor
(gr
/
mile)
-­‐
NOx
1.5408
0.3737
-­‐
VOC
2.8573
0.0915
-­‐
CO2
239.26
404.17
Energy
Factor
(mpg)
23.8
*
Note
that
employers
that
expanded
services
since
June
2013
are
included
in
both
the
Continued
and
Expanded
/
New
categories;
The
base
impacts
for
services
that
were
offered
prior
to
July
2013
are
counted
in
the
"Continued"
category
and
the
additional/expanded
impacts
for
new
services
added
since
June
2013
are
counted
in
the
"Expanded/New"
category

27. goDCgo – July 2013 – June 2014 Program Impact Report
12
Appendix 1-b
2013 Impact Calculation – Vehicle Trip and VMT Impacts - Calculation by Service
Ridematch
goDCgo
Website
Continued
Employers
Expanded/
New
Employers
Expanded/
New
Employers
Expanded/
New
Employers
Placements
-­‐
Continued
Placements
156
2,181
20,293
5,607
2,722
49
-­‐
Temporary
Placements
29
2,181
0
0
0
0
Vehicle
Trips
Reduced
-­‐
Continued
Vehicle
Trips
80
654
24,352
6,728
544
49
-­‐
Temporary
Vehicle
Trips
3
151
0
0
0
0
-­‐
Total
Vehicle
Trips
Reduced
83
805
24,352
6,728
544
49
VMT
Reduced
-­‐
Continued
VMT
2,160
10,202
365,280
100,920
2,720
245
-­‐
Temporary
VMT
72
2,356
0
0
0
0
-­‐
Total
VMT
Reduced
2,232
12,558
365,280
100,920
2,720
245
Drive
Alone
Access
Adjustment
-­‐
DA
access
trips
17
242
10,228
2,826
0
0
-­‐
Net
Vehicle
trips
reduced
66
563
14,124
3,902
544
49
-­‐
DA
access
VMT
15
726
48,072
13,282
0
0
-­‐
Net
VMT
reduced
2,217
11,832
317,208
87,638
2,720
245
Double
Count
Correction
-­‐
%
credited
to
other
service
25%
15%
0%
0%
15%
25%
-­‐
Net
credit
to
service
75%
85%
100%
100%
85%
75%
Summary
(adj.
double
count)
-­‐
Total
placements
139
3,708
20,293
5,607
2,314
37
-­‐
Total
Vehicle
Trips
Reduced
62
684
24,352
6,728
462
37
-­‐
Total
VMT
Trips
Reduced
1,674
10,674
365,280
100,920
2,312
184
-­‐
Net
VTrips
-­‐
emission
est
50
479
14,124
3,902
462
37
-­‐
Net
VMT
-­‐
emission
est
1,663
10,057
317,208
87,638
2,312
184

28. goDCgo – July 2013 – June 2014 Program Impact Report
13
Appendix 1-c
2012 Impact Calculation – Service Overlap Factors
Impacts
discounted
Base
Program
NET
Ridematch
goDCgo
Website
Continued
Employers
Expanded
/
New
Employers
Capital
Bikeshare
DC
Circulator
RideMatch
75%
25%
goDCgo.com
website
100%
5%
10%
Continued
employer
100%
Expanded
/
New
employer
100%
Capital
Bikeshare
85%
5%
5%
5%
DC
Circulator
75%
5%
10%
10%

29. goDCgo – July 2013 – June 2014 Program Impact Report
14
Appendix 1-d
Summary of Program Impacts for 2013, 2012, 2011, and 2010 and Comparison of 2013 to 2012 Impacts
Impact
Indicator
2012
Impacts
2012
Impacts
Change
2013
vs
2012
2011
Impacts
2010
Impacts
Total
Placements
32,100
29,527
2,574
27,398
19,658
Travel
Impacts
(daily)
-­‐
Total
Vehicle
Trips
Reduced
32,325
31,892
433
31,490
23,038
-­‐
Total
VMT
Reduced
481,044
494,827
-­‐13,783
489,134
357,386
Emission
Impacts
(daily
kg)
-­‐
NOx
186
180
6
177
130
-­‐
VOC
93
102
-­‐9
100
73
-­‐
CO2
173,931
202,634
-­‐28,703
200,210
146,175
Energy
Savings
(daily)
-­‐
Gallons
of
gas
saved
17,608
18,465
-­‐857
18,244
13,320

30. goDCgo – July 2013 – June 2014 Program Impact Report
15
Appendix 1-e
2013 Impact Calculation – Notes on Data Sources
Participation
Counts
-­‐
Ridematch
requests
-­‐
COG
data
(635
applications
received
between
July
2013
and
June
2014)
-­‐
GoDCgo.org
website
–
100,990
unique
users,
discounted
to
include
only
employed
local
users
(72%)
and
to
adjust
for
50%
bounce-­‐backs
-­‐
Continued
Employers
(continued
from
June
2013
-­‐
no
change)
-­‐
716
employers,
209,425
employees
-­‐
New
/
Expanded
employers
(new
or
expanded
services
since
June
2013)
-­‐
53
expanded
employers,
29,383
employees;
37
new
employers,
39,150
employees
-­‐
Capital
Bikeshare
-­‐
19,256
"annual"
members
x
93%
employed
(2012
CB
survey)
=
17,909
-­‐
DC
Circulator
-­‐
M-­‐F
ridership
June
2013-­‐May
2014,
with
discount
by
route
of
75-­‐95%
for
local
users
and
50-­‐65%
for
commute
use
by
local
users
(data
from
DC
Circulator
Rider
Survey-­‐
fall
2012)-­‐
Total
M-­‐F
ridership
=
980,398;
Commute
ridership
=
550,412
Placement
Rates
-­‐
Ridematch
requests
-­‐
MWCOG
data
-­‐
2011
placement
survey
(in
MSA
only)
-­‐
GoDCgo.org
website
-­‐
estimate
from
Arlington
County,
ACCS,
commuterpage.com
survey
-­‐
Continued
Employers
-­‐
Derived
from
EPA
COMMUTER
Model,
using
program
characteristics
for
each
employer
-­‐
New
Employers
-­‐
Derived
from
EPA
COMMUTER
Model,
using
actual
program
characteristics
for
each
employer
-­‐
Capital
Bikeshare
-­‐
2012
CB
member
survey
-­‐
placement
for
commute
trips
only
-­‐
DC
Circulator
–
Estimated
from
DC
Circulator
Rider
Survey
(fall
2012)
VTR
Factor
-­‐
Ridematch
requests
-­‐
MWCOG
data
-­‐
2011
placement
survey
(in
MSA
only)
-­‐
GoDCgo.org
website
-­‐
estimate
from
Arlington
County,
ACCS,
commuterpage.com
survey
-­‐
Continued
Employers
-­‐
Assumed
to
be
1.20;
majority
of
shifts
to
transit
-­‐
New
Employers
-­‐
Assumed
to
be
1.20;
majority
of
shifts
to
transit
-­‐
Capital
Bikeshare
-­‐
2012
CB
member
survey
-­‐
placement
for
commute
trips
only
-­‐
DC
Circulator
–
Estimated
from
DC
Circulator
Rider
Survey
(fall
2012)
Travel
Distance
-­‐
Ridematch
requests
-­‐
MWCOG
data
-­‐
2011
placement
survey
(in
MSA
only)
-­‐
GoDCgo.org
website
-­‐
State
of
Commute
2013
survey
-­‐
average
for
commuters
traveling
to
DC
worksites
-­‐
Continued
Employers
-­‐
State
of
Commute
2013
survey
-­‐
average
for
commuters
traveling
to
DC
worksite
-­‐
New
Employers
-­‐
State
of
Commute
2013
survey
-­‐
average
for
commuters
traveling
to
DC
worksite
-­‐
Capital
Bikeshare
-­‐
2012
CB
member
survey
-­‐
placement
for
commute
trips
only
-­‐
DC
Circulator
–
Estimated
from
DC
Circulator
Rider
Survey
(fall
2012)
Drive
alone
Access
-­‐
Ridematch
requests
-­‐
MWCOG
data
-­‐
2013
SOC
survey,
DC
residents
-­‐
GoDCgo.org
website
-­‐
State
of
Commute
2013
survey
-­‐
average
for
commuters
traveling
to
DC
worksites
-­‐
Continued
Employers
-­‐
State
of
Commute
2013
survey
-­‐
average
for
commuters
traveling
to
DC
worksite
-­‐
New
Employers
-­‐
State
of
Commute
2013
survey
-­‐
average
for
commuters
traveling
to
DC
worksite
-­‐
Capital
Bikeshare
-­‐
assumed
to
be
0
-­‐
DC
Circulator
-­‐
assumed
to
be
0
-­‐
no
P&R
lots
Note
on
Employer
Services
Employer
services
results
will
not
match
MWCOG
2014
TERM
results
for
DC
Employer
Outreach;
the
TERM
excludes
a
sub-­‐set
of
client
employers
(Levels
1-­‐2,
public
agencies,
employers
that
were
clients
prior
to
the
TERM
adoption)