1. TDM: How Do You Know
You Are Making a Difference?
Howard Jennings
Arlington County Commuter Services
ACT Canada
October 17, 2011

2. Arlington Context
For TDM
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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
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5. Rosslyn – Ballston Corridor
1979 - 2010
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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 residential
market
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
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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%
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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
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10. The Role of
Demand
Management
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11. TDM is the Software that Makes the
County’s Transportation Hardware
Work
TDM Services
• Shift modes from
SOV to more
sustainable
Urban Villages Transportation options:
Development Facilities & transit, walking, bi
Infrastructure 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 facilities
We make it easy to know about and
use all transportation options.
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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’s
voluntary, 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 Center
703.228.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 Services
CommuterPage.com, 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
• carfreediet.com, 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
• WalkArlington.com + 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: BikeArlington.com, 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 lifeblood
Of the program”
Southeastern Institute of Research
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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 Arlington
Multi-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
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28. Research / Evaluation Approach
Process 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, f
Influencers 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
page.com Behavior
Fuel the Buzz
Measurement
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 Services
Satisfaction and Net Promoter Scores
Consumers are quite
satisfied with ACCS and
are even willing to
promote them.
Satisfaction Net Promoter
Residential 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
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34. Highlights: Business
Arlington 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
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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/vanpool
2007 State of the
Commute
4% - With TDM – 43%
Q15 Now
thinking about - Without TDM – 21%
LAST week, how 3%
did you get to Bike/walk
work each day. 3%
Respondents
who 28% Yes, employer offers
commute to Transit
a work 14% No, employer doesn't 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/year
Comparison of scale: One expressway lane =
4,000 – 6,000 vehicles in peak period

38. Research Database at
CommuterPage.com/research
Executive Summary, Questionnaire, Data Tables, & Report

39. Innovation &
Collaboration
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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: Mobilitylab.org
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41. Thank You!
Contact:
Howard Jennings
Arlington County Commuter Services
hjennings@transpartners.com
571 214-2974