Transportation Demand Management Strategic Plan Update. Fiscal Years 2014 to 2031

Transportation Demand Management Strategic Plan Update Fiscal Years 2014 to 2031

Arlington County Commuter Services A bureau of the Arlington County Department of Environmental Services Transportation Demand Management Strategic Plan Update fy2014 - fy2031 report prepared by: foursquare integrated transportation planning source: flikckr - torgeaux, 2012

contents Introduction What is TDM? Program History and Current Accomplishments Planned Program Enhancements Top-Priority Program Enhancements by Year Mid-Term Priority Program Enhancements Financial Plan Review of Recent Operating Budgets Review of Recent ACCS Revenues Short-Range Capital and Operating and Projected Budget, FY2014-FY2019 Financial Outlook Current ACCS Revenue Sources Outlook Need for Revenues Diversification Regional Vision SuperNoVa Transit/TDM Vision Plan Recommendations for Transportation Demand Management in SJ 297 Report Statewide Transit and TDM Plan (VTrans 2035) 5 13 23 31 35

acknowledgements The following staff and contractors from Arlington County Commuter Services (ACCS), and Arlington County have provided input, support, and guidance throughout the development of this TDM Plan: Dennis Leach Chris Hamilton Lois DeMeester Howard Jennings Bobbi Greenberg Jay Freschi Ron Ison Manu Allawadhi Robbie Joseph Dee Kittrell John Merchant Vanessa Jackson Lee Angela Foster-Lewis Iris Torres Sandra Lemus Darlene Washington Joe Chapline John Durham Hemant Patel Paul DeMaio Chris Eatough Tim Kelley Zanna Worzella Lorene Kluge Lisa Lupton Wendy Duren Cheryl O Connor Tom Fairchild Paul Mackie John Judy Lori Diggins Sonali Soneji Juliellen Sarver Jessica Dee Barb Hansen Rebecca Dunn Dennis Sellin Steve Yaffe Lynn Rivers Tom Scherer Steve Del Giudice Sarah Stott David Goodman Dan Malouff Tom Bruccoleri Melissa E.B. McMahon Transportation Division Chief Commuter Services Bureau Chief Executive Director, ATP Director of Research and Development Director of Marketing Commuter Store Project Manager Commuter Store Commuter Store Commuter Store Commuter Store Commuter Store Commuter Store Commuter Store Commuter Store Commuter Store Commuter Store ACCS Web Manager TDM Site Plans Development Manager TDM Site Plans Capital Bikeshare Program Manager BikeArlington Program Manager BikeArlington BikeArlington Senior Graphic Designer, ATP CFO, ATP Manager, Employer Services, ATP Employer Services, ATP Mobility Lab Program Manager Mobility Lab Southeastern Institute of Research (SIR) LDA Consulting, Inc. Simple Solutions Simple Solutions Simple Solutions NeoNiche NeoNiche Development Bureau Transit Services Manager, Transit Bureau Transit Bureau Transit Bureau Transit Bureau Traffic & Engineering Operations Bureau Transportation Planning Bureau Transportation Planning Bureau Transportation Planning Bureau TDM Field Coordinator

ACCS TDM Strategic Plan Update 5 introduction background on accs Arlington County Commuter Services (ACCS) is the Transportation Demand Management (TDM) agency for Arlington County, Virginia. Established in 1989, ACCS provides information and innovative services to promote the use of alternative transportation modes and to lessen the need for single-occupancy travel to, from, and in the County. ACCS is a bureau of the Arlington County Department of Environmental Services, Transportation Division. ACCS primary role is that of a TDM agency, however, it has grown to provide additional functions and services as needed by the residents and employers in Arlington. The agency operates a suite of programs and services, which together provide a comprehensive approach to a more efficient use of Arlington s existing transportation infrastructure for workers, residents, and visitors. The agency functions as a resource center by providing information, marketing, programming and advocacy to encourage the use of public transit, walking, bicycling, carpooling, vanpooling, telecommuting, and other mobility innovations. ACCS operates nine distinct programs and services that support the overall agency mission: 1. Arlington Transportation Partners (ATP) 2. Marketing 3. Commuter Information 4. Operations 5. Walk Arlington 6. BikeArlington 7. Capital Bikeshare 8. TDM for Site Plan Development 9. Mobility Lab and Research ACCS reduced traffic in Arlington by about 44,631 vehicle trips and over 755,517 vehicle miles on the average workday in Fiscal Year 2012 The suite of programs and services that comprise ACCS has changed over time and has come to reflect the needs of both the private market and the public sector. These nine programs do not stand-alone; rather, many of ACCS primary functions, like marketing and operations, support a number of different programs (i.e., Commuter Information, ATP, BikeArlington, and WalkArlington). Regardless, the nine programs are reflected in the structure of the FY 2014 budget and strategic plan.

6 ACCS TDM Strategic Plan Update ACCS Programs Customer Information, Retail and Operations (Commuter Store) Sales, Outreach, and Research (Arlington Transportation Partners, Walk Arlington, Bike Arlington, The Mobility Lab, Research and Administration Communications Web Development TDM for Site Plan Development GoDCGo Responsible for the distribution of information and sale of fare media to customers through retail outlets in Arlington (including the Commuter Stores and Mobile Commuter Store), and online. Through ATP, ACCS provides employer outreach, research on the return on investment for Arlington s investment, and services to increase bicycling and walking in Arlington. The Mobility Lab was established in 2010 to provide a forum for the development if innovative TDM technologies and research, with a focus on external partnerships. The Communications and Marketing team manages the development of ACCS general marketing campaigns. Web Development is responsible for maintaining and improving the ACCS family of websites. ACCS is responsible for managing the implementation and enforcement of Arlington County s Site Plan TDM requirements. GoDCGo is the District of Columbia s TDM program, managed by Arlington through ATP. what is tdm? Transportation Demand Management (TDM) refers to a myriad of programs and strategies that encourage more efficient use of existing transportation infrastructure. As the name implies, TDM aims to reduce the demand-side of congestion (i.e., reducing the number of people commuting alone in private vehicles) rather than expanding the supply side (i.e., costly infrastructure). TDM has been recognized as one of the most cost effective ways to mitigate the economic, social and environmental costs associated with high levels of SOV travel 1. The benefits of TDM include reduced congestion, parking demand, and air pollution as well as individual cost savings and improved health and safety conditions. TDM has been a priority at Arlington County for over twenty years. Over this period ACCS has become a national leader in innovative and effective TDM practices. As a result of its comprehensive TDM program ACCS reduced traffic in Arlington by about 44,631 vehicle trips and over 755,517 vehicle miles on the average workday in Fiscal Year 2012. 1 Victoria Transport Policy Institute. Why Manage Transportation Demand? Available online at: http://www.vtpi.org/tdm/tdm51.htm, as of December 21, 2012.

ACCS TDM Strategic Plan Update 7 program accomplishments Arlington County is a national model for coordinated transportation and land development. County officials planned for the concentrated high density and mixed-use development near Metrorail stations seen today. Over the past decade, County officials have supported significant improvements in local bus service and multimodal transportation infrastructure. Arlington County, primarily through ACCS, has also made a concerted effort to provide access to comprehensive transportation information and services to encourage the use of non-sov travel. As a result of these investments, Arlington County is renowned for both its high quality of life and as a desirable place for businesses to locate within the National Capital Region. In the 2012 Arlington County Resident Satisfaction Survey, 89 percent of residents reported that they were satisfied with County services. This is 32 percentage points higher than the national average. In the 2009 Arlington County Resident Transportation Study, 75 percent of respondents reported that they were satisfied with Arlington s transportation system. Residents living within one mile of a Metrorail station, and residents commuting primarily by transit, carpool, vanpool, biking or walking, were slightly more satisfied with the transportation system in Arlington County. Transportation seems to play a significant role in the overall quality of life in Arlington. The County recognizes that ACCS success in maintaining accessibility and mobility for workers, residents and visitors alike is crucial to promoting the County s economic vitality. ACCS excels at providing direct customer support and sales information to help Arlington residents, workers, and visitors navigate their transportation options. Marketing, promotional material, safety campaigns, and a many other programs enable ACCS to capture a broader audience. ACCS nine program areas are summarized in the following section and highlighted with selected accomplishments from Fiscal Year 2012 (July 1, 2011 - June 30, 2012). Arlington Transportation Partners ATP is a business-to-business transportation sales organization. ATP works directly with employers, multifamily residential communities, developers, and hotels to implement customized traveler information and commuter benefit programs. The programs include providing transit information, bulk fare card purchases, and providing commuter/traveler information at work places, hotels, and multi-family residential buildings. ATP also works directly with developers, in conjunction with ACCS site plan process, to create customized TDM plans for planned developments. FY 2012 Program Accomplishments Ended FY2012 with 702 employers participating with ATP at some level, of which 465 offer a transit benefit to over 150,000 employees.

8 ACCS TDM Strategic Plan Update Marketing The ACCS marketing team supports all of the agency s programs and events. In particular, ACCS manages marketing efforts for Arlington Transit (ART), Metrobus routes in Arlington, iride (for Arlington teens), and Arlington s Car- Free Diet and What s Your One Marketing Campaigns. FY 2012 Program Accomplishments Received a competitive grant to fund Hispaniclanguage marketing Received numerous marketing awards for the Car-Free Diet Campaign, including the American Public Transportation Association AdWheel Award of Excellence. Commuter Information ACCS Commuter Information unit (Commuter Store, Mobile Commuter Store, and CommuterDirect.com) provides direct information, assistance, and transit pass sales for workers, residents, and visitors. ACCS suite of commuter information services includes brick and mortar Commuter Stores, which provide in-person sales, information and assistance at four locations in Arlington. ACCS also operates a Mobile Commuter Store, which is housed in a RV, allowing the store to serve a greater audience. The Commuter Information program also operates CommuterPage.com and CommuterDirect. com, which allows transit customers to purchase tickets and passes online and have them delivered to their home or office. CommuterDirect.com is the exclusive online fare media merchant for VRE and MARC. FY 2012 Program Accomplishments Moved into the new Ballston Commuter Store Kiosk next to the Ballston Metro. Sold $7.6M in transit passes through Commuter Stores and $39.7M through CommuterDirect.com.

ACCS TDM Strategic Plan Update 9 FY 2012 Program Accomplishments Distributed over 473,000 brochures and timetables to individuals, companies and information display locations. Repaired or replaced over 65 ART bus stop signs due to vandalism, storms or accidents. Operations The ACCS operations team (call center, fulfillment center, distribution, logistics and bus stop information) supports the distribution of maps, schedules and brochures, produced by the marketing team and maintains bus stop signs and information displays. WalkArlington Walk Arlington provides information, programming, and advocacy to promote walking as a mode choice in Arlington. WalkArlington, in conjunction with BikeArlington and Arlington s Car-Free Diet program, launched the PAL Safety on Our Streets Safety Campaign to provide educational materials to promote awareness about safety tips for walkers, bicyclists, and drivers. WalkArlington also supports Safe Routes to School programs and developed a series of Walkabouts, instructional walking tours, to encourage recreational walking in Arlington. FY 2012 Program Accomplishments Coordinated and participated in 34 community and partner events reaching 53,000 individuals. Promoted Arlington County s national Gold-level Walk Friendly Community designation with a celebratory Walkabout. Planned and coordinated Walk and Bike to School Day event in partnership with Arlington Public Schools, supporting more than 600 participants.

10 ACCS TDM Strategic Plan Update FY 2012 Program Accomplishments Organized and participated in 100 events with a total attendance of over 18,000, compared to 39 events with 10,000 attendees in FY2011. Helped 9 new Arlington businesses become certified as Bicycle Friendly Businesses in FY2012, bringing the total number of certified businesses to 19, the second highest in the country. BikeArlington Bike Arlington provides information, programming and advocacy to promote the use of bicycling for transportation in Arlington. The program assists local businesses applying to the League of American Bicyclists Bicycle Friendly Business Program. Along with WalkArlington, BikeArlington launched a safety campaign, PAL: Safety on Our Streets, in FY2012. BikeArlington organizes Two Wheel Tuesdays, which are informational seminars that prepare Arlington cyclists with information on safety and proper equipment. FY 2012 Program Accomplishments Added 24 stations in the Rosslyn-Ballston corridor. 88,613 trips were taken from Capital Bikeshare stations in Arlington, with the peak month in June totaling 15,078 trips. Four Capital Bikeshare Corporate Memberships were sold to Arlington businesses. Capital Bikeshare ACCS BikeArlington program operates and markets Arlington s portion of the regional bikesharing service, Capital Bikeshare. In FY2012, Arlington worked to expand Capital Bikeshare in the Rosslyn-Ballston Corridor, and developed a six-year Transit Development Plan (TDP) for Capital Bikeshare in Arlington, the first of its kind for bikesharing in the United States.

ACCS TDM Strategic Plan Update 11 TDM for Site Plan Development: ACCS Site Plan team implements TDM measures at the building level, before the building is even built. The team monitors more than 100 site plans to ensure they meet ongoing transportation management program responsibilities. This program is the result of a TDM policy adopted by the County Board in 1990, which aims to reduce peak-hour traffic by reducing single-occupant vehicle trips. FY 2012 Program Accomplishments Worked with 111 active site plans. Assisted with 42 commercial and residential site plans, a record amount in FY12. 3,710 bike parking spaces were installed to meet TDM conditions. Mobility Lab and Research Program: In 2012 ACCS began the process of integrating its Research Program with Mobility Lab. Together the programs function as a Research and Development center that is tasked with measuring and evaluating the effectiveness of Arlington County s TDM Programs. Mobility Lab collaborates with other researchers and practitioners to produce innovative and creative technology-focused solutions to transportation issues. FY 2012 Program Accomplishments Developed an advanced methodology to quantify the return on investment for TDM strategies. Hosted a Hack Day to encourage the development of real-time transit screen displays. Hosted a Vanpool Boot Camp at George Mason University in Arlington. Received a competitive grant to fund a transit technology initiative.

12 ACCS TDM Strategic Plan Update source: flikckr - Fred Dunn, 2012

ACCS TDM Strategic Plan Update 13 planned program enhancements introduction Arlington County Commuter Services is committed to continuing its leadership in the TDM industry through implementing innovative TDM services. To that end, ACCS staff have identified a set of planned program enhancements that the Bureau wishes to implement in the short- and mid-term. Some of these program enhancements are expansions of or improvements on existing programs, while others are new programs or campaigns that will be focused in a given year or around the opening of new transportation infrastructure in Arlington County. $2.4 billion Capital Improvement Plan budget that provides nearly a billion dollars in funding for the County s planned transportation improvements. Arlington has a number of significant investments in transit infrastructure that will be implemented over the next decade. Table 1 provides an overview of these projects, which include the Crystal City- Potomac Yard (CC-PY) Transitway and the Columbia Pike SuperStops and Streetcar. ACCS will play an important role in helping educate the public about the new services that will be implemented, particularly with the fixed-guideway transit enhancements. Improvements are also planned to the In July 2012 the Arlington County Board passed a 10-year, Ballston, Rosslyn, Crystal City and Pentagon City Metrorail station areas. Table 1 - Selected Significant Transportation Infrastructure Improvements Impacting Arlington PROJECT DESCRIPTION OPENING YEAR Crystal City-Potomac Yard (CC-PY) Transitway Columbia Pike Super- Stops Columbia Pike Streetcar Extension of Metrorail Service to Tysons Corner The CC-PY Transitway, an approximately five mile transitway consisting largely of dedicated transit lanes with limited travel in mixed traffic, will run from Braddock Road Metrorail Station in Alexandria to the Pentagon in Arlington County. Segments D and E, stretching from Arlington s corporate limits at Four Mile Run to the Crystal City Metrorail Station, will begin construction in 2012. Alexandria s Segment B corridor will also begin construction in 2012. Bus Rapid Transit will run on the Transitway initially, with a transition to Streetcar in the mid- to long-term (at least on the Arlington County portion). Twelve SuperStops are planned for Columbia Pike. These stops will serve as future Columbia Pike Streetcar stops. Super Stops are larger and more easily accessible bus shelters that include passenger amenities such as seating for 10-15 passengers, enhanced protection from the elements, real-time passenger information, printed bus schedules and maps, and improved pedestrian accessibility and landscaping. In the future, off-board ticket vending may also be available at the SuperStops. This is a 4.7 mile streetcar line that will operate between Pentagon City in Arlington County and Skyline in Fairfax County. For most of the route streetcars will travel in mixed traffic. Extension of Metrorail Orange Line through Tysons Corner to Wiehle Avenue in Reston in Phase I, and continuing to Dulles Airport and into Loudoun County in Phase II, for a total extension of 23.1 miles and 11 new stations. 2013 (Segments D and E Bus Priority), complete Transitway in 2016 2012 (3 stops), 2013 (1 stop), 2014 and beyond (8 stops) 2017 2013 (Phase I to Wiehle Avenue)

14 ACCS TDM Strategic Plan Update Even as new forms of transportation infrastructure are implemented, Arlington County is projecting strong continued population and employment growth. By 2020, the County s population is expected to reach more than 233,000 (a 12 percent increase over 2010) 2, and employment in the County will increase even more rapidly, reaching nearly 276,000 (an increase of 24 percent over 2010). A growing imbalance of jobs and residents in Arlington over the next decade and beyond, with more jobs available in the County than residents, will stress the capacity of the County s transportation systems. Arlington County s residential population is also highly transient, with a mobility rate that is more than twice the national average and far above that of any other Washington, DC metropolitan area jurisdiction. 3 All of these factors strongly indicate a need for Arlington County to continue and enhance its role providing Arlington residents, workers, and visitors with high-quality TDM services. The planned program enhancements detailed in the sections below were carefully selected by ACCS staff to meet specific areas of current or anticipated need. At the Annual ACCS Strategic Planning meeting held in August 2012, all ACCS staff members participated in a process of reviewing and updating a list of program enhancements that was generated by staff for the Arlington County FY2011 TDM Strategic Plan. The staff recommendations captured at this meeting where then reviewed by ACCS managers, and a list of planned program enhancements finalized. The finalized list of program enhancements in this FY2014 TDM Strategic Plan Update is more consolidated and strategic than the program enhancements listed in previous plan updates. It is important to note that the implementation of these program enhancements is contingent upon ACCS obtaining adequate grant or other funding. None of the planned program enhancements detailed are currently funded. Critical program enhancements planned for the short-term (FY2014-FY2019 4 ) have been assigned to an individual year based on need, as shown in Table 2, while program enhancements that were identified for the mid-term were prioritized on a high-medium-low basis, shown in Table 3. 2 MWCOG Round 8.1 Cooperative Forecast Figures, provided by Arlington County Planning, Research, and Analysis Team. 3 Holzheimer, Terry, Ph.D., CeCD, AICP. Benchmarking the Creative Class at the Local Level. Economic Development Journal, Summer 2006. 4. No program enhancements were planned for years FY2018 and FY2019. The program enhancements prioritized on the mid-term list may be implemented at an earlier date should funding be available, and all other planned short-range enhancements are completed.

ACCS TDM Strategic Plan Update 15 top priority program enhancements by year The top-priority program enhancements for ACCS over the six years of the plan, FY2014 through FY2019, are listed in Table 2 and detailed in the sections that follow. While individual programs were not programmed in FY 2018 and FY 2019 due to the unknown situation regarding funding availability; high priority mid-term programs can be moved up should funding become available. Table 2 - Needed Short Term Program Enhancements program year ENHANCEMENT ESTIMATED COST 5 BUDGET ONGOING FUNDING NEED? FY 2014 PAL: Sharing Our Streets $300,000 Operating No FY 2014 ATP Increase Number of Employers Offering Level $171,000 Operating Yes 3 Programs FY 2014 Developer Services Consultative TDM Sales $259,560 Operating Yes Division and Additional Site Plan Enforcement Capability FY 2014 Corporate Vanpool Program $150,000 Operating Yes FY 2014 Statewide Telework Program $300,000 Operating Yes FY 2014 Rosslyn Commuter Store Relocation $70,000 Operating Yes FY 2014 Relocation of ACCS Warehouse $50,000 Capital No FY 2015 Mobility Lab Transit Tech Program $500,000 Operating Yes FY 2015 Crystal City Commuter Store Renovation $154,100 Capital No FY 2015 Marketing to Non-Traditional Audiences $188,490 Operating Possibly FY 2016 Streetcar Education Marketing $318,000 Operating No FY 2016 Mobile Commuter Store Replacement $265,000 Capital No FY 2017 Pentagon City Commuter Store Staffing $133,313 Operating Yes 5. Estimates in FY2014 dollars. fiscal year 2014 program enhancements PAL: Sharing Our Streets Mr. Walter Tejada, 2013 Chair of the Arlington County Board, has selected Arlington s PAL: Sharing Our Streets campaign as one of the County s signature initiative for his term as Arlington County Board Chair. The PAL campaign was created to educate the public on how cars, bicycles, and pedestrians can share the streets safely. As more Arlington residents, workers, and visitors use bicycling and walking as a transportation mode of choice, the need to ensure that all are mindful in sharing the roadway has increased. BikeArlington,WalkArlington, and the Arlington s Car-Free Diet program created the PAL campaign, an acronym that stands for predictable, alert, and lawful, to remind all users how to safely share the road. FY2014 Funding Request: $300,000 Funding Type: Operating Ongoing Funding Required: Yes

16 ACCS TDM Strategic Plan Update Arlington Transportation Partners (ATP) increase number of employees offering Level 3 programs Arlington Transportation Partners, Arlington County s businessto-business transportation sales organization,provides all of ACCS complimentary employer services assistance. FY2014 Funding Request: $171,000 Funding Type: Operating Ongoing Funding Required: Yes This program enhancement would increase ATP s capacity, allowing the organization to add an additional 25 Level 3 employers. A Level 3 Employer is defined as an employer that provides one of the following: Formal Telework Policy, Metrocheck, SmartBenefits, Parking Cash Out, Bike or Walk Benefit, Carpool Parking, Parking Fee, Shuttle, On Site Ridematching, Company Vanpools, Showers, or a Supplemental Guaranteed Ride Home Program. There would be three elements of this campaign: recognition for current customers, engage Level 1 & 2 Employers as prospective Level 3 employers, and address the involuntary attrition of ATP s customer base. Developer Services Consultative TDM Sales Division and Additional Site Plan Enforcement Capability This enhancement would add two positions, one position would be added to ATP s Developer Services Staff that would aid both developers and site plan building managers in a consultant-like manner, and the second position would focus on increased enforcement of site plan conditions. The ATP Developer Services Consultative TDM Sales Division will support an ACCS program that coordinates the design and implementation of large building projects with commuter and transit infrastructure and services to enhance the mobility of residents, workers, and visitors. The Business Development TDM Enforcement Manager will assist with the incorporation of physical infrastructural features, such as bike parking facilities and van-accessible garages, into new or renovated development at the time of construction. Together the Developer Services Consultative TDM Sales and Enforcement Managers actively monitor and support site plan developments in operation to ensure they meet ongoing transportation management program responsibilities. FY2014 Funding Request: $259,560 Funding Type: Operating Ongoing Funding Required: Yes

ACCS TDM Strategic Plan Update 17 Corporate Vanpool Program Arlington Transportation Partners will hire one FTE to focus on increasing the amount of employers promoting, coordinating and subsidizing vanpools by educating, encouraging and assisting our current client base with vanpool formation. ATP will purchase commercially available ridematching software that can be customized to each employer or property site to create a seamless look for the end user employee. ATP will assist Arlington County employers to recruit their employees to participate in vanpooling via advertising, mail, email, eblasts, website, social networks and ridematching events. FY2014 Funding Request: $150,000 Funding Type: Operating Ongoing Funding Required: Yes Arlington Transportation Partners will proactively partner with other TDM professionals based in origin destinations for riders along with regional vanpool providers such as vride and Enterprise to cross promote vanpooling as a viable option for employers to offer the employees. Incentives will be offered to both participating employers and employees to increase participation. ATP s goal is to form no fewer than 4 vanpools. Statewide Telework Program The Statewide Telework Program would fill a void currently present in the resources for TDM professionals and employers within the Commonwealth of Virginia. The program would increase the amount of employers currently taking advantage of the Virginia Telework Tax Credit as determined by the State of Virginia Tax Office. ACCS would provide Virginia TDM professionals and employers with a comprehensive resource to research, implement and promote Telework in the Commonwealth of Virginia, by hiring a full-time Statewide Telework Program Manager, conducting extensive outreach activities, and creating a comprehensive website resource and associated electronic collateral available for print. FY2014 Funding Request: $300,000 Funding Type: Operating Ongoing Funding Required: Yes Relocation of the ACCS Warehouse The ACCS warehouse will need to relocate in FY2014 due to the relocation and renovation of the Rosslyn Commuter Store. The relocation of the warehouse will require incur costs to build-out the new warehouse space to the Bureau s required specifications and to ensure that the right type of vehicle access is available. FY2014 Funding Request: $50,000 Funding Type: Capital Ongoing Funding Required: No

18 ACCS TDM Strategic Plan Update FY2014 Funding Request: $70,000 Funding Type: Operating Ongoing Funding Required: Yes Rosslyn Commuter Store Relocation With the completion of the Rosslyn Station Access Improvement Project and the opening of the second entrance to the Rosslyn Metrorail Station, Rosslyn s Commuter Store will also relocate from the Rosslyn Metro Mall to the new Rosslyn Metrorail Station entrance. While new facility is being funded by a developer, expanded hours of operation will require an additional staff member at the Rosslyn Commuter Store. fiscal year 2015 program enhancements Mobility Lab Transit Tech Program Mobility Lab s Transit Technology (Tech) Program funds the cooperative partnership between Arlington County Commuter Services and the non-profit Open Plans. Together, the Mobility Lab and Open Plans have pioneered new technologies in transit information and trip planning, including the Transit Near Me screens which display realtime information for nearby ART, Metrobus, and Metrorail service, as well as Capital Bikeshare station bike availability, and BikePlanner.org, which allows users to plan bike routes based on how bike-friendly the roads are and the individual s tolerance for grade. FY2014 Funding Request: $500,000 Funding Type: Operating Ongoing Funding Required: Yes

ACCS TDM Strategic Plan Update 19 FY2014 Funding Request: $154,000 Funding Type: Capital Ongoing Funding Required: No Crystal City Commuter Store Renovation Commuter Stores are renovated roughly once a decade, and the Crystal City Commuter Store was last renovated in 2005. The FY2015 renovation may include a transition from a counter-oriented retail model to a consultative-oriented retail model, a retail format that has become popular in the last decade and would allow patrons to more freely interact with Commuter Store staff. The renovation may also incorporate the latest in-store technology (such as Transit Near Me screens), and displays targeted toward specific audiences (such as Arlington visitors). Marketing to Non-Traditional Audiences Marketing to non-traditional audiences including minorities, the disabled, adults under age 30, and other audiences that TDM services typically do not reach. Developing targeted marketing materials and conducting targeted outreach to these relevant groups will, for the first time, allow ACCS to interact with these populations and understand their commute and travel needs on a broader basis. FY2015 Funding Request: $188,490 Funding Type: Operating Ongoing Funding Required: Possibly fiscal year 2016 program enhancements Marketing to Non-Traditional Audiences In preparation for the opening of Arlington s new Streetcar lines on the Crystal City/Potomac Yard Transitway and the Columbia Pike Streetcar in calendar years 2016 and 2017 respectively, ACCS plans to conduct a large-scale, Countywide Streetcar Education Marketing Campaign. Since relatively few Arlington residents and workers can recall a time when streetcars operated in the same right-of-way as buses, bicycles, and private motor vehicles, extensive safety education prior to the start of service will be required to help travelers understand how all modes can operate safely in the same right-of-way. Education will also be required on how to use the streetcar. Prior to the opening of the City of Norfolk s Tide Light Rail, an extensive education campaign was executed. This education campaign was deemed to have been successful based on the relatively low number of light rail-motor vehicle incidents and the high ridership experienced by the Tide. FY2016 Funding Request: $318,000 Funding Type: Operating Ongoing Funding Required: No

20 ACCS TDM Strategic Plan Update Mobile Commuter Store Replacement Arlington s popular Mobile Commuter Store will reach the end of its useful life and require replacement in FY2016. The Mobile Commuter Store is a customized vehicle that includes all of the amenities and services found inside the brick and mortar commuter stores, including transit schedules and maps, transit fare media for sale, and staff assistance with commute planning and federal transit benefit questions. FY2016 Funding Request: $265,000 Funding Type: Capital Ongoing Funding Required: No fiscal year 2017 program enhancements FY2017 Funding Request: $133,313 Funding Type: Operating Ongoing Funding Required: Yes Pentagon City Commuter Store Staffing A new Commuter Store in Pentagon City will open in FY2017 if the expected approved development occurs. The construction of this store will be funded by developers as a development condition. ACCS will need to add three new Commuter Store staff positions to operate the Pentagon City Commuter Store when it opens. Delivery Truck Replacements The existing Commuter Information delivery truck will reach the end of its useful life in FY2017 and require replacement. FY2016 Funding Request: $37,100 Funding Type: Capital Ongoing Funding Required: No

ACCS TDM Strategic Plan Update 21 mid-term priority program enhancements Table 3 presents the additional, mid-term, program enhancements prioritized by level of importance (high/ medium/low). Many of the program enhancements included in the prioritized list are contingent upon ACCS receiving financial and operational support from external partners, in addition to the funding needed from internal County funds and/or grants. Several of these planned enhancements would allow ACCS to support regional and Table 3 - Prioritized Program Enhancement List Priority Program Enhancement Estimated Cost 6 High High Expand annual number of bicycle safety classes Comprehensive Safe Routes to School program and Teen's Transit Initiative (iride 2.0) Operating/ Capital Ongoing Funding Needed Partnership Needs $20,000 Operating Yes Funding for WABA to provide classes. $66,500 Operating Yes Partner with Arlington Public Schools or pursue grant funding. Medium Metrobus and ART Marketing $183,000 Operating Yes Medium Provide Transit Map and Schedule $300,000 Capital Yes Information at all 1,300 Metrobus Stops Low Increase sales staff and provide materials to $150,000 Operating Yes manage rideshare initiatives and technology implementation Low Expand the Redefine Your Commute $300,000 Operating No employee sales campaign Low Launch annual Cyclovia and other bike events $300,000 Operating No Requires external community group funding and support. Low Next-Generation Carpool Pilot Program $150,000 Operating No Low Additional Delivery Truck $35,000 Operating No Contingent on the need. Low Expand point-of-information opportunities, e.g., Commuter Store Express monitors or kiosks in multiple locations (e.g., grocery stores, visitor centers, etc.) that would provide information and possibly ticket sales $150,000 Capital No Low Low Replace Round Cornered Holder (RCH) at all ART Stops with enhanced infrastructure Visitor Information Centers at all Commuter Stores Low Additional Sales Outlets Outside Arlington $300,000 Capital and Operating 6 Estimates in FY2014 dollars. local transportation initiatives. There are enhancements on this prioritized list that would provide transit map and schedule information at ART and Metrobus stops in Arlington and market local bus service, which are natural areas for joint implementation by ACCS and ART/Metrobus. Enhancements such as participating in organizing a local Cyclovia event or providing services outside of Arlington are entirely contingent upon funding being provided by external organizations or jurisdictions. $200,000 Capital No Assess as new technology arrives on the market. $100,000 Capital No Implement with economic development and visitor services. Yes Funding must be provided by other jurisdictions.

22 ACCS TDM Strategic Plan Update source: flikckr - Dan Reed, 2012

ACCS TDM Strategic Plan Update 23 financial plan The innovative program enhancements planned for the FY14 through FY19 period are only possible if adequate funding for their implementation is identified; in fact, because of the uncertainty surrounding future funding, short-term enhancements have only been programmed through FY17. This section provides a review of recent budgets and revenue sources, and develops a projected capital and operating budget for ACCS for fiscal years 2014 through 2019. review of recent operating budgets Arlington County s commitment to TDM programs is evidenced by the funding provided for ACCS in the County budget. When reviewing the funds that ACCS has been provided over the years, it is important to remember that these programs are comprised both of traditional TDM as well as areas in which ACCS takes the lead role for the County that are above and beyond standard TDM; these include BikeArlington, WalkArlington, and research and technology. The bureau effectively leverages County funds as a match for TDM program funds from federal and state sources in order to maximize the value of its TDM investments. Arlington s investment in ACCS demonstrates its deep commitment to reducing SOV travel. The ACCS budget and Arlington s transit budget together represent 60% of Arlington County transportation expenditures. ACCS s budget comprised 14 percent of the total Department of Environmental Services approved budget for FY2012 for the County, and 46 percent of the Transportation department s budget. Table 4 shows the ACCS budget by program activity for the past six years. Table 4 - FY2009 - FY2014 ACCS Expense Budgets Program FY2009 FY2010 FY2011 FY2012 fy2013 revised f20y14 draft ATP $1,820,000 $1,936,600 $1,819,689 $1,950,000 $1,682,597 $1,733,075 Marketing $1,137,495 $1,300,000 $1,029,412 $1,200,000 $1,170,000 $1,205,100 Commuter Information $1,145,840 $1,152,930 $948,801 $1,200,000 $1,311,143 $1,345,430 Operations $1,034,395 $1,410,747 $1,707,970 $1,820,000 $2,351,524 $2,381,128 Bike/Walk $285,000 $442,125 $529,424 - - - WalkArlington - - - $160,000 $247,851 $226,607 BikeArlington - - - $445,000 $576,988 $594,298 Capital Bikeshare - - - $157,910 $297,499 $306,424 Administration $399,180 $439,180 $564,869 $623,294 $625,492 $644,257 Research $350,000 $350,000 $471,621 $350,000 $500,000 $515,000 Mobility Lab - - - $287,606 $528,127 $783,144 Web $496,000 $688,000 $674,950 $555,000 $500,000 $515,000 Other/One Time - - - $650,000 $1,450,000 - Total $6,667,910 $7,719,582 $7,746,736 $9,398,810 $ 11,241,221 $10,249,462 7 From County FY2012 Adopted Budget: ACCS budget is $9.75 million, DES budget is $72.24 million, and Metro operating expenses are $24.69 million. 8 FY14 figures reflect the preliminary draft budget, FY13 reflects the revised budget as of December 2012, and all other years are actual budget expenditures. 9 Operations includes expenses such as warehousing and delivery which serve all of the component programs. 10 BikeArlington and WalkArlington were shown as a single budget line item until FY12. 11 Administration includes TDM for Site Plan Development and general administration and management costs. 12 Web costs cover the cost of maintaining the entire ACCS family of websites for all of the component programs.

24 ACCS TDM Strategic Plan Update review of recent accs revenues Revenues for ACCS s operations are obtained from federal, state and local sources. Table 5 provides a review of ACCS revenue sources between FY2009 and FY2013, and the projected revenues from the FY2014 draft budget. Similar to other TDM programs nationwide, ACCS relies heavily on funds from the federal Congestion Mitigation and Air Quality (CMAQ) program. The CMAQ program covers about 38 percent of ACCS total budget in FY2013, and since FY05 it has typically covered 40-50 percent of the Bureau s total budget. ACCS also received funding from the Commonwealth, including funding from several Department of Rail and Public Transportation (DRPT) grants (TDM Operating Assistance, Transportation Project Management (TPM) Assistance, and Demonstration Project Assistance), and from the Virginia Department of Transportation (VDOT) Transportation Control Measure (TCM) funding. 13 to the revenue sources listed in Table 5, Arlington County Commuter Services also uses additional local commission income beyond what is included in the budget to fund activities throughout the fiscal year.. Projected revenue for FY2014 comes to a total that of $10,054,817, which is less than the $10,249,462 needed to sustain the base program. If this holds true, ACCS will make cuts in the base program. Local funding covers the remainder of the ACCS budget, and is provided by several sources: commissions earned on the sale of transit fare media at The Commuter Store s and through CommuterDirect.com ; site plan contributions per Arlington s 1990 Transportation Demand Management Policy for Site Plan Development; the Arlington County General Fund; local transit funding through the Northern Virginia Transportation Commission (NVTC); and transit marketing funding provided by Arlington Transit (ART). Commissions are the second largest source of ACCS funding after CMAQ, accounting for 38 percent of Bureau funding in FY2013. Site Plan contributions typically account for three percent of the ACCS budget, while the Arlington County General Fund has provided three to six percent of total ACCS funding in recent years. ACCS grant revenues appear to have increased since FY2009, primarily as a result of a change in budgeting practices rather than a change in the size and operating revenues of the program. Previously, the ACCS grant expenditure and revenue budgets were proposed at a base level and then later amended by supplemental appropriation by the County Board as grants were awarded by the State. For FY2013, Arlington County has already received State grant award notifications for the amounts reflected in the FY2013 proposed budget. The budget now reflects a fully funded effort based on expected grant award amounts. In addition 13 This is Statewide CMAQ funding allocated to TCMs identified in the Commonwealth s Air Quality State Implementation Plan (SIP).

ACCS TDM Strategic Plan Update 25 Table 5 - ACCS Revenues FY2009 through FY2014 operating revenue sources federal Regional CMAQ (State Contract) ACCS Regional CMAQ (State Contract) ACCS - Carryover state Regional TCM (VDOT) DRPT Transportation Project Management DRPT TDM Operating Assistance DPRT Demonstration Project Assistance category fy2009 actual fy2010 actual FY2011 actual fy2012 actual fy2013 revised fy2014 draft Regional CMAQ $3,500,000 $3,700,000 $3,072,256 $4,200,000 $4,305,000 $4,413,000 - - - $627,744 - - Statewide $66,625 - $77,780 $80,500 $80,500 $80,500 CMAQ TEIF 14 - $200,000 $240,000 $126,328 $240,000 - TEIF $700,000 $700,000 $800,000 $505,000 $612,248 $612,248 MTTF Special $175,000 - - - $400,000 - Projects 15 State TEIF for Web TEIF $296,000 - - - - - Additional State VDOT/DRPT TDM - - $195,000 - - - local Local General Fund Local $185,500 $361,080 $304,046 $314,224 $329,069 $329,069 Local Transit Aid Account at Local Transit $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 NVTC NVTC Local Contract Revenue (VRE) Contract $200,000 $200,000 $200,000 - - - Revenue Local Site Plan Contributions Site Plans $170,000 $170,000 $170,000 $330,000 $330,000 $330,000 Local Project Income (Fees/ Commissions) Commissions $400,000 $500,000 $500,000 $1,671,840 $1,500,000 $1,500,000 Local Regional Income (DC/ Alexandria) Regional Income - $200,000 $108,740 $140,000 $160,000 $165,000 Transit (ART Marketing) Transit - $200,000 $200,000 $110,000 $140,000 $140,000 Transit (Shirlington Station) Transit - - - $85,000 $85,000 $85,000 Local Project Income Commissions - - - $908,174 $2,759,404 $2,100,000 (Fees/Commissions/Other Revenues) Carryover and Unbudgeted TOTAL $6,401,125 $5,760,133 $6,167,822 $9,398,810 $11,241,221 $10,054,817 14 Virginia Transportation Efficiency and Improvement Fund, a set-aside of CMAQ funding received by the Commonwealth 15 Virginia Mass Transit Trust Fund

26 ACCS TDM Strategic Plan Update short-range capital and operating projected budget fy2014 - fy 2019 ACCS develops several short-range budgets each year to allow the Bureau to adequately plan for its financial needs. Some of the key definitions and assumptions are as follows: The base budget is the ACCS unit line-item budget, with all unit line-item costs increased annually at a rate of three percent to account for inflation. A three percent annual rate of inflation is consistent with Arlington County budgeting practices and the consumer product index (CPI) rate of inflation in recent years. Therefore, all of the figures shown in the budgets are shown as year of expenditure dollars ($ YOE). he enhanced budget includes the base budget as well as all of the planned program enhancements. The short-range capital budget presents only the Bureau s immediate anticipated capital investment needs. All of the figures shown in these budgets are projections. Actual expenses may vary due to changes in the rate of inflation or market prices. Short-Range Base and Enhanced Budget Operating Budgets The base and enhanced short-range operating budgets are shown in detail in Table 6. The costs associated with the planned program enhancements shown in the enhanced budget were developed based the estimated cost of implementation in FY14, plus a compound annual growth rate of 3 percent to account for inflation. (The actual cost of the planned enhancements may vary based on changes in prices in the marketplace between FY14 and the year of implementation.) Planned program enhancements that will have an ongoing impact on the operating budget were continued from their year of implementation throughout the short-range budget period. The difference between the projected base budget and the projected enhanced budget ranges between just over $1 million to under $700,000 between FY2014 and FY2019. Tables 6 and 7 outline the projected capital and base and enhanced budgets for ACCS over the next six years.

ACCS TDM Strategic Plan Update 27 Table 6 - Projected Short-Range Base and Enhanced Operating Budgets, FY2014-FY2019 operating revenue sources FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 Arlington Transportation Partners $1,733,075 $1,785,067 $1,838,619 $1,893,778 $1,950,591 $2,009,109 Base Budget ATP Services Enhancements $171,000 $176,130 $181,414 $186,856 $192,462 $198,236 Mobility Lab Transit Tech $500,000 Developer Services Consultative TDM $154,500 $159,135 $163,909 $168,826 $173,891 $179,108 Sales Division Statewide Telework Program $300,000 $309,000 $318,270 $327,818 $337,653 $347,782 Corporate Vanpools Program $150,000 $154,500 $159,135 $163,909 $168,826 $173,891 Marketing Base Budget $1,205,100 $1,241,253 $1,278,491 $1,316,845 $1,356,351 $1,397,041 Marketing to Non-Traditional $188,490 Audiences Streetcar Education Marketing $318,000 Commuter Information Base Budget $1,345,430 $1,385,793 $1,427,367 $1,470,188 $1,514,293 $1,559,722 Pentagon City Commuter Store - Operating Cost Rosslyn Commuter Store Relocation - $70,000 $72,100 $74,263 $76,491 $78,786 $81,149 Operating Costs Operations Base Budget $2,381,128 $2,452,562 $2,526,139 $2,601,923 $2,679,981 $2,760,380 Walk Arlington Base Budget $226,607 $233,405 $240,407 $247,620 $255,048 $262,700 Bike Arlington Base Budget $594,298 $612,127 $630,490 $649,405 $668,887 $688,954 PAL: Complete Streets Safety Outreach $300,000 Campaign Capital Bikeshare Base Budget $783,144 $771,054 $817,876 $847,316 $901,066 $932,603 Administration Base Budget $644,257 $663,584 $683,492 $703,997 $725,117 $746,870 Developer Services Site Plan Enforcement $105,060 $108,212 $111,458 $114,802 $118,246 $121,793 Expansion Research Base Budget $515,000 $530,450 $546,364 $562,754 $579,637 $597,026 Mobility Lab Base Budget $306,424 $522,883 $618,258 $640,712 $687,230 $711,283 Base Operating Budget Total $10,249,462 $10,728,627 $11,153,866 $11,497,292 $11,897,838 $12,262,715 Enhanced Operating Budget Total $11,500,022 $12,396,194 $12,480,315 $12,669,307 $13,105,014 $13,506,106 Base and Enhanced Budget Totals Difference $1,250,560 $1,167,567 $1,326,449 $1,172,015 $1,207,176 $1,243,391

28 ACCS TDM Strategic Plan Update ACCS Short-Range Capital Budget Nationally, few TDM agencies identify their capital needs explicitly. ACCS, with its robust Commuter Store network and its Mobile Commuter Store, tracks the need for capital investment to ensure that all assets are maintained in a state of good repair. Commuter Stores are generally renovated once a decade, while vehicles, including the Mobile Commuter Store, are also replaced at the end of their useful life. In FY2014, ACCS anticipates relocating the Commuter Information warehouse due to the relocation and renovation of the Rosslyn Commuter Store. This relocation will involve an expense to build-out the new warehouse to the required specifications. ACCS detailed Capital Bikeshare capital expenses through FY2025 are shown in the Capital Bikeshare Transit Development Plan. Table 7 shows the planned capital expenses by year of implementation for the short-term period. Table 7 Short-Range Projected Capital Budget Detail, FY2014 FY2019 FY2014 FY2015 FY2016 FY2017 Retail Capital Expenditures Renovation of Crystal City Store $154,500 Replace Mobile Commuter Store $265,000 Replace Delivery Truck $37,100 Operations capital expenditures Relocate ACCS Warehouse $50,000 Capital Budget Total $50,000 $154,500 $265,000 $37,100 Mid-Range and Long-Range Operating Budgets, FY2020-FY2031 Tables 8 and 9 show the mid-range (FY2020-FY2025) and long-range (FY2026-FY2031) base operating budgets. These budgets include only the base operating expenses, excluding the enhancements programmed in the short-range enhanced operating budget. Table 8 Mid-Range Projected Base Operating Budget, FY2020-FY2025 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 ATP $2,069,382 $2,131,464 $2,195,407 $2,261,270 $2,329,108 $2,398,981 Marketing $1,438,952 $1,482,121 $1,526,585 $1,572,382 $1,619,554 $1,668,140 Commuter Information $1,606,514 $1,654,709 $1,704,350 $1,755,481 $1,808,145 $1,862,390 Operations $2,843,191 $2,928,487 $3,016,342 $3,106,832 $3,200,037 $3,296,038 Walk Arlington $270,581 $278,698 $287,059 $295,671 $304,541 $313,677 Bike Arlington $709,622 $730,911 $752,838 $775,424 $798,686 $822,647 Capital Bikeshare $965,245 $999,028 $1,033,994 $1,070,184 $1,107,640 $1,146,408 Administration $769,276 $792,355 $816,125 $840,609 $865,827 $891,802 Research $614,937 $633,385 $652,387 $671,958 $692,117 $712,880 Mobility Lab $736,178 $761,945 $788,613 $816,214 $844,782 $874,349 Web $614,937 $633,385 $652,387 $671,958 $692,117 $712,880 Base Total $12,638,816 $13,026,487 $13,426,087 $13,837,982 $14,262,554 $14,700,193

ACCS TDM Strategic Plan Update 29 Table 9 Long-Range Base Operating Budget, FY2026-FY2031 Program FY2026 FY2027 FY2028 FY2029 FY2030 fy2031 ATP $2,470,950 $2,545,079 $2,621,431 $2,700,074 $2,781,076 $2,864,509 Marketing $1,718,184 $1,769,730 $1,822,822 $1,877,507 $1,933,832 $1,991,847 Commuter Information $1,918,261 $1,975,809 $2,035,084 $2,096,136 $2,159,020 $2,223,791 Operations $3,394,919 $3,496,767 $3,601,670 $3,709,720 $3,821,011 $3,935,642 Walk Arlington $323,087 $332,780 $342,763 $353,046 $363,638 $374,547 Bike Arlington $847,326 $872,746 $898,929 $925,896 $953,673 $982,283 Capital Bikeshare $1,186,532 $1,228,061 $1,271,043 $1,315,529 $1,361,573 $1,409,228 Administration $918,556 $946,113 $974,496 $1,003,731 $1,033,843 $1,064,858 Research $734,267 $756,295 $778,984 $802,353 $826,424 $851,217 Mobility Lab $904,951 $936,624 $969,406 $1,003,335 $1,038,452 $1,074,798 Web $734,267 $756,295 $778,984 $802,353 $826,424 $851,217 Total $15,151,302 $15,616,299 $16,095,611 $16,589,682 $17,098,966 $17,623,935 Figure 1 shows the impact to the projected budget of implementing the program enhancements planned for the short-range FY2014-FY2019 period over the mid-range and the long-range planning periods. This does not include the implementation of any of the program enhancements included in the prioritized list of program enhancements listed in Table 3, since these program enhancements will only be programmed when funding is identified for their implementation. Figure 1 Base and Enhanced Operating Budget Projections, FY2020-FY2031 The budget impact of implementing the planned program enhancements over the long-term remains relatively modest. The difference between the base and enhanced projected budgets between FY2020 and FY2031 ranges from over $1.4 million in FY2020 to $1.9 million in FY2031.

30 ACCS TDM Strategic Plan Update source: flikckr - Arlington County, 2012

financial outlook ACCS TDM Strategic Plan Update 31 The continued viability of traditional funding sources for transportation at the federal, state, and local levels are all in question. The inability of the federal gas tax to keep pace with the nation s transportation funding needs has limited the ability of government at all levels to fund transportation priorities. A move to performancebased transportation funding at the federal and state levels is just beginning, with a yet undetermined impact to ACCS and to the field of transportation demand management. While Arlington County s local economy is far stronger than the vast majority of other localities in the nation, most local economies (including many in Northern Virginia) were weakened by the recession. This is making it more difficult to find the local revenue sources needed to fund transportation programs, services, and capital improvements and could lead to increased pressure on state and federal transportation funding sources. This section examines the financial outlook for Arlington County Commuter Services, including the threats to existing funding sources as well as the potential for the introduction of new and innovative sources of funding for the Bureau. federal funding - cmaq A single federal grant program, Congestion Mitigation and Air Quality (CMAQ), provided 38 percent of the total funding available to Arlington County Commuter Services in Fiscal Year 2013, and has historically been a crucial source of funding for Arlington County Commuter Services. CMAQ, part of the federal-aid highway program, provides discretionary grant funding to transportation projects that reduce transportation-related air quality emissions. Of the nearly $30 billion in CMAQ funds expended since 1992, only 5 percent have been spent on transportation demand management programs. Another five percent have supported shared ride (carpool and vanpool) programs. On July 6, 2012, President Obama signed the surface transportation reauthorization legislation Moving Ahead for Progress in the 21st Century (MAP-21). MAP-21 introduced new performance measurement requirements across many federal transportation programs, including CMAQ. MAP-21 requires that the U.S. Department of Transportation (USDOT) establish performance measures for CMAQ related to traffic congestion and on-road mobile source emissions within 18 months following MAP-21 s enactment. The USDOT has already engaged a broad range of transportation community stakeholders to gather input on what will be used to measure program impacts on congestion. If the congestion measure ends up being structured to examine performance on person throughput instead of vehicle throughput, ACCS and other TDM agencies may gain greater recognition for their role in congestion relief. The effectiveness of TDM activities in generating emissions reductions may also be highlighted by the implementation of the MAP-21 performance measures. 16 Within one year of a final rule on the CMAQ congestion measures, all state departments of transportation must establish their own targets for the national measures. MAP-21 also requires some metropolitan planning organizations (MPOs), including the DC region s Metropolitan Washington Council of Governments (MWCOG), to develop and update biennially a performance plan to achieve air quality and congestion reduction targets. MAP-21 also requires that the USDOT select a qualified scientific research 16. FHWA, MAP-21 Webinar Series, Overview of MAP-21 provisions on the Congestion Mitigation and Air Quality Improvement (CMAQ) Program, available at http:// www.fhwa.dot.gov/map21/docs/13sep_cmaq.pdf, as of December 21, 2012.

32 ACCS TDM Strategic Plan Update organization to conduct a study, to be completed by 2014, of the effectiveness at improving air quality among the types of programs that CMAQ has funded since the previous surface transportation authorization bill, SAFETEA-LU, was enacted. MAP-21 is also encouraging a focus on cost efficiency in selecting CMAQ projects. The Federal Highway Administration (FHWA) is creating tables and graphics that illustrate the comparative cost effectiveness of various CMAQ eligible activities that are intended to help states and MPOs select projects. These calculations may or may not result in a minimum cost effectiveness threshold for CMAQ funded activities, which could impact how CMAQ funding is allocated throughout the nation. If CMAQ continues to exist in the surface transportation reauthorization following MAP-21, and the performance measures established for congestion and air quality are structured to capture the benefits of TDM, Arlington County Commuter Services may be in an improved position for receiving CMAQ funding. However, whether or not CMAQ is included in the next surface transportation reauthorization and how the CMAQ performance measures will be structured both remain unknown at this time. state funding In recent years Arlington County Commuter Services received funding from several different Virginia Department of Rail and Public Transportation (DRPT) grants. DRPT s grant programs are funded by revenues from the Commonwealth Mass Transit Trust Fund (MTTF), a component of the Transportation Trust Fund (TTF). The MTTF is a 14.7% share of the TTF, which was funded at an estimated total of $803 million in FY2011. TTF revenues are generated predominately by the state sales and use tax, as well as by taxes on motor vehicle sales and rentals, the state gas tax, vehicle license fees, and the funds own interest and revenues. The MTTF s Special Projects Fund funds three DPRT grant programs, two of which (Demonstration Project Assistance and Technical Assistance) can be used for TDM. The MTTF Special Projects Fund can be funded at up to 1.5% of the total value of the MTTF. 17 TDM operating assistance grants come from funding from the Commonwealth s Transportation Efficiency and Improvement Fund (TEIF). TEIF was established to fund TDM programs that utilize innovative approaches to reducing traffic congestion and single occupancy vehicle use, and was a set-aside of the Commonwealth s statewide CMAQ funding from the Virginia Department of Transportation s portion of the TTF. At its inception in FY1993, TEIF was funded at $1 million per fiscal year. 18 In recent years, TEIF funding has held steady at around $4 million per fiscal year. TEIF is used to support DPRT s TDM Operating Assistance and its Transportation Management Project Assistance grants. The future funding levels for TEIF will depend upon the future of CMAQ at the federal level. While the TTF s revenue sources may increase as the economy continues to rebound from the 2008-2009 recession, a significant increase in TTF revenues would depend on the General Assembly acting to modify or increase the taxes that support it. Legislation introduced in Virginia General Assembly sessions in 2010, 2011, and 2012 to either increase the amount of the taxes dedicated to the Transportation Trust Fund, or to increase the proportion of the taxes dedicated to funding the TTF have failed. 19 source: flikckr - Jim Bowen, 2012 17. Flow of Funds for Public Transportation in Virginia, Technical Memorandum from Susan Binder, Cambridge Systematics to Steve Pittard, Chief Financial Officer, Virginia Department of Rail and Public Transportation, June 13, 2011. 18. DPRT Transportation Efficiency Improvement Fund Report to the Governor and General Assembly, House Document No. 38, Commonwealth of Virginia, Richmond, 1994. 19. Virginia Decoded, 33.1-23.03:1 Transportation Trust Fund, available online at http://vacode.org/33.1-23.03:1/, as of November 29, 2012.

ACCS TDM Strategic Plan Update 33 local funding Local funding comprises around a third of ACCS funding in a typical fiscal year, yet the Arlington County General Fund typically supports between 3-6% of ACCS total program budget in any given year. In FY2012 and FY2013 the Arlington County General Fund provided 3% of ACCS total funding. Nearly 40 percent of ACCS local revenue is generated by commissions earned on the sales of transit fare media at The Commuter Store and via CommuterDirect.com, managed by the ACCS Commuter Information team. Much of the commissions revenues are generated from the sale of commuter rail (Northern Virginia s Virginia Railway Express and Maryland s MARC) and MTA Commuter Bus tickets. The provision of the federal commuter transit benefit, which allows employers to provide or set-aside up to $245 tax free for transit fares, is quite prevalent in the Washington, DC region where 13 percent of regional workers are federal employees and many others work for federal contractors that also provide the commuter transit benefit. The Washington Area Metropolitan Transit Authority (WMATA) provides the commuter transit benefit through its branded SmartBeneifts program. However, allocating SmartBeneifts to transit providers other than WMATA requires the use of a thirdparty vendor. ACCS CommuterDirect.com is one of these designated third-party vendors. CommuterDirect.com makes it easy for customers to receive their commuter transit benefit by allowing customers to pay the remainder of their transit fare not covered by the commuter transit benefit with a credit card and by mailing the transit fare media directly to the customer s home. ACCS earns a small commission for each transaction. Commissions are an integral source of ACCS funding. The rapid growth in commission revenue earned by ACCS over the past five years (from $250,000 in FY2005 to an estimated $1,500,000 in FY2013), was due to the success of the Commuter Information staff in securing multi-year contracts with both VRE and MARC to administer SmartBenefits. In late 2007 the Commuter Information staff began to administer the former MARC Ticket by Mail program formerly operated by CSX, leading to a large jump in the number of MARC customers using CommuterDirect.com and The Commuter Store. A similar jump in the number of VRE customers using CommuterDirect.com and The Commuter Store occurred in the fall of 2010, as the number of SmartBenefits VRE vendors decreased. Today there are approximately 12,000 commuters who utilize the SmartBenefits administration program through CommuterDirect.com and The Commuter Store. New technology may bring changes to the sale of fare media in the short term. In November 2012 the Massachusetts Bay Transportation Authority (MBTA) Commuter Rail introduced the nation s first mobile ticketing application. VRE participates in a national mobile ticketing working group with the MBTA, and along with several other rail systems across the country is planning to introduce mobile ticketing in the near future. In March 2012 VRE issued a request for information to providers of mobile ticketing technologies, to which they received 17 responses. In August 2012 VRE s Operations Board authorized the release of a request for proposals for mobile ticketing applications. 20 VRE plans to conduct a pilot program for the initial release of mobile ticketing, followed by a full-system mobile ticketing app roll-out at a later date. 21 While mobile ticketing will not replace VRE s existing fare media, the mobile ticketing option may be used by a substantial number of customers. In the first two weeks of the MBTA Commuter Rail s limited launch of its Mobile Ticketing Application, mticket, it was downloaded to more than 13,000 smartphones and to purchase more than $54,000 in fares. 22 ACCS should explore how to deliver fare media purchased through CommuterDirect.com and The Commuter Store via mobile ticket applications. The Commuter Information team has likely saturated the market for their services for both VRE and MARC riders and it is expected that if things remain the same (meaning new technology or service providers don t diminish CommuterDirect.com market) that commission levels will remain flat at FY2013 levels for the foreseeable 20 Agenda Item 8-B Consent Agenda Item, August 17, 2012, To: Chairman Covington and the VRE Operations Board, From: Rich Dalton, Re: Authorization to Issue a Request for Proposals for a Mobile Ticketing System. Available online at: http://www.vre.org/about/ops_board_items/2012/august/action_item_8-b_rfp_mobile_ticketing.pdf, as of December 4, 2012. 21 Virginia Railway Express Chief Executive Officers Report, July 2012, available online at: http://www.vre.org/about/ops_board_items/2012/july/ceo_report.pdf, as of December 4, 2012. 22 BostoInno, Mobile Ticketing Coming to MBTA Boats & More Commuter Trains, Riders Can Purchase Monthly Passes, November 27, 2012, available online at http:// bostinno.com/2012/11/27/mobile-ticketing-coming-to-mbta-commuter-boats-trains-riders-can-purchase-monthly-passes/,as of December 4, 2012.

34 ACCS TDM Strategic Plan Update future. The challenge for the Commuter Information team is maintain their current customer base. Since patrons are using CommuterDirect.com to allocate their SmartBenefits 23 to their desired transit provider, ensuring integration between CommuterDirect.com and any mobile ticketing application would provide an additional ticket delivery method for CommuterDirect.com customers. This integration may also be attractive to any mobile ticketing provider, since it would ensure access to a large base of potential customers. Another notable source of local funding, revenues from site plan conditions, has grown considerably in recent years. In Fiscal Year 2005 site plan contributions to ACCS totaled $70,000, while in Fiscal Year 2013 site plan contributions provided $330,000 for ACCS. As development activity continues at a healthy pace in Arlington County, site plan revenues may grow slightly, but are not expected to increase significantly for the foreseeable future. In the third quarter of calendar year 2012, Arlington County approved the construction of 1,209,760 gross square area (GFA) of office space, 37,666 GFA of retail space, 273 multi-family apartment units, and 148 hotel rooms. 24 23 SmartBenefits is a program of the Washington Area Metropolitan Transit Authority to administer employer-provided free or reduced-fare transit benefits. 24 Arlington County Community Planning, Housing, and Development, Development Tracking Report Third Quarter 2012 (July-September 2012), available online at: http://www.arlingtonva.us/departments/cphd/planning/data_maps/pdf/file87907.pdf, as of December 4, 2012. need for revenue diversification ACCS heavy reliance on just two sources of funding CMAQ and commissions poses a potential threat to the agency s continuity of operations should one of these funding sources change dramatically. While commissions can be expected to remain stable over the short-range planning period, the same cannot be said for CMAQ. It was not clear that CMAQ would continue as a federal-aid highway program during the development of MAP-21, and the bill is set to expire on September 30, 2014, just two years after it was authorized. Whether or not CMAQ continues as a grant program beyond 2014 cannot be known. ACCS should actively pursue the diversification of its revenue funding sources. Options for the development of new revenue sources were explored in the ACCS FY2013 TDM Strategic Plan Update. Among the possibilities included in that review were private foundation and non-profit funding; nontransportation federal and state grants; commercialization of Mobility Lab research; and other advertising, sponsorship, and partnership opportunities. More traditional TDM funding concepts such as the establishment of new parking districts, parking meter increases or commercial parking space taxes dedicated to TDM; an allocation of a portion of the County s vehicle decal fee to ACCS; and evaluating the site plan contribution levels established in the 1990 Arlington Transportation Demand Management Policy for Site Plans were also discussed. Seeking funding that is specific to program enhancements needs to be done in coordination with other Arlington County agencies (e.g., transit and Arlington Economic Development, community groups, and non-profits) this has been a successful diversification strategy to-date and should be pursued. However, the imperative to diversify the revenue sources upon which ACCS relies for its day-to-day operations remains. In particular, other Transportation units should begin to pick up the costs for services provided by ACCS such as Call Center support for ART, marketing and web services for ART and STAR, and bus stop information sign maintenance for ART and Metrobus. Pursuing new opportunities to incorporate advertising and sponsorship into ACCS activities may be one of the most promising short-term opportunities for additional revenue. ACCS produces a number of printed and electronic publications where opportunities for advertising and/or sponsorship exist. Another near-term opportunity may be to add a financial contribution to ACCS as an option for ATP Employer Services clients. Since ATP s Employer Services clients work with employers at no-cost, requesting a financial contribution to allow ATP to continue and expand its services to their employees may be worth exploring in partnership with Arlington s Business Improvement Districts and other local business organizations. Transit agencies typically have at least one full-time grants manager, and ACCS may consider the utility of adding a position focused on pursuing grants and other funding opportunities for the agency. A full-time position may not be necessary for ACCS, but funding a part-time grants manager position may prove effective, either as a standalone hire, incorporating grants and revenue diversification into the job description of an existing ACCS employee, or incorporating the needs of ACCS into an existing grant management position within the Transportation Division.

regional vision ACCS TDM Strategic Plan Update 35 Arlington County Commuter Services plays a critical role in delivering TDM services in the Washington, DC metropolitan area. ACCS serves not only Arlington County residents and workers, but it also provides services to commuters throughout the region through its CommuterDirect.com and The Commuter Store services. Several neighboring jurisdictions reimburse ACCS for regular visits of the Mobile Commuter Store to their employment centers. TDM agencies throughout Northern Virginia operate programs that vary in focus and scope, and are each individually branded. The Virginia Department of Transportation and the Department of Rail and Public Transportation have both initiated examinations of how TDM services are provided at the local, regional, and statewide levels in the Commonwealth in recent years. How TDM services will be provided in the decades to come whether the current patchwork of local agencies and services continue or if the services provided should be consolidated in some fashion has been a topic covered in several recent discussions. Through the Statewide TDM Working Group, an ad hoc organization of Virginia s TDM agencies, ACCS staff have led discussions of how to foster cross-jurisdictional efforts to move people more effectively along corridors and regionally, and how to increase the number of funding sources for TDM. The Statewide Transit and TDM Plan, a component of the Virginia Surface Transportation Plan Update (VTrans 2035), is evaluating the existing levels and coverage of TDM service throughout the state. DRPT s SuperNoVa Transit/TDM Vision Plan, completed in November 2012, includes a number of recommendations to streamline the provision of TDM services and marketing throughout the Commonwealth. ACCS is examining each of these plans and initiatives in an effort to understand how the Bureau can incorporate their recommendations. ACCS serves not only Arlington County residents and workers, but it also provides services to commuters throughout the region supernova transit / tdm vision plan The SuperNoVa Plan envisions safe, strategic, and seamless mobility options available through rail, transit, and TDM services provided throughout greater Northern Virginia (NoVa). The study s mission Visioning Mobility Beyond Boundaries, sets the framework for its examination of the provision of transit and TDM services through the study area. The SuperNoVa plan identified a wide range of transit program enhancements and streamlining strategies for local, express, rapid, and priority bus, fixed guideway transit (streetcar, light rail transit, heavy rail transit, commuter rail, and intercity passenger rail), and the provision of transportation demand management services. ACCS is considering how the recommendations made across several categories of the SuperNoVa Transit/TDM Plan apply to its own provision of services. The plan s TDM recommendations and several of its recommendations related to communications and marketing, planning, operations and technology all have relevance to ACCS. Table 10 lists a number of the plan s recommendations that ACCS may wish to consider.

36 ACCS TDM Strategic Plan Update Table 10 SuperNoVa TDM Recommendations and ACCS SuperNoVa TDM Recommendations TDM to support affordability, tourism, military, airports, aging in place, and transit-dependent populations. ACCS Implementation Possibilities Engage in partnerships with senior-serving organizations Develop TDM programs that target the service worker population, possibly in conjunction with the jurisdictions where these workers are domiciled Continue working with all Arlington hotels to provide TDM services and transit information Programs for specific corridors and activity centers Transportation management associations (TMAs) in activity centers support for TDM Sustainability through collaborative consumption (carshare, bikeshare, transit, rideshare, etc.) Public-private partnerships Super-regional coordination for TDM Parking pricing Expansion of Guaranteed Ride Home (GRH) Infrastructure to support TDM (e.g., HOV lanes and park-and-ride lots) Support for shuttles and connecting services Common ridematching database among all TDM agencies Transit and TDM information delivered in multiple languages and accessible formats Work with Arlington Economic Development to implement visitor-oriented services at The Commuter Store Participate in corridor management activities and targeted marketing for corridors of statewide significance (I-66 and I-395) Continue to support Metrobus service on key corridors in Arlington, such as Columbia Pike and Arlington Boulevard Continue to support local FAST Potomac Yard TMA Continue role in car sharing and Capital Bikeshare Pioneer transit technology public-private partnerships and technology transfer for TDM Actively pursue public-private partnerships for the provision of core TDM services, as well as specialized services (such as iride and organizing a Cyclovia) Continue and possibly formalize the ad-hoc Statewide TDM Working Group Given ACCS infrastructure and past success, consider opportunities for operating TDM programs for other areas and corridors Discuss the possibility of a pilot next-generation parking pricing system for Arlington County with local stakeholders Disseminate information on GRH through all ACCS channels Identify preferential carpool/vanpool parking in Arlington and provide this information to the sending jurisdictions Continue promoting the role of ART and Capital Bikeshare in connecting residential neighborhoods to Metrorail corridors Support any initiative to consolidate/integrate existing ridematching databases, and continue to support helping customers find and utilize private sector ridematching services Continue to translate materials into Spanish and other languages as needed, and work on targeted outreach activities for Hispanic markets

ACCS TDM Strategic Plan Update 37 In addition to its TDM-specific recommendations, many of the SuperNoVa recommendations for communications and marketing, operations, technology, and planning also pertain to ACCS. Coordinated marketing for services and programs, consistent branding, and using a common language to refer to transit and TDM service, facilities and programs, are among the communications and marketing recommendations that would benefit TDM service delivery throughout Northern Virginia. Other relevant marketing and communication recommendations include: creating educational programs that are tailored to serve a wide variety of users (e.g., young, old, captive riders, and choice riders) and travel markets (e.g., long distance, local, specific corridors, and destinations); cross-marketing with related forms of transportation (e.g., bicycle, pedestrian, and HOV); consolidated locations for consumers to obtain information on services, facilities, and programs; engaging in social media; and providing mobile device application support. ACCS is in a strong position to lead Northern Virginia in implementing this vision given the Bureau s strong marketing program and pioneering efforts to reach all types of users (for example, the Hispanic Marketing Program implemented in FY2013). be implemented through the formalization of the ad-hoc Statewide TDM Working Group led to-date by ACCS staff. The SuperNoVa Plan also addresses the provision of TDM services across the rings of Northern Virginia jurisdictions (see Figure 2). ACCS primarily deals with promoting the use of non-sov modes of travel to residents in a community where access to transportation options is rich, and with workers who are commuting from areas of Northern Virginia where there are fewer travel choices. Other TDM agencies in Northern Virginia focus almost exclusively on encouraging commuters to the region s core to rideshare, or use VRE Commuter Rail or Commuter Buses (where available). These missions are naturally complementary, and ACCS can reach out to the sending jurisdictions to find new ways to partner in reaching the same audiences even in the near-term. Figure 2 SuperNoVa: Suggested TDM Services by Area Arlington County Commuter Services experience with commuter information technology and data management is likely unparalleled by any TDM agency in the nation. The mission of ACCS Mobility Lab is To nurture innovations to a fundamental requirement of human life: transportation. It is a place of collaboration, education, and continuous improvement for moving people in more healthy, efficient, and sustainable ways. A partnership with the planning non-profit Open Plans to develop new transit information technologies has yielded several products that work toward fulfilling the SuperNoVa technology recommendation to provide comprehensive, simple travel information for transit and TDM and private investment in traveler information applications. ACCS can continue to lead regional and statewide efforts to bring agencies, jurisdictions and private interests together to provide these kind of technology tools to make it easy to choose transportation options. ACCS can also assist DRPT and VDOT with implementing SuperNoVa s recommendation of integrated corridor management by providing TDM services focused on commute travel on corridors of statewide significance in Arlington. SuperNoVa s planning recommendations, including multijurisdictional TDM planning and continued dialogue about SuperNoVa s TDM recommendations, may

38 ACCS TDM Strategic Plan Update recommendations for transportation demand management in sj 297 report Five general recommendations for TDM funding and service provision were jointly authored and endorsed by the adhoc Statewide TDM Working Group comprised of TDM professionals from all parts of Virginia and chaired by ACCS Mobility Lab Research Director Howard Jennings. These recommendations were submitted to the Department of Rail and Public Transportation in response to Senate Joint Resolution 297, which directed DRPT to study transitioning transit funding to a performance-based model. While the working group stopped short of recommending that TDM funding be tied to performance measurement, it did develop the following recommendations: 1. Strengthen the growth and stability of TDM as an integral part of the Commonwealth s multi-modal transportation system, through longer range, multi-year programming of funds. 2. Establish policies and funding mechanisms to promote cross-jurisdictional, efforts to move people more effectively along corridors or regionally. 4. Increase multi-agency coordination and support funding for TDM at the State level. 5. Local TDM Plans should be submitted and updated annually with support as needed from DRPT Arlington continues to study possibilities for broadening and increasing TDM funding sources to meet the need for TDM services both in the short-term and beyond. The ad-hoc Statewide TDM Working Group was formed in response to a desire by TDM agencies throughout the state to better understand and coordinate input to SJ 297. Several agencies, particularly those in Northern Virginia, have expressed a desire to pursue more formal collaboration on TDM program development, service delivery, and funding. A formalization of the ad-hoc working group may allow Northern Virginia TDM agencies to continue to explore policies and funding mechanisms to promote cross-jurisdictional TDM efforts and increase multi-agency coordination. 3. Examine broadened, increasing funding sources for TDM to provide stability and growth to fill needs as identified by the Statewide Transit and TDM Plan and in local TDM plans. statewide transit and tdm plan (vtrans 2035) According to the Statewide Transit and TDM Plan, TDM services are currently provided by 14 programs and three Transportation Management Agencies (TMAs) statewide. TDM services are currently not available in large areas of Virginia. The Statewide Transit and TDM Plan is evaluating existing levels of transit and TDM services throughout the state and defining transit and TDM needs through the year 2040, per anticipated population and employment growth. As Virginia continues to grow, the need for TDM services across larger portions of the state will also grow. Arlington can work with VDOT and DRPT to determine how ACCS two decades of experience in providing TDM services can be utilized to help fill the gap in the need for TDM service.

ACCS TDM Strategic Plan Update 39 mobility lab as a regional leader ACCS s research and development think tank, Mobility Lab, is already becoming a regional, statewide and national player in advancing best practices in TDM. As envisioned it is becoming a go to place for people across an array of industries to find research and best practices and to collaborate on current mobility issues and concerns. ACCS should consider ways which would enhance the unit s ability to attract a more diverse portfolio of funding and support and thus be able to do more work, by spinning it off as its own non-profit entity. In the meantime Arlington should work to expand its funding base and invite others to join in the endeavor not just as partners, but financially too. Mobility Lab should consider taking the lead as a convener of TDM interests both statewide and regionally by providing a setting for statewide and regional meetings, seminars, conferences and advocacy on mobility issues. accs regional role in the future ACCS role in helping establish and partner with godcgo, Capital Bikeshare, DC Circulator marketing and past pilot projects with the City of Alexandria and Northern Virginia public sector employers, as well as its ongoing relationships with the Maryland Transit Administration (MTA) and Virginia Railway Express (VRE) as their exclusive online ticket vendors, grounds it as a regional player. Mobility Lab furthers this role. In addition, the program s longevity, size and variety of established operations make it capable of doing more. Amidst all the programs in the region and multi-state area, ACCS is uniquely qualified to bring its capabilities to bear on regional mobility issues. As such, ACCS should continue its leadership position in the TDM industry and continue to consider finding ways to help others out by taking on more work. ACCS should not shy away from playing an even more robust role in the future.

40 ACCS TDM Strategic Plan Update Arlington County Commuter Services 2100 Clarendon Boulevard, Suite 900 Arlington, VA 22201 www.commuterpage.com Unless overwise cited, all graphics and images are original contents of Arlington County Commuter Services. 2012, All Rights Reserved