Arlington Transportation Demand Managment Strategic Plan FY FY2040

Transcription

1 Arlington Transportation Demand Managment Strategic Plan Arlington County Transportation Demand Management Strategic Plan, FY FY2040 FY FY2040 Arlington Transportation Partners The Commuter Store CommuterPage.com CommuterDirect.com Bike Arlington Walk Arlington

2 1 Overview of Commuter Services Arlington County Commuter Services (ACCS), Arlington County s Transportation Demand Management (TDM) agency, was established in 1989 in order to enhance the economic vitality of Arlington County. Its mission involves reducing traffic congestion, decreasing parking demand, promoting maximum use of High Occupancy Vehicle (HOV) infrastructure, and improving air quality and mobility in and around Arlington. ACCS provides information and services to increase the use of alternative transportation through several web resources and commuter stores. Since its inception, ACCS has continuously improved upon its performance and level of impact on the Arlington community. On an average workday in Fiscal Year (FY) 2011, the services provided by ACCS shifted approximately 40,100 auto trips to higher occupancy modes of travel, including rail, bus, ridesharing, as well to walking and bicycling. As a point of reference, during the three hour peak commute period 37,000 vehicles travel through Arlington on I-66 and I-395. On an annual basis, this reduction in travel equates to almost 7.2 million gallons of fuel use avoided and significant reductions in climate changing greenhouse gases. In FY2011, Arlington County Commuter Services (ACCS) helped shift 40,100 singleoccupancy-vehicle (SOV) trips to transit, carpool, walking, and bicycling trips. This is comparable to the 4,000 to 6,000 vehicles that one lane of interstate can carry during the peak travel period and equates to more than 79,750 tons of air pollution associated with global warming. ACCS performs this important task of information provision for Arlington County by implementing Transportation Demand Management (TDM) programs and strategies that promote public transit, walking, biking, carpooling, vanpooling, telecommuting, and other options that reduce the demand for vehicular travel, lessen congestion and air pollution, and improve accessibility. ACCS serves as an information and educational resource center for residents, employees, and visitors who travel to and within the County. ACCS is a bureau of the Department of Environmental Services, Transportation Division. It is organized into six branches highlighted in Table 1. The TDM Strategic Plan sets the stage for Transportation Demand Management in Arlington County for the next 27 years, beginning with a work plan for the first year of the plan, a detailed set of action steps for the first six years, and broader generalizations of improvements and changes planned for the mid- and long-range timeframes. This plan is an implementing action of the County s Master Transportation Plan (MTP): Demand and System Management Element, adopted December 13, Part of the MTP was the Transportation Demand Management Element, and this part of the MTP formed the basis for the development of the first six-years of this TDM Plan.

3 2 Table 1 - ACCS Branches 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 of 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. This executive summary provides an overview of the main components of the plan, including its goals, objectives, and performance measures, an analysis of recent ACCS operating budgets and revenue sources, six-year financial plan, potential new revenue sources, and next steps. The six-year financial plan includes a review of program enhancements planned for Fiscal Year 2013, and for the FY2014 FY2018 period. Elements of the FY TDM Strategic Plan not included in this executive summary include the data collection and research review, strengths, weakness, opportunities and threats (SWOT) analysis, program monitoring and evaluations schedule, and mid- and long- term program enhancements and budgets. An in-detail review of planned program enhancements for the FY2013 FY2018 six-year period is covered by this plan is available in the complete plan.

4 3 Goals, Objectives and Performance Measures Using the ACCS vision and mission as starting points, goals and objectives were developed for the TDM program that are based on the goals outlined in the TDM element of the MTP, as well as the review of other documents. ACCS VISION: To improve the quality of life and economic sustainability of Arlington by reducing traffic congestion, getting the maximum use of the street/hov infrastructure, reducing parking demand, and improving air quality and mobility. ACCS MISSION: To provide the most accurate, timely and useful information and services to residents, workers and visitors in Arlington to increase the use of transportation options such as transit, biking and walking. During the development of the previous edition of the TDM Strategic Plan, ACCS Managers met to refine the goals and objectives and develop performance measures and strategies for attaining the goals and objectives. The ACCS Management Team used the following working definitions for developing these aspects of the plan: GOALS: Goals are broad statements of what the agency hopes to achieve and are qualitative in nature. OBJECTIVES: Objectives are specific, measurable statements of what will be done to achieve goals. Objectives are achieved through work plans. Each goal has multiple objectives to be achieved over the six-year timeframe of the plan. Objectives should be SMART: Specific Measurable Achievable Realistic Timely Goals: Goals are broad statements of what the agency hopes to achieve and are qualitative in nature. Objectives: Objectives are specific, measurable statements of what will be done to achieve goals. Objectives are achieved through work plans. Each goal has multiple objectives to be achieved over the six-year timeframe of the plan. qualitative characterization of performance. They quantify the agency s efficiency or effectiveness in conducting business operations. Table 2 displays the goals, objectives, and performance measures that guide the work of ACCS. The performance measures were developed during a large brainstorming session in which participants (including ACCS managers, staff and consultants) considered a large list of possible performance measures as well as knowledge about how Arlington is doing on measures that are already tracked. ACCS performance measures are assigned to individual goals, as determined during the performance measures brainstorming session; individual performance measures are not linked to individual objectives. ACCS continues to focus on these performance measures as the Bureau reviews its progress toward meeting the goals and objectives. STRATEGIES: Strategies are statements of major approaches or methods of attaining goals and resolving specific issues. Strategies begin to answer the question How will we go about accomplishing our goals? PERFORMANCE STANDARDS: Sometimes called performance measures, these are a quantitative or

5 4 Table 2 - Goals, Objectives, and Performance Measures GOAL OBJECTIVE PERFORMANCE MEASURES Goal 1: Influence Growth in the Use of Transportation Options Goal 2: Provide Quality TDM Service to Arlington Residents, Employees, Businesses and Visitors Goal 3: Encourage a Culture in Arlington in which there is Increased Awareness and Appreciation of Transportation Options and their Benefits Goal 4: Increase Transportation System Sustainability through TDM Maintain and improve current mode splits for Arlington, contributing to the County s overall objective of one-half percent SOV reduction per year for all types of trips the next 20 years. Maximize use of transportation options while minimizing SOV travel. Minimize perceived barriers to using transportation options. Maximize the use of transportation options for trips generated by new development. Ensure that customers are satisfied with the TDM services and continue to use them. Provide benefits that can be obtained by persons of all incomes and abilities. Increase use of TDM-based services by more residents, employees, businesses and visitors. Encourage removal of actual barriers to the use of transportation options. Increase awareness and support of transportation options by residents, employees, businesses and visitors. Increase awareness and support of TDM benefits by government agencies, elected officials and community leaders. Increase utility of the transportation system by providing TDM services. Support economic development objectives and access to jobs. Provide TDM services that have a positive effect on the environment. Encourage behavior that increases use of sustainable modes and utilization of the transportation system, including telework. Encourage innovative technologies that move people in the most energy-efficient and environmentally sustainable way. Mode-Split Data from Surveys Growth of TDM Conditions in Site Plans Service Enhancements/Growth of Transit Corridors Environmental Impact Measures Attributed to ACCS Customer Approval and Satisfaction Ratings for Measured Programs Program Use Number of New and Continuing Transportation Options Awareness Events Employer-based TDM Program Awareness Membership-Based Program Growth Transit Oriented Development growth Greenhouse Gas and Vehicle Miles Traveled Reductions Transit Sales Policy Growth

6 5 Table 2 - Goals, Objectives, and Performance Measures (Continued) GOAL OBJECTIVE PERFORMANCE MEASURES Goal 5: Provide Transparency and Ensure Return on TDM Investment through Program Monitoring and Evaluation Maintain ACCS s rigorous and results-oriented research and evaluation program to maximize return on investment and ensure progress towards the County s transportation performance measures. Use the results of ACCS research and evaluation program to improve upon TDM services. Use the results of the research and evaluation program to promote the benefits of the ACCS services to key stakeholders. There are no performance measures per se for Goal 5 other than to conduct the monitoring and evaluation program as outlined in this plan. All ACCS performance measures have at least one, and in most cases several, identified and continually tracked performance metrics. Table 3 provides an overview of these metrics, and shows how commute mode and other characteristics of the commute have changed over time. Due to the complexities of the region in which Arlington County is located and the wealth of transit service available throughout the County, it was determined that cross-referencing several regional commute analyses was the most efficient way to understand Arlington County s current program performance. The key surveys that are used include Metropolitan Washington Council of Governments State of the Commute (MWCOG SOC) survey which has been conducted triennially since 2001, and the Virginia State of the Commute (VA SOC) last conducted in ACCS sponsors additional analyses of the each MWCOG SOC of data for residents living in Arlington and individuals working in Arlington. Table 3 indicates that SOV commutes by Arlington residents decreased significantly by 10 percentage points between 2001 and 2007, and were reduced again by about 1 percent between 2007 and By contrast, SOV commutes by Arlington employees actually rose between 2001 and 2007 by 2 percent, but fell significantly by 8 points to a low of 55 percent roughly equivalent to that of Arlington residents. This is trend is encouraging, particularly given the fact that the average commute length was 16.1 miles for Arlington employees in 2001 and Between 2001 and 2010 the average commute length for Arlington residents fell by nearly 2 miles. This may reflect the success of live near your work messaging and the increasing attractiveness of Arlington as a residential community. A separate and also encouraging trend between 2001 and 2010 is the dramatic growth in teleworking, both among Arlington residents and employees. The list of performance measure metrics in Table 3 also shows that Arlington County has had incredible success in the implementation and use of TDM programs and the use of alternative modes. Compared to both the region and the state, Arlington has fewer SOV commuters and more transit riders, both for residents and employees in Arlington. Arlington County residents also enjoy shorter commute lengths than in the region and the state. The success of ACCS programs is evident by the number of Arlington employees who have available and/or are using employer based TDM programs 77 percent of Arlington employees have employer based services available, compared to 61 percent in the region and 43 percent in the state. In addition, 57 percent of Arlington employees used their employer-provided TDM services, compared to 36 percent in the 2007, a large gain in a short period of time. In 2007, just 17 percent of employees statewide that have access to employer-provided TDM services actually used them.

7 6 Table 3 ACCS Performance Measure Metrics, performance over time and regional comparison PERFORMANCE MEASURE MWCOG SOC MWCOG SOC VA SOC 2007 MWCOG LIVING IN ARLINGTON WORKING IN ARLINGTON LIVING IN ARLINGTON REGION SOV-Commute (%) STATE OF VIRGINIA Commute by Train (%) Commute by Bus (%) Commute by Bike/Walk (%) Carpool/Vanpool (%) Distance to Work (miles) Average Commute Length (min) Vehicle Ownership (%, households) HOV Use (%) Employer TDM Programs Available (%) Using Employer based TDM (%) Teleworking (%) Free Onsite Work Parking (%) Live within 1 mi of bus stop (%) Live within 1 mi of train station (%) Represents percentage of employed residents, unless otherwise noted. 2. Work in Arlington vehicle ownership represents the percentage of individuals working in Arlington who own vehicles. 3. Represents percentage of all residents.

8 7 ACCS Revenue Sources and Recent Operating Budgets Review Revenues for ACCS s operations are obtained from federal, state and local sources. Similar to other TDM programs nationwide, ACCS activities are largely funded through federal Congestion Mitigation and Air Quality (CMAQ) contributions. The CMAQ program covers about half of its operating budget. 4 State funding comes in the form of grant funding from the Department of Rail and Public Transportation (DRPT). DRPT funding, including Transportation Efficiency Improvement Fund (TEIF), TDM, and Technical Assistance, covers 26 percent of the ACCS budget. Local funding covers the remainder of the ACCS budget, and is provided by three sources: general local funding, local transit funding through Northern Virginia Transportation Commission (NVTC), and local project income. The amount that ACCS has received from each of these sources over the past five years is outlined in Table 4. In addition to the revenue sources listed in Table 11, Arlington County Commuter Services also uses additional local commission income beyond what is included in the budget to fund activities throughout the fiscal year. Net Arlington County taxypayer support through the Arlington County General Fund ranged from three percent to six percent of total program revenues from FY2008 to FY2012. ACCS 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 Figure 1- FY2007 to FY2012 ACCS Expense Budgets Note: FY2012 figures reflect the approved budget, all other years the actual budget expenditures. 4. From County FY2012 Adopted Budget: ACCS budget is $9.75 million, DES Transportation budget is $72.24 million, and Metro operating expenses are $24.69 million.

9 8 budgets together represent 60 percent of Arlington County transportation expenditures. ACCS s budget was 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. 5 Figure 1 shows the ACCS budget by program activity for the past six years. Between FY2007 and FY2012, Retail s share of ACCS budget declined from 19 percent to 12 percent, and Marketing s share also declined from 22 percent to 12 percent. In FY2012 the addition of other/one time projects and funding and Capital Bikeshare expenditures were largely responsible for a 23 percent increase in real ACCS expenditures (Table 10). Net Arlington County taxypayer support through the Arlington County General Fund ranged from three percent to six percent of total program revenues from FY2008 to FY As reported in ACCS s final budget documents for FY2005 through FY2009, CMAQ funding has varied between 44 percent to nearly 50 percent of the total operating budget.

10 Table 4- ACCS FY FY2012 Revenue Sources FEDERAL STATE LOCAL REGIONAL CMAQ (STATE CONTRACT) ACCS REGIONAL CMAQ (STATE CONTRACT) ACCS - Carryover CATEGORY FY08 ACTUAL FY09 ACTUAL FY10 ACTUAL FY11 ACTUAL FY12 REVISED Federal CMAQ $2,800,000 $3,500,000 $3,700,000 $3,072,256 $4,200,000 $627,744 STATE TEIF TEIF $271,820 $200,000 $240,000 $126,328 REGIONAL TCM TERM (COG CONTRACT) TDM $65,000 $66,625 $77,780 $80,500 STATE TDM/ Commuter Services TDM $681,374 $700,000 $700,000 $800,000 $505,000 STATE (CARRYOVER) TEIF FOR ATP TEIF $308,000 $0 $126,328 STATE TEIF FOR WEB TEIF $296,000 STATE TEIF FOR Marketing TEIF STATE TECHNICAL ASST Tech. Assistance $160,000 $175,000 Add l STATE VDOT/DRPT TDM $184,119 $195,000 LOCAL GENERAL FUND Local $185,500 $185,500 $361,080 $304,046 $314,224 LOCAL TRANSIT AID ACCT (NVTC) Local Transit NVTC $300,000 $300,000 $300,000 $300,000 $300,000 LOCAL CONTRACT REVENUE (VRE) Local Project Income $175,000 $200,000 $200,000 $200,000 $200,000 LOCAL SITE PLAN CONTRIBUTIONS Local Project Income $150,000 $170,000 $170,000 $170,000 $330,000 LOCAL PROJECT INCOME (FEES/COMS) Local Project Income $250,000 $400,000 $500,000 $500,000 $1,671,840 LOCAL PROJECT INCOME (FEES/COMS) - Carryover Local Project Income LOCAL REGIONAL INCOME (DC/Alexandria) Local Project Income $200,000 $108,740 $140,000 LOCAL MARKETING CHARGED TO TRANSIT Local Project Income $200,000 $200,000 $200,000 CAPITAL BIKESHARE Local $287,606 TOTAL $5,702,813 $6,401,125 $5,760,133 $6,167,822 $8,821,964 NET ARLINGTON COUNTY TAPAYER SUPPORT (%) 3% 3% 6% 3% 4%

11 10 Six-Year Financial Plan In June 2011, ACCS and ATP staff met for their FY2012 Annual Planning Meeting. At this meeting, ACCS and ATP staff were briefed on the state of transportation and smart growth in the Washington, DC region. Following this briefing, meeting attendees gathered in four small, inter-disciplinary groups to discuss, refine, and prioritize the existing TDM program enhancements described in the FY TDM plan. Using an Excel based tool and spending increase limits applied to the each future fiscal year for the next six years, the four groups then assigned future program enhancements to individual years, creating four unique future scenarios for ACCS growth. ACCS leadership used the input of the four future scenarios for program enhancements in the creation of a future near-term financial plan for the Bureau. Table 5 presents the planned program enhancements for FY2013, and indicates whether the planned program enhancement includes capital or operating funding needs. The complete TDM Strategic Plan includes descriptions of all planned program enhancements by year for the FY FY2018 period. Preliminary budget planning for FY2013 has already begun. ACCS expects a five percent annual budget increase, and has applied for $1.9 million in additional grant funding to cover planned program enhancements for FY2013. While the ACCS budget has grown at a fairly brisk overall rate over the past five years (annual growth ranging from 15 to 26 percent most years, with the exception of FY2011 when there was virtually no increase), the Arlington County budget overall is far more constrained. To date, ACCS has maintained a higher rate of budget Table 5 - FY2013 Planned Program Enhancements PROGRAM ENHANCEMENT DESCRIPTION OPERATING CAPITAL Next-Generation Vanpool Pilot Program NoVA Vanpool Incentive Program (Support/Employer Outreach) Mobility Lab - Research, Development & Training Center - Base Program Mobility Lab - Pilot Project/Fellowship Program Increase sales staff and materials to manage specialty sales areas: Telework VA Increase sales staff and materials to manage specialty sales areas: Rideshare Sales and Tech Increase sales staff to manage additional specialty sales areas Completed Streets Pedestrian and Bike Safety Outreach Campaign Marketing to non-traditional audiences Hispanic Community Work with a private vendor to increase the use of new vanpool technologies and matching tools. Provide employer outreach and marketing support for the Northern Virginia Vanpool Incentive Program. Fully staff the Mobility Lab program with three additional transportation technologists. Continue the existing Mobility Lab pilot project and transit technologist fellowship opportunities. New specialty sales area: Telework VA New specialty sales area: Rideshare Technology and Sales Additional support staff for new areas, including an additional graphics designer and database assistant. Outreach campaign focused on pedestrians and bicyclists, including Capital Bikeshare users. Develop marketing to underserved audiences: Hispanic Community Enhanced Research Program Expand the capabilities of the ACCS research team.

12 11 growth than the County as a whole, due in large part to the stability or growth of diverse funding sources, in particular income from site plans and sales commissions. Table 6 shows the ACCS budgets for the short-term six year period both at the baseline level, expanded at a rate of three percent per year for FY2014 and thereafter, as well as an enhanced budget scenario including all of the program enhancements detailed in the complete plan. An increase rate of three percent is typically in-line with inflation and cost of living increases, and therefore this general rate of increase was selected for use in these scenarios. The addition of the program enhancements creates an additional annual funding need above the baseline program ranging from $3.1 million to $4.7 million per year between FY2014 and FY2018. In FY2013 it is assumed that ACCS will receive the $1.9 million in additional grants applied for by ACCS. The likelihood of securing the entire $1.9 million in requested additional grants is unknown, so some planned program enhancements for FY2013 may need to be moved to future fiscal years.

13 12 Table 6 - FY2013 to FY2018 Six-Year Financial Plan FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 FY2013-FY2018 Retail Operations Sales Communications and Marketing Web Admin, Including Site Plans Research Bike/Walk Other/One Time Total Additional Dollars Needed Per Fiscal Year Base $1,260,000 $1,297,800 $1,336,734 $1,376,836 $1,418,141 $1,460,685 $8,150,196 Enhanced $1,260,000 $1,719,800 $1,647,394 $1,856,266 $1,786,454 $2,097,997 $10,367,911 Base $1,911,000 $1,968,330 $2,027,380 $2,088,201 $2,150,847 $2,215,373 $12,361,131 Enhanced $1,911,000 $2,168,330 $2,027,380 $2,088,201 $2,150,847 $2,215,373 $12,561,131 Base $2,047,500 $2,108,925 $2,172,193 $2,237,359 $2,304,479 $2,373,614 $13,244,069 Enhanced $3,361,250 $3,407,588 $3,806,815 $3,963,520 $4,082,425 $4,204,898 $22,826,495 Base $1,260,000 $1,297,800 $1,336,734 $1,376,836 $1,418,141 $1,460,685 $8,150,196 Enhanced $1,560,000 $1,980,800 $2,471,724 $2,436,876 $2,403,982 $2,373,101 $13,226,483 Base $582,750 $600,233 $618,239 $636,787 $655,890 $675,567 $3,769,466 Enhanced $582,750 $600,233 $1,268,239 $788,287 $708,935 $730,203 $4,678,647 Base $654,459 $661,003 $667,613 $680,966 $694,585 $708,477 $4,067,102 Enhanced $654,459 $661,003 $667,613 $782,966 $799,645 $816,688 $4,382,374 Base $367,500 $378,525 $389,881 $401,577 $413,624 $426,033 $2,377,141 Enhanced $567,500 $584,525 $752,061 $928,623 $1,028,861 $1,059,727 $4,921,297 Base $635,250 $654,308 $673,937 $694,155 $714,979 $736,429 $4,109,057 Enhanced $935,250 $1,026,308 $1,057,097 $1,229,810 $1,266,704 $1,304,705 $6,819,873 Capital Bikeshare $359,766 $370,559 $381,676 $393,126 $404,920 $417,067 $2,327,114 Contingency $650,000 $650,000 $650,000 $650,000 $650,000 $650,000 $3,900,000 Base $9,728,225 $9,987,482 $10,254,387 $10,535,842 $10,825,608 $11,123,930 $62,455,474 Enhanced $10,981,225 $12,767,072 $13,858,364 $14,325,889 $14,570,236 $15,135,847 $286,333,793 Base n/a $259,258 $266,904 $281,455 $289,766 $298,322 $1,395,705 Enhanced $213,750 $3,181,663 $4,475,612 $4,581,831 $4,457,166 $4,745,831 $21,655,852

14 13 Potential New Revenue Sources The future stability of the funding sources upon which ACCS relies is not assured. ACCS may wish to project a more conservative rate of baseline agency increase, aside from the planned program enhancements, particularly for the six year financial plan. While ACCS will continue to leverage existing grant funding opportunities particularly, CMAQ and state funds it will also need to explore other revenue sources to augment its program offerings. While CMAQ funding showed an impressive increase over the last five-year budget period, it remains unknown whether this pattern will continue in the long-term, particularly given the uncertainty of future federal transportation reauthorization legislation. Additionally, the trajectory of traditional state grant funding may be too flat to absorb the moderate to aggressive growth strategy that is envisioned by ACCS. Given the reality of the future of ACCS traditional funding sources, ACCS may wish to explore potential new funding sources. A number of potential new revenue sources are explored in the FY2013 TDM Strategic Plan, including private foundation and other partner funding, the establishment of new parking districts, Arlington s personal property tax on vehicles, federal transportation research funding, non-transportation focused sustainability or livability grant programs, evaluating site plan contribution levels, and exploring new advertising, sponsorship, and partnership opportunities. examine how best to disseminate the technologies it incubates, as well as how to fund future fellowships and research and development activities. Through technology transfer, licensing agreements can be created that would allow technology created in the Mobility Lab to be employed in commercial use outside of the Arlington County government. Through licensing fees, such arrangements may provide a future funding source for the Mobility Lab. Arlington could reach out to potential partners in the private and academic sectors, and to potential funders such as the Commonwealth s Center for Innovative Technology and the National Science Foundation to explore technology commercialization opportunities further. Diversifying the funding sources that ACCS relies upon is a pressing need for the Bureau for the next six-year period. The Bureau currently lacks a grant manager position, a position that is common at transit agencies. The grants manager position works full-time to manage existing grants and identify and apply for new grants, both from public and private sources. ACCS should seek to establish a full-time grants manager within the next six years. The Mobility Lab, Arlington County Commuter Services innovative initiative to develop and disseminate new transit information technologies and transportation demand management research, has produced several new technologies since its establishment in The Mobility Lab brings together transportation professionals and technologists through a variety of forums to work towards the development of new transit information technologies. Many of the technologies developed in the Mobility Lab could be employed not only throughout the Greater Washington region, but in other major metropolitan regions throughout the nation. As the Mobility Lab continues to lead in the development of new transit information technologies, it will need to

15 14 Next Steps The TDM Strategic Plan is a living document that provides guidance to ACCS annual work programs and budgets. The research and evaluation program, general strategic plan, and financial plan are updated annually, with periodic updates to the entire document to reflect current County policies, documents, and market conditions. The three main areas that are updated annually are: RESEARCH AND EVALUATION A rigorous annual research program is used to assess progress in implementing the various projects and in progress toward meeting goals, including revised monitoring data and processes as required. Any needed program adjustments will be identified, as well as any new market opportunities identified through the research on an ongoing basis. ANNUAL STRATEGIC PLANNING The plan and implementing actions will be used as an overall planning document during ACCS annual strategic plan development process. During this planning retreat the TDM plan recommendations and budgets will be reviewed in light of implementation progress during the year, funding approvals, and changes or opportunities in market conditions. This process will help each of the ACCS program managers develop specific goals and operating plans and task sheets for the year. It will also provide feedback for updating the TDM Plan for the year. TDM FINANCIAL PLAN Annual adjustments will be made in which projects, programs, and services to offer and at what level. Cost adjustments (both capital and operating) are made to reflect current conditions and the experience of the past year. In addition, revenue projections are updated to reflect current grant programs and anticipated revenues from all of ACCS funding sources.

16 April 23, 2012 Arlington County Commuter Services, Arlington County Department of Environmental Services Report Prepared By: FOURSQUARE INTEGRATED TRANSPORTATION PLANNING