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Chapter 7, ACCS Strategic Plan

This text-only version is offered as a more accessible alternative to this PDF document: Arlington County Commuter Services Transportation Demand Management Plan (PDF, 2.6 MB).

Text-Only Table of Contents


In 2013, ACCS implemented a comprehensive performance measurement program that was envisioned in the first Arlington TDM Strategic Plan in FY2010.The ACCS Performance Measurement program was developed in a year-long process that began in August 2012. The program development included staff input on performance measures, input gathered through a review of performance measures at transportation agencies with top-tier performance measurement programs, and a comprehensive review of performance measures included in past documents, including ACCS TDM Strategic Plans, the Arlington Master Transportation Plan (Transportation Demand Management Element), and the ACCS Making an Impact Report. The ACCS Management Team used the workshop feedback and the literature review to establish a select group of performance measures for the Bureau.

This section outlines how ACCS currently tracks program performance. Many of these metrics are also featured in the Arlington Transportation Division annual performance report that covers all of the bureaus within the Division.


ACCS has a robust process for measuring outcome-based performance, as well as for monitoring program outputs and usage on an ongoing basis. Within ACCS, the Mobility Lab has the primary responsibility for managing performance measures; however, all ACCS business units contribute data. Data collected is consistently utilized to assess resource allocation as well as during the annual strategic planning process.

ACCS Performance Measures are divided into two categories: three high-level performance measures that collectively measure the Bureau’s overall progress, and additional performance measures which track items that relate to the performance of business unit activities. Table 41 specifies the differences between output- and outcome-based performance measures.

Table 41: Output- and Outcome-Based Performance Measures

Performance Measure Type Definition
Output-Based Output-based metrics measure the level of activity or use of a service (e.g., the number of brochures mailed, contacts made).
Outcome-Based Outcome-based metrics measure changes that took place as a result of activities (e.g., shifts from driving alone to other transportation options).

Bureau-Wide Performance Measures

ACCS bureau-wide performance measures, reported on ACCS’ Dashboard, are:

  • Drive Alone Commute Mode Share;
  • Average Weekday SOV Vehicle Trips and Miles in Arlington Reduced by ACCS; and
  • Transit Usage in Arlington.

As shown in Figure 6, the share of commuters driving alone to work has fallen since 2001 for Arlington residents, Arlington employees, and regional residents. The proportion of Arlington residents driving alone to work has fallen faster than for Arlington employees and regional residents.

While access to commute options is greater in Arlington than in the region as a whole, many factors have contributed to the decline in drive alone share for both Arlington residents and employees, including Arlington County’s extensive Transportation Demand Management resources provided through Arlington County Commuter Services. ACCS has introduced new services since 2001 to familiarize residents and employees on the benefits of taking transit, biking or walking to work.

Figure 6: Drive Alone Commute Mode Share, 2001-2013

Graph omitted from text-only version. Graph data:

Arlington Residents

2001 65%
2004 56%
2007 52%
2010 54%
2013 53%

Arlington Workers

2001 59%
2004 60%
2007 60%
2010 55%
2013 54%

Regional Workers

2004 71%
2007 71%
2010 64%
2013 66%

Figure 7 shows average weekday vehicle trips and vehicle miles reduced by ACCS from FY2008 through FY2014.  Since vehicle trip and miles reduced data was first tracked in 2008, the number of vehicle trips reduced on an average weekday has risen from 38,000 to over 41,000 (an eight percent increase), corresponding with a 39 percent reduction in the number of vehicle miles traveled. Considering that the average lane of interstate highway carries between approximately 8,000 and 12,000 vehicles in both rush periods, a reduction in trips by 41,000 is a significant benefit produced by ACCS. In FY2014, ACCS helped eliminate 41,146 SOV trips, by facilitating their drivers moving into other modes.

Figure 7: Average Weekday Vehicle Trips and Vehicle Miles Reduced by ACCS, FY2008-FY2014

Graph omitted from text-only version. Graph data:

Trips Avoided

FY2008 38,000
FY2009 39,000
FY2010 39,600
FY2011 40,100
FY2012 44,631
FY2013 41,128
FY2014 41,146

VMT Avoided

FY2008 542,000
FY2009 625,000
FY2010 638,000
FY2011 672,600
FY2012 755,517
FY2013 727,933
FY2014 755,703

Figure 8 shows the trend of annual ridership on ART (Arlington County’s local bus service) and Metrobus routes operating in Arlington County from FY2011 through FY2015. Although Metrobus ridership peaked in FY2012 and subsequently dropped slightly, overall ridership on both services has increased over the five-year period. As ridership has increased, so has service, in large part due to Arlington’s initiatives to restructure ART’s routes to better serve the community as well as ACCS’ work promoting local transit options.

Figure 8: ART and Metrobus Annual Ridership, FY2011-FY2015

Graph omitted from text-only version. Graph data:


FY2011 2,251
FY2012 2,533
FY2013 2,645
FY2014 2,828
FY2015 2,810


FY2011 13,586
FY2012 14,081
FY2013 13,672
FY2014 13,808
FY2015 13,638

Figure 9 shows average weekday boardings at Arlington Metrorail stations for FY2011-FY2015. During this period, Metrorail boardings in Arlington declined by nine percent. This decline follows the system-wide decline in ridership trend that took place during this period, however, as a system Metrorail boardings decreased by four percent during this period. The stations with the highest average weekday boardings in FY2015 were Pentagon (15,145), Rosslyn (14,815), and Pentagon City (14,427).

Figure 9: Average Weekday Boardings at Arlington Metrorail Stations, FY2011 – FY2015

Graph omitted from text-only version. Graph data:

FY2011 106,940
FY2012 104,349
FY2013 100,380
FY2014 99,248
FY2015 97,816

Internal Programmatic Metric Tracking

ACCS’ individual business units track (either monthly or annually) a number of metrics to monitor their provision of services and the use of those services. A number of these metrics, shown in an “Annual Highlights” summary on, are summarized in Table 42. ACCS managers use these metrics to monitor the work done by staff, output of programs, and use of services, and to assess any areas of particular concern.

Table 42: ACCS Internal Programmatic Metrics Tracked

For the text-only version, this data is presented as lists, rather than as a table.

Category: Arlington Transportation Partners

Metrics Tracked:

Employer Services Members
Member Employees
Residential Members
Residential Units
Members Providing Transit Benefit
Events Organized and Attended
Customized Client Marketing Materials Prepared Blog Views
ATP Social Media Followers (Facebook, Twitter, LinkedIn)
Four Monthly e-Newsletters Distributed, Opened & Click Thru Rates
Members Enrolled in the Champions Program
Vanpools Formed

Category: WalkArlington

Metrics Tracked:

Walk and Bike to School Day Participants
Events Promoted and Executed
Participants at Events
Presentations at Meetings, Seminars, and Conferences
e-Newsletters Distributed

Category: BikeArlington

Metrics Tracked:

Events Promoted and Executed
Participants at Events
Bike to Work Day Registered Riders
Arlington Bike Map Copies Distributed
Social Media Followers (Facebook, Twitter)

Category: Marketing and Promotion

Metrics Tracked:

Car-Free Diet Pledges
Car-Free Diet Retail Partners
Brochures Distributed
Total Newsletters Distributed
Promotional Videos Produced
Car-Free Diet Social Media Followers (Facebook, Twitter)
Total Events Attended
Customer Engagements (at Events)
Website Visitors to Each ACCS Page
Spanish Outreach Events Attended
Customer Engagements at Spanish Events
Spanish Language Brochures Distributed
Car-Free Diet Retail Partners Displaying Spanish Brochures and Schedule Information

Category: Capital Bikeshare

Metrics Tracked:

Bikeshare Memberships Sold
Bikeshare Stations in Arlington
Bikeshare Bicycles Available in Arlington
Bikeshare Trips Originating from Arlington
Corporate Memberships Sold

Category: Commuter Stores and Information

Metrics Tracked:

Customers per Commuter Store
Transactions per Commuter Store
Sales per Commuter Store
Sales by Transit Provider
Commuter Information Center Calls Website Visits
Fare Media Sales via (Including Percentage of Sales via Website versus Other Sales Mechanisms)
Average Daily SOV Trips Eliminated

Category: TDM for Site Plan Development

Metrics Tracked:

Total Site Visits
Sites Visited with TDM Plan Requirement
Bike Parking Spaces
TDM Plans Approved
Transportation Studies Approved/Underway
Site Conditions Implementation Status

Category: Mobility Lab and Research

Metrics Tracked:

Partnerships Built
Events Attended
Transportation Techies Meetup Group Members
Presentations Given
Website Page Views
Research Completed

Category: Environmental

Metrics Tracked:

Daily Tons of CO2 Emissions Reduction
Daily Vehicle Miles Eliminated

This text-only version is offered as a more accessible alternative to this PDF document: Arlington County Commuter Services Transportation Demand Management Plan (PDF, 2.6 MB).

Text-Only Table of Contents

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