Thank goodness this book is out.
Start-Up City – Inspiring Private & Public Entrepreneurship, Getting Projects Done, and Having Fun is sorely needed right now. Cities are at the forefront of taking on addressing issues at the intersection of demographics, technology, transport, climate, housing, equity, and health, but are largely ill equipped to respond.
Entrepreneur, bureaucracy-shaker, futurist, and now author Gabe Klein shows us how to make rapid change that will transform cities for the better.
I met Klein back in 2004 when he led the then-fledgling Zipcar operation in Washington, D.C. He was different from others in the transportation space: he had a ponytail, he was passionate, he was unafraid. He didn’t take no for an answer. I loved that!
We struck a partnership between Arlington County, Virginia and his company to put carshare vehicles in the public right-of-way, as Klein writes about in Lesson #6: Bridge the Public-Private Divide. The easy way he teamed with his company’s rival, Flexcar, and coordinated with local government officials made me a fan.
As I watched his career move from Zipcar, to organic food in electric trucks, to leading the departments of transportation in both D.C. and Chicago, I always marveled at the seeming ease with which Gabe got shit done (I’m using his term). He innovated and accomplished more in a few years at each place than his predecessors and successors combined could ever hope for. He inspired bureaucracy to action. I always wanted to know: how did he do this?
In his new book, he generously reveals the secrets to his success, much of which is rooted in his start-up private-sector upbringing. Gabe engagingly walks us through eight lessons in how to get stuff done:
Lesson #1: Don’t Be Afraid to Screw Up and Learn
The desire to avoid failure often leads agencies to repeat well-trodden strategies. Trying new things often yields failure, but with that a teachable moment.
Lesson #2: Manage S.M.A.R.T
To Klein, S.M.A.R.T. stands for “Specific, Measurable, Agreed Upon, Realistic, Time-based,” a series of management principles that help establish clear objectives for one’s team.
Lesson #3: Where There’s a Will, There’s a Way
Creative, large-scale thinking, a focus on the end goal, and an imagination past doubts and obstacles can yield rapid success for big projects that would otherwise take years.
Lesson #4: Sell Your City
Don’t be afraid to market what the city does, including its major accomplishments, and to make otherwise mundane civic commitments fun and engaging for the public (see: Potholepalooza).
Lesson #5: Fund Creatively
Make the team familiar with your budget so everyone bears responsibility, encourage programs to find ways to self-fund their initiatives so that they’re more flexible, and focus more on returns on investment rather than “abstract” costs.
Lesson #6: Bridge the Public-Private Divide
Forge solid public-private partnerships by aligning everyone’s incentives, such as profitability and the better service quality that it drives. Klein cites the launch of D.C.’s Capital Bikeshare system as a high point of public-private cooperation.
Lesson #7: Prepare for Disruption
Cities should get out ahead of companies disrupting existing business models, and seek to adapt to these new paradigms. Don’t overreact and attempt to control new disruptors, but rather find ways that you can work with them.
Lesson #8: Drive Change
Autonomous cars could bring a range of benefits to cities in the coming decades, so planners and businesses should think ahead in how to best integrate them into complex metropolitan systems.
Anyone who wants to innovate and create better cities will find these lessons useful.
If you’re in the private sector, you’ll learn valuable lessons on how to think creatively and align your product or program with the public for success. If you’re in the public sector, you’ll learn how to cut through red tape, be creative, and use start-up values to move things forward quickly.
Check it out: I guarantee this book will inspire you to get up, go to work and get shit done.
This review is cross-posted at Mobility Lab.
This post is adapted from a memo I prepared for my department’s management back in 2013. At the time, the Department of Environmental Services (DES)‘ new Director engaged the services of Denison Consulting to figure out the strengths and weaknesses of the organization. DES is Arlington County’s second largest department, with 15 Bureaus and nearly 1,000 full-time, part-time and contracted employees doing everything from transportation, development and streets, trash and recycling, facilities and water/utilities. Getting a handle on this sprawling group and moving it all in the right direction was the goal. A culture survey was given to all employees that Denison measured on four essential traits and twelve focus areas of organizations:
- Adaptability: (Creating Change, Customer Focus, Organizational Learning);
- Mission: (Strategic Direction & Intent, Goals & Objectives, Vision);
- Consistency: (Core Values, Agreement, Coordination and Integration); and
- Involvement: (Empowerment, Team Orientation, Capabilities Development).
These are all benchmarked for comparison to thousands of other companies and public agencies across the country. Each of the Department’s 15 Bureaus was benchmarked against each other. My Bureau, the Division of Transportation’s Commuter Services Bureau, stood out as an outlier of amazingly good results. It scored much higher than the other 14 Bureaus and against the other public sector state and local agencies DES was benchmarked against. Something good was happening here! Department management asked me to put together an explanation of why I thought this was so.
It was not a surprise to many that Commuter Services ranked so highly on the Denison Culture Survey. For years the Bureau has been locally and nationally recognized, as one of the most innovative and impactful units of it’s kind in North America. What follows is an adaptation of the explanation memo accounting for the success:*
A Dozen Easy Principles That Have Guided Our Commuter Services Team to Success
- Put the Customer First
We are public servants. We are here to serve. We may work for the government but we pride ourselves on not being bureaucratic and amazing our customers by going beyond their expectations.
- Share (Transparency)
Managers share information (transparency). Sharing fosters responsibility for the program and for each other. Sharing also means don’t be afraid to be real. Share your thoughts, feelings, enthusiasm, credit, ideas and passion. Share yourself.
- Invest In Team Building
Create a sense of “us.” It is okay to have a “them” as it fosters the competitive juices. Learn about each other as people and how what each does at work contributes back to the whole. Everyone must understand and know others have their back! This allows people to “confront the brutal facts” without fear.
- Empower, Coach, and Develop Leaders
Empower people at all levels to take action (see #1). Use the coaching model to teach. Develop leadership within the organization regardless of “supervisory” authority.
- Do Emergenetics
Emergenetics creates understanding. About ourselves, our co-workers and our customers. Emergenetics is way easier than Myers Briggs.
- Develop and Sustain a Vision and Mission**
All staff should be involved. Know the difference between the two. Come back to it often. Everyone is responsible for the mission and for telling the boss when we’re off of it.
- Build a Strategic Plan
Everyone should be involved in the big picture. This should be done every year. Use vision and mission as basis. What are we doing in this next year? Next few years? Better yet do a six-year rolling plan.
- Do the Math
Everyone (transparency) should know where the money is coming from and what it’s spent on. This fosters accountability by all.
- Assess Performance, Measure Results
Did we accomplish what we set out to do last year? Go down the list. Why or why not. Celebrate the successes and learn from what didn’t work. Do this with everyone. Publish reports. Put it on the web.
- Invest in Research and Development
Ask your customers how you are doing on a regular basis. Ask citizens what they think. Ask businesses what they think. Investigate. Measure. Test. This is about knowledge. Impact. What works? What doesn’t? Why? R&D makes you better.
- Foster a Culture of Learning
This is about knowledge and curiosity. Industry and related best practices. What’s new? What are others are doing that works, doesn’t, and why? Books. Journals. Guest speakers. Seminars. Field trips. Conferences.
- Volunteer, Partner and Give Back
Encourage participation and leadership in trade associations. Volunteer to do presentations and assist at industry invents. Network. Doing these things fosters respect for other’s work. And this makes #3 (“us”) okay. Doing these things always pays dividends back to your organization.
- Be Ballsy. (Baker’s Dozen Bonus)
Just do it. Be unafraid. It is easier to ask for forgiveness than it is to ask permission.
These principles may seem obvious or simple. And yet often times government agencies and even private sector companies and non-profits of all sizes and at all levels simply fail to do even a few of these, let alone all 12. That’s a shame. I’ve witnessed first hand how applying these principles consistently and over time helped this one local government agency do amazing work and become the highest performing and most respected team in it’s industry. In future posts I’ll chat about how to do or operationalize each of these. I hope others can learn from our lesson.
* It should be noted that the culture that brought about Commuter Services’ success and the development of these principles was made in full partnership with my longtime ACCS Management Team mates: Lois DeMeester, Howard Jennings, Jay Freschi and Bobbi Greenberg.
** “Easy Button” was our Bureau’s shorthand for our Mission. All anyone on our team had to do was remember: “Make It Easy for people to use transit, bike, walk and share the ride” and we’re doing our job. An Easy Button was given to each Commuter Services employee when they were on-boarded as a reminder of the unit’s mission.
Streets and sidewalks take up 25 to 50 percent of a typical U.S. city’s land. New York City, for example, is on the lower end of that scale at 28 percent and Chicago (42 percent), Washington D.C. (43) and Portland, Oregon (47) are at the higher end.
This, believe it or not, presents a huge opportunity for us to address mental health through urban design. Streets and sidewalks represent space that’s largely under control of our city governments. In most cases our local departments of transportation. That means we can do something about it. Now.
Do our local DOTs think of themselves as being in the mental-health business? Likely not. At least not yet.
Take a quick snapshot of some of the existing research, much of it brought to light by The Happy City author Charles Montgomery, on what car-dependent, dispersed, and disconnected places do to our health:
They are bad for our physical health. They add unhealthy pounds to our bodies. They make us more likely to have heart and respiratory issues. They shorten our lives.
Their streets are made for cars and made to speed the cars through. This is unsafe not just for those who bike and walk but for those who drive too.
They cause us more stress. That stress exacerbates physical and mental-health issues.
They make us, especially those of us with longer car commutes, especially to the exurbs, more likely to experience rage, fear, depression and even get divorced, than people who walk, bike, or use transit to get to work.
They make us feel isolated and less connected to one another, which causes us to feel less trusting, and ultimately less happy.
So what can DOTs do about all this horrible news? Lots, especially by thinking creatively and fixing our broken infrastructure one street at a time.
Streets and transport for people means prioritizing people who walk over cars. It looks like skinny streets that are nine or 10 feet instead of the standard 12 feet per lane. Two-way not one-way streets. Narrow crosswalks. Mid-block crosswalks. Shortcuts. Paths. Places to rest and for refuge.
Streets and transport for people means prioritizing people who bike over cars. It looks like not just bike lanes, but protected bikeways like 15th, L, and M streets in Washington D.C. But we can’t settle for isolated projects. We need whole networks like in European cities. It means bikeshare, because bikeshare is a gateway to more biking. More people on bikes makes it safer for all. It means taking car parking and converting it to Portland-style bike-corral parking in retail areas.
Streets and transport for people means prioritizing people who use transit over cars. It looks like we care about people who use transit because we provide amenities like benches and shelters. Real-time arrival signs. Maps. It means painting the streets red and making them for buses only.
Streets for people means prioritizing people who want to shop, eat, sit, chat, socialize, and watch each other rather than prioritizing cars. It looks like the parklets made from parking spaces in San Francisco or the dozens of reclaimed streets turned into pedestrian plazas with benches and tables and chairs in New York City. It means promoting food trucks and pop-up retail.
If your city speaks of “balancing transportation choices” rather than prioritizing walking, biking, and transit, it’s still car centered.
If we make our streets more people centered, and if we help make it easy for more people to walk, bike, and take transit, our cities will be more green. More prosperous. More physically healthy. And yes, more mentally healthy.
As former New York City Transportation Commissioner Janette Sadik-Kahn said: “Streets are some of the most valuable resources that a city has, and yet it’s an asset that’s largely hidden in plain sight.”
This article is based off my July 7, 2015 presentation from the recent launch event for the Center for Urban Design and Mental Health in Washington D.C. at the British Embassy.
Main photo by Dylan Passmore. Bike-lane photo by Paul Krueger.
– Cross posted and originally posted on Mobility Lab on July 9, 2015. See more at: http://mobilitylab.org/2015/07/09/streets-and-sidewalks-should-be-used-to-improve-our-health/#sthash.SxD8NeRA.dpuf
Meet our speakers: Chris Hamilton
Chris Hamilton is the President of Active Transport for Cities. Previously Bureau Chief of Commuter Services for Arlington Department of Transport, he has been called an ‘active transport guru’. He will be speaking at our launch event on 7/7/15. Learn more and register here.
Where are you originally from, and where do you now live and work?
I was born in Washington, D.C., raised in its suburbs, and currently live in the Bloomingdale Neighborhood near U Street in the District. I just finished 23 years with Arlington Department of Transportation and am embarking upon private practice in my new hometown of Key West.
Which is your favorite city in the world, and why?
I love traveling and my favorite cities include Heidelberg, Vienna, Montreal, San Francisco, Seattle, the District and Key West. I’m moving to Key West in the fall because it’s compact, vibrant and historical. It’s very walkable and bikeable. And you can eat and play outside twelve months a year. We don’t own a car in D.C. and won’t in Key West.
What sort of work do you do around the intersection of urban design and mental health?
I help cities make it easy to use active transport options like bike, walk and transit instead of driving. This makes individuals, companies and places more green, healthy, prosperous and happy.
How did you end up working at this intersection?
In looking for hooks to change people’s behavior from driving cars to instead using transit, biking and walking for commutes and everyday trips, research tells us that people who use these options to car driving are healthier and happier and less stressed. So we use these facts (among others) to market these options.
What particularly interests you about the link between urban design and mental health?
The world is becoming more urban. As the population expands in the coming decades, this will only become more so. We can’t repeat the mistakes of our most recent past where here in North America we built dispersed, environmentally and economically unsustainable, un-healthy car-dependant places. We can reverse this trend. And change is starting to occur in some progressive cities. Recent work and research points out that our physical environment can influence our mental and physical health. City governments have a huge influence over that built environment. Cities control the development approval process and so can influence what and where the private sector builds. And cities control a quarter to a half of our land, depending upon how you measure it, when you account for streets, parks and rights of way. As the emerging mental health research gets better, there’s an amazing opportunity to use this data to help us retrofit and build healthier places.
Can you describe an example of good urban design that positively impacts mental health?
Streets that are built for people. That means streets that prioritize people who walk, bike and use transit rather than cars. It looks like wide sidewalks and protected bike lanes. It means prioritizing public space for plazas, small to large, where we can eat, shop and congregate. These streets are less stressful and more healthy and happy places than car-centric streets. My favorite examples here in the District, because I use them a lot, include the 14th Street Corridor and 17th Street in Dupont Circle.
What sort of challenges do you see in urban design for mental health?
Changing the status quo can be difficult. Especially if that change is seen as taking something away from people who are use to the way life use to be. So every time we prioritize people and take away on-street parking or take away a traffic lane to replace it with a parklet or plaza or for walk-bike-transit space, someone will cry foul. The biggest challenge is the political will to make these changes.
Why do you think people don’t focus enough on the link between urban design and mental health?
I don’t think people focus on it because it’s an emerging science. It has only been recently that planners have realized the connection between the built environment and physical health.
What would you like to see the Centre for Urban Design and Mental Health achieve?
That’s why it’s so exciting to see the Center for Urban Design and Mental Health come onto the scene. This new think tank can contribute to making the places we live better by getting us to consider more than the bottom line. In the end, we’ll all be healthier.
Follow Chris on Twitter @chrisrhamilton
Cross-posted from Meet our speakers: Chris Hamilton, Centre for Urban Design and Mental Health (UD/MH), June 26, 2015
Register for this event here: http://www.urbandesignmentalhealth.com/upcoming.html
Want to reduce the number of cars driving around DC each day? The fastest way to do it may be a relatively cheap and non-controversial set of marketing and incentive programs, collectively called Transportation Demand Management (TDM).
TDM isn’t infrastructure. Rather, it’s a set of dedicated information, encouragement, and incentives that help people use existing infrastructure more easily and efficiently.
And boy, does it work.
For only about $10 million annually, Arlington’s robust TDM program converts about 42,000 car trips to alternative modes on Arlington’s roads every day. If DC had a similarly robust program, it might be even more successful. 100,000 cars a day would be a totally achievable goal.
DC already has a nascent TDM program called goDCgo. Right now goDCgo is too small to make much difference, but moveDC calls for a big expansion “based upon the model of Arlington.” Here are ten steps to actually get there:
1) Reach commuters through their employers
Nobody drives during rush hour because of a heartfelt love for congestion. Most people do it because that’s when their employer demands they arrive at work. Thus, employers have tremendous power over transportation. Leveraging that power can produce big results.
Rather than just offering free parking, employers can offer transit passes, Capital Bikeshare memberships, or any number of other things that would help their staffs to commute some way other than driving alone.
But business owners need hand-holding to know what sort of incentives work. That’s where a TDM staff team comes in. The TDM team works with businesses and property managers to set up a custom commuter benefit program for each one.
That’s the single most important part of a TDM program. In Arlington that team is called Arlington Transportation Partners (ATP). DC’s goDCgo employer services team should be double the size of Arlington’s, instead of a fraction of it.
2) Open transportation “genius bars”
Apple’s genius bars are the go-to spots for owners of Apple products who need tech support. The same model can work for transportation.
Research shows that even in the smartphone age, many people prefer to get information from live people. Arlington’s five Commuter Stores are one-stop shops that provide information and sell tickets for every transportation system in the region.
Put transportation stores in high traffic places like outside Metro station entrances, and let people talk about their commutes with an expert, face to face.
3) Teach people it’s OK to bike
About 60% of the population would be willing to bicycle, if it were easier and safer to do so. So teach them to make it easy and safe!
DC is doing well building new bike infrastructure, but that’s only half the answer. You also need to educate people about it and encourage them to use it, and that’s largely missing from DC’s TDM program. Bike Arlington staff attends major community events, offers confident city cycling classes, and uses social media to connect with people and get them on bikes more often.
4) Stop scaring people
It’s legitimately important to teach people how to share the road safely, but too many safety campaigns scare people away from walking or biking by making them seem more dangerous than they really are.
Safety campaigns should focus on teaching people how to do things right, rather than chiding them for what they do wrong. Arlington’s PAL campaign is a great example.
5) Treat marketing as equally important with infrastructure
Before anyone changes their commuting behavior, they must know alternatives exist, and must be confident those alternatives are reliable.
Marketing isn’t fluff. It’s the necessary grease that smooths the wheels of infrastructure. Every TDM program needs an umbrella marketing campaign that ties everything together, and gets the word out to travelers.
6) Make the internet and open data work for you
Smartphones and the internet are revolutionizing more than how we hail taxicabs. Invest in high-tech tools that make getting information easy, and open your data so third parties can make apps for you, for free.
Arlington’s Transit Tech Initiative fosters and helps produce websites like CarFreeAtoZ, a multimodal trip planner that’s prettier, includes more information, and is easier to use than single-agency trip planners like WMATA’s.
7) Do more than translate: Transcreate
We aren’t a monolithic people. Different groups perceive information in different ways. To reach them effectively, you can’t just translate the words of existing materials into multiple languages. Rather, materials need to be transcreated, so each audience gets the message in terms that will be most meaningful to them. ACCS has a Hispanic marketing unit that does this. So should goDCgo.
8) Follow through on good ideas with a strong ground game
Smartphones and apps are great, but lots of people still rely on paper. TDM agencies need strong distribution and logistics teams, to make sure everyone in town gets the message. Mail schedules and maps to individual homes, and use trucks to deliver “take-one” boxes directly to companies, hotels, and stores, for businesses to make available to their customers.
A dedicated logistics team lets others concentrate on what they do best.
9) Make transportation options part of the building code
Want to make buildings safe from fire? Design them with sprinklers and other safety features. Want to make it easy to drive? Incorporate a parking garage. Want to get people onto transit, bikes, and sidewalks? Embed convenient and attractive bus stops, bike infrastructure, and street entrances into your buildings.
Just like zoning specialists review new development for compliance with the zoning code, TDM specialists should review new development for transportation. Arlington’s TDM for site plan unit helps review new development, writes enforceable conditions into the approvals for new buildings, and follows up each year to ensure compliance.
10) Track progress with real data
Transportation agencies revolve around data, but it has to be good data. Historically they’ve focused on highway traffic counts, and have been slow to recognize changes. To get highway engineers thinking about pedestrians and bicyclists, gather objective data to show them how important those other modes really are.
A TDM research program measures the impacts of multimodal services in ways that go beyond counting cars. Arlington’s program has grown into a research and development think tank called Mobility Lab that generates reams of hard data, which officials use to make the case for everything from bike lanes to bus stops. If DC partnered with Arlington on Mobility Lab, the benefits would magnify.
DC’s paltry TDM program is a missed opportunity
Arlington ‘s ACCS spends $10 million annually on its base TDM program. That money converts 42,000 daily single-occupant car trips to transit, bike, walk, and shared rides. DC can and should have a program that’s even more effective.
But despite its much larger population and employment base, the District’s budget for TDM is less than 20% of Arlington’s. If Mayor Bowser ramped-up DC’s TDM budget to be commensurate with Arlington’s, it would be a totally realistic goal to get 100,000 car trips off the streets every day.
The Move DC Implementation Plan identifies nearly $2 billion in annual DC spending on capital investments in the coming years. Surely it’s worth spending $15 million of that each year to make it all work better.
TDM TAKEAWAYBikeshare is relatively inexpensive, but to truly expand a local transportation network with this new option, cities must take on some of the burdens of its costs.
Bikeshare systems either have to make it on their own or be subsidized like the rest of the transportation system.
This difference of opinion within the bikeshare industry was recently brought to light by an article at NextCity.orgentitled San Antonio Bikeshare Threatens to Close Without Major Sponsor. But it isn’t such a black or white issue.
Bikeshare exits in cities across North America along a continuum from totally private funding (Citi Bike in New York City) to mostly public funding (Capital Bikeshare in the Washington D.C. region).
But if bikeshare is going to take its rightful place as a bonafide transportation option in more and more of our cities, advocates have got to stop selling the notion that you can build and operate a robust bikeshare system at no cost. It just isn’t so, and selling it as such sets everyone up for failure. Witness what’s going on in San Antonio.
Like with buses, trains, parking, street lights, and streets themselves, there’s capital infrastructure in the form of stations and bikes to consider. While relatively inexpensive compared to investment in other modes, there is a substantial cost. Other than New York City, there are few, if any, cities that have put bikeshare systems on their streets without the help of federal, state, or local public dollars paying for most of the cost. And the jury is still out on whether or not the Citi Bike can expand to all five boroughs without financial assistance from the city.
With operating costs, most bikeshare systems are doing a little better. Daily and annual users can end up paying a substantial share of costs. Sponsorships and advertising can help further close the gap.
For example, in Arlington, Virginia’s share of the Capital Bikeshare system, the cost recovery ratio – taking into account user and sponsor income – was 63 percent last year. The local Arlington DOT paid for the difference. Compare the recovery ratio to that of our own local Arlington Transit bus system of 30 percent and bikeshare stacks up well versus bus. Like with buses, capital costs were already considered “sunk”– meaning already incurred and unable to recover – and mostly paid for with dedicated federal, state, or local transportation dollars.
Bottom line: vendors and advocates shouldn’t sell bikeshare as free or it won’t work.
Research is increasingly showing that bikeshare can be an important part of a city’s transportation mix. And so cities must ante up for getting the bikes and stations into a locality’s capital-improvement budget and find sources of public revenue to cover the operating difference between user fees, sponsors, and ads.
Cities and bikeshare systems must indeed maximize their revenues. Any public utility should. But these systems will only succeed when freed of the unrealistic expectations.
Cross posted on http://www.MobilityLab.org April 17, 2015
Cross posted on http://www.MobilityLab.org on March 6, 2015.
If cities want to reduce the need for expensive infrastructure improvements, they should brand and market their buses better, according to New York Times conservative commentator Josh Barro.
Citing a 2009 report from the Federal Transit Administration, he notes there is evidence to believe that transit agencies could attract more discretionary or choice riders if they “spruce up the buses and tell riders they’re faster than they think.”
This resonates with our experience in Arlington, Virginia, and in other progressive communities around the country.
To be sure, there is no substitute for offering high-quality bus or rail transit service, but many transit agencies skimp when it comes to marketing, outreach, and education and, as a result, the public often has no idea how good the service may actually be. Buses also have an image problem in many communities, which proper marketing could help address. Witness the huge sums spent by automakers in crafting the image of their automobiles.
Our experience in Arlington shows that transit agencies could indeed gain ridership if they did a better job on marketing basics, we call it “Making It Easy,” including:
- branding buses better,
- spending time to do good marketing and sales,
- puting information at the stops, and
- providing great real-time apps and other information tools.
We should do these relatively inexpensive things first, to maximize the use of the existing system and possibly forestall having to invest large sums in additional infrastructure.
In Arlington, our Commuter Services bureau markets all modes of transportation through a variety of means. Our research shows this marketing causes a substantial lift in transit usage as well as a shift from driving to other modes. In concert with good development planning and transportation services, our efforts provide better mobility without more traffic, at a relatively insubstantial cost as compared to infrastructure.
Barro contends that we should spruce up buses and let consumers know they are faster than you think. This isn’t a bad start.
In Arlington we’ve worked on some other ideas as well.
- We are developing a technology product called CarFreeAtoZ that will combat the car bias inherent in most current mapping software systems, and produce travel results more akin to real-world conditions across multiple modes.
- We’ve had success marketing the Metrobus 38B as the “Orange Line with a view,” and our Car-Free Diet marketing platform emphasizes how letting someone else behind the wheel can alleviate stress, among other things.
- We’ve worked on distinctive, colorful branding on our ART series of buses. (The same technique has been utilized on Washington D.C.’s successful Circulator buses.)
- And last but not least, we’ve taken deliberate action in improving the customer service provided by bus drivers. Our most recent survey shows that we’re succeeding, not only in terms of customer satisfaction, but, significantly, in terms of the numbers of Millennials using the service.
Yes, we need to think deliberately about the way we market buses in this country. And we can’t skimp on these efforts. If conservative writers like Barro can get on board with this concept, that’s good news.