The plan for today
Travel Plans and Delivering
Sustainable Transport
Dr Marcus Enoch
Transport Studies Group
School of Civil and Building Engineering
Loughborough University
Email: m.p.enoch@lboro.ac.uk
Tel: 01509 223408
Lecture 1
1
What is a travel plan?
Elements of a travel plan
Why do travel plans?
How effective are they?
The future
Lecture 10
Just before the main event…
What is a travel plan?
• A travel plan is “a general term for a
package of measures tailored to meet
the needs of individual sites and aimed
at promoting greener, cleaner travel
choices and reducing reliance on the
car…
What organisations usually
implement Transport
Demand Management
Instruments?
Lecture 10
3
Lecture 10
What is a travel plan? (2)
4
Another definition
…It involves the development of a set of
mechanisms, initiatives and targets that
together can enable an organisation to
reduce the impact of travel and
transport on the environment, whilst
also bringing a number of other benefits
to the organisation as an employer and
to staff.”
Energy Efficiency Best Practice Programme
Lecture 10
2
5
“Travel Plans are a mechanism for
delivering a package of transport
measures targeted at a specific site by
an agent with a strong relationship with
the local transport users to deliver
transport and wider goals to the
organisation and society as a whole”.
Enoch (2012)
Lecture 10
6
Features of a Travel Plan (1)
Features of a Travel Plan (1)
1. Travel Plans are not really an instrument
themselves, but a delivery mechanism or
strategy for other mostly transport-focused
measures.
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Features of a Travel Plan (1)
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Features of a Travel Plan (1)
1. Travel Plans are not really an instrument
themselves, but a delivery mechanism or
strategy for other mostly transport-focused
measures.
2. Travel Plans are delivered by an additional
‘agent’ that is not a part of the ‘traditional’
transport policy institutional structure.
1. Travel Plans are not really an instrument
themselves, but a delivery mechanism or
strategy for other mostly transport-focused
measures.
2. Travel Plans are delivered by an additional
‘agent’ that is not a part of the ‘traditional’
transport policy institutional structure.
3. Travel Plans are initiated in two ways: either
by the organisation or by government.
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Features of a Travel Plan (2)
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Features of a Travel Plan (2)
4. Travel Plans deliver transport and related
benefits to the community and some more
direct organisational benefits to the
participating ‘delivery agents’.
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12
Features of a Travel Plan (2)
Features of a Travel Plan (2)
4. Travel Plans deliver transport and related
benefits to the community and some more
direct organisational benefits to the
participating ‘delivery agents’.
5. Travel Plans are to some extent ‘sitespecific’, that is tailored to the specific
contextual circumstances.
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Transport planning to travel
planning
4. Travel Plans deliver transport and related
benefits to the community and some more
direct organisational benefits to the
participating ‘delivery agents’.
5. Travel Plans are to some extent ‘sitespecific’, that is tailored to the specific
contextual circumstances.
6. Travel Plans to some extent deliver a
package or a strategy of a ‘wide variety’ of
transport instruments.
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Transport planning to travel
planning
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Background
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Elements in a travel plan
• Response to fuel crises in 1970s USA
• Slowly permeated to the UK, via
Netherlands(?)
• 1998 Transport White Paper
Lecture 10
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Lecture 10
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Motivations for Government
Motivations for Government
• Huge amount of investment needed.
Lecture 10
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Lecture 10
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Motivations for Government
Motivations for Government
• Huge amount of investment needed.
• All pain no gain over next decade – tax,
disruption, uncertainty
• Huge amount of investment needed.
• All pain no gain over next decade – tax,
disruption, uncertainty
• Shortage of skills – due to a culture of
Government not spending money
Lecture 10
Lecture 10
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Motivations for Government
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Motivations for organisations
• Huge amount of investment needed.
• All pain no gain over next decade – tax,
disruption, uncertainty
• Shortage of skills – due to a culture of
Government not spending money
• Politically unpopular to restrict mobility –
most cost effective way of addressing
crisis
Lecture 10
23
Lecture 10
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Motivations for organisations
Motivations for organisations
• Solve transport problems.
Lecture 10
• Solve transport problems.
• Solve space problems.
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Lecture 10
Motivations for organisations
Motivations for organisations
• Solve transport problems.
• Solve space problems.
• To get planning permission.
Lecture 10
•
•
•
•
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Motivations for organisations
Solve transport problems.
Solve space problems.
To get planning permission.
Save money.
Enhance company image.
Lecture 10
Solve transport problems.
Solve space problems.
To get planning permission.
Save money.
Lecture 10
Motivations for organisations
•
•
•
•
•
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•
•
•
•
•
•
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Solve transport problems.
Solve space problems.
To get planning permission.
Save money.
Enhance company image.
Because it is told to do so.
Lecture 10
30
Effectiveness of travel plans
Effectiveness of travel plans
• Effective at site level – up to 30%
reduction in drive alone trips.
Lecture 10
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Lecture 10
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Effectiveness of travel plans
Effectiveness of travel plans
• Effective at site level – up to 30%
reduction in drive alone trips.
• Less impressive at UK network level –
0.75% contribution.
• Effective at site level – up to 30%
reduction in drive alone trips.
• Less impressive at UK network level –
0.75% contribution.
• Need more organisations to participate
Lecture 10
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Lecture 10
Why the reluctance?
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Why the reluctance?
• Companies’ self interest and internal
organisational barriers
Lecture 10
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Lecture 10
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Why the reluctance?
Why the reluctance?
• Companies’ self interest and internal
organisational barriers
• Lack of regulations pushing travel
plans
• Companies’ self interest and internal
organisational barriers
• Lack of regulations pushing travel
plans
• Personal taxation and commuting
issues
Lecture 10
Lecture 10
37
38
Why the reluctance?
Why the reluctance?
• Companies’ self interest and internal
organisational barriers
• Lack of regulations pushing travel
plans
• Personal taxation and commuting
issues
• Poor alternatives (esp public transport)
• Companies’ self interest and internal
organisational barriers
• Lack of regulations pushing travel
plans
• Personal taxation and commuting
issues
• Poor alternatives (esp public transport)
• Lack of examples
Lecture 10
Lecture 10
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40
Segment
• ‘Segment’ refers to type of
organisation introducing a
travel plan
• Workplaces adopted first,
followed by schools and
then several other
organisations such as
events, leisure, residences
and so on
Lecture 10
41
• In analysing ‘suitability’ of
segments for travel
planning, need to consider
two levels:
1. Type of trip
2. Type of segment
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Segment – targeting trip types
Segment – targeting
organisation types
Variables considered were:
• User type – staff, visitor, supplier, customer, student and patient
• Trip type – commute, business, personal business, leisure,
shopping, education and health.
• Trip characteristics – frequency, peak/off peak, individual/
group, luggage or not, reliability and cost sensitivity.
• Organisational influence on journeys.
Overall, business, supplier, commuting and education trips
well suited to travel plans – due to strong organisational
influence, and frequent and peaked nature of journeys.
Shoppers not easy to target, and other types ‘more challenging’
Variables considered were: type of trip generator – employer
(private/public), school, events, attractions, retail, transport,
residential; type of user; type of trip; organisation characteristics
(size and site type); degree of influence by Government over
organisation; and level of financial and transport resources.
• Travel plans best for (very large) public sector employers,
transport interchanges and private sector employers
• Travel plans can work at schools and (large scale) planned
events, while attractions and retail are less obvious targets.
• Least suitable for travel plans are residences.
However, site circumstances can overturn general observations.
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Scale – combining benefits using
networks
Scale – targeting by size
Larger organisations are:
• More likely to have available
resource to implement travel
plan measures; and
• Offer a larger potential
market for those measures
once adopted for (possibly)
less effort.
44
Smaller organisations have:
• Simpler decision making
processes to deal with;
• Are less likely to occupy
multiple sites which can be a
complicating factor; and
• Face lower overall costs
when administering a travel
plan.
• Local travel plan groups or
networks, attempt to
combine the benefits of both
large and small organisations
by offering:
• Economies of scale –
pooled resources deliver
higher investment, dedicated
staff, and greater political
influence, yet allowing
organisations to focus on
their core competencies.
• Greater flexibility and
effectiveness – MM shifts
from site-specific to areawide application so
organisations influence each
other to be part of solution.
• A more strategic and
focused approach –
improved communication
between organisations helps
meet transport and wider
objectives.
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Support
Support
1. Information and exhortation
2. Regulation
3. Subsidies; and the
4. Fiscal system
See
Enoch M P and Potter S (2003) What
incentives to the commercial sector
can help employees to change travel
behaviour? Transport Policy, 10 (1),
51-58.
Lecture 10
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48
Current Travel Plan
Structure
Re-oriented Travel Plan
Lecture 10
Current Travel Plan
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Structure
Motivations – Transportrelated reasons dominate
Organisation Involvement –
Significant, as tailored
packages of measures
Timing – Follows local authority
timescales
Stakeholders – Industry
immature. Transport
consultants and local
authorities major players
Information/encouragement –
Limited, poorly targeted
Lecture 10
.
Re-oriented Travel Plan
Motivations – Organisational
objectives dominate
Organisation Involvement –
Minimal, as off the shelf
targeted measures used
Timing – Fits in with
organisational schedules
Stakeholders – Tools applied
by management, CSR,
environment firms partnered
by transport consultants.
Information/encouragement –
Widespread, organisation
51
focused
Current Travel Plan
Structure
Re-oriented Travel Plan
Motivations – Transportrelated reasons dominate
Organisation Involvement –
Significant, as tailored
packages of measures
Timing – Follows local authority
timescales
Stakeholders – Industry
immature. Transport
consultants and local
authorities major players
Information/encouragement –
Limited, poorly targeted
Lecture 10
.
50
Transport planning to travel
planning
52
Traditional travel planning to
Re-oriented travel planning
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Lecture 10
54
The future
• Now a niche product
• Potential for them to become primary
delivery mechanism of local transport
solutions, but to be mainstreamed need:
• Government ‘vision’
• Government and industry support
• Re-orienting to be organisation focused
Lecture 10
55
Further reading
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Questions?
The essential guide to travel planning
http://www.nbtn.org.uk/
http://www.dft.gov.uk/pgr/sustainable
/travelplans/work
Enoch M (2012) Sustainable
transport, mobility management
and travel plans, Ashgate.
Lecture 10
Lecture 10
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Further Information
Dr Marcus Enoch
Transport Studies Group
School of Civil and Building Engineering
Loughborough University
Email: m.p.enoch@lboro.ac.uk
Tel: 01509 223408
Lecture 1
58