Workplace Travel Planning, Best European Practices...helmikuuta 2011 Ralph de Jong, Motiva Oy Track...

Workplace Travel Planning, Best European Practices

Workshop, 4 March 2011

Workplace Travel Planning, Best European Practices

The Netherlands - concepts

helmikuuta 2011 Ralph de Jong, Motiva Oy

Stakeholders Platform Smart Working Smart Travelling

Secretariat (Inno-V)Activities: coordination, initiate, facilitate

Who: transition managers in the WTP field

Secretariat (Inno-V)Activities: coordination, initiate, facilitate

Who: transition managers in the WTP field

KnowledgeActivities: knowledge management

Who: Internet portal

KnowledgeActivities: knowledge management

Who: Internet portal

MonitoringActivities: monitoring

Who: research agency

MonitoringActivities: monitoring

Who: research agency

Employers Governments

Suppliers / Consultants

Platform SwSrTask: create

preconditions for SwSrActivities: alignment, develop frameworks

Who: representatives of all stakeholdersWhen: 1/3 months

National Government

Agreementregions

UnionsDecentralisedGovernments

Top 50Pioneer

Employers

Foundations

Marketing & communicationActivities: coordination, initiate, facilitateWho: innovative communication advisor

Marketing & communicationActivities: coordination, initiate, facilitateWho: innovative communication advisor


By 3 tracks1. Collective employment conditions2. Regional agreements3. Communication


Track 1: Collective employment conditions• Personal Mobility Budgets

• Very suitable instrument in the effort to urge the employee to make a more conscious choice regarding his mobility

• With a mobility budget, each employee receives a fixed sum for his commuter traffic and carries his own responsibility of how to spend the budget; this stimulates the employee to use alternative means of transportation such as bike or work more often from home; at the end of the year he receives the left-over of the budget, if there is any left

• Fiscal support is given in order to stimulate the use of personal mobility budgets; e.g. it has become fiscally more attractive to combine a lease car with the use of public transport

• “The New Working”• Shift from stimulating alternative modes of travel to smart working (“the new

working”)• Successful annual campaign ‘The week of the New Working’

• Moving closer to work• The fiscal moving allowance regulation has been optimised


Track 2: Regional Agreements (1)• Initially, six* regions were selected based on having the largest

accessibility problems as well as the related problems with air quality; these regions functioned as an example and inspiration for other regions to also start a regional covenant

• 50% co-financing by the local authority is a requirement to receive subsidy

*Amsterdam, Arnhem/Nijmegen, Eindhoven – ‘s Hertogenbosch, Haaglanden, Rotterdam and Utrecht


Track 2: Regional Agreements (2)• A “Mobility Broker” is a key person in the whole process as:

• He/she acquires employers to undersign a regional covenant • He/she involves them and stimulates them to take action • As the spider in the web, he/she bridges the gap between the

Platforms SWSR´s objectives and the employers • He/she talks intensively with employers and helps in putting

together packages of measures that have an added value to the organisation

• He/she is involved in the different regional projects


Track 2: Regional Agreements (3)• A model agreement was provided:

• Objective• Considerations• Term• Overview of roles of the parties• The concrete (SMART) agreements• Results• Monitoring• The binding level• (in document ‘Contents of Regional Agreement’

further explanation of the contents)

• Until 2010 €25m has been used of the in total €50m available subsidy


Track 2: Regional projects• Initiative of Ministry of Transportation, due to upcoming large road constructions• €100m extra subsidy available due to preparation on satellite road pricing implementation on a

national scale (the implementation plan is set on hold by the current cabinet)• Integrated in the regional agreements• Option 1: Mobility pass (collaboration with local transport agencies) and personal travel

advise provided• Option 2: Commuters are awarded when avoiding rush hours• Approach via employer or via registration plate registration • Interim project organisations with consultants, experts and project managers

Approach via road users

Approach via employers


Track 2: Regional Projects, approach via employers

• Consultant or Mobility broker speaks with the higher management• In the meanwhile awareness campaigns around the company site• Employers are asked to buy mobility passes for all their employees

except the ones who already have a public transport subscription) for a very low price (e.g. € 60 per mobility pass for the entire road constructions period)

• All the employees receive a personal travel advise and a mobility pass, providing access to all regional public transportation and also to special freeway shuttle buses and vanpools that are allowed to drive on the shoulder lane when there is a traffic jam

• “Back-pocket principle”: the employees may decide themselves when to use the mobility pass or not


Track 2: Regional Projects, approach via registration plate registration

• Car-users who are in the baseline period registered frequently (e.g. at least 3 times per week) on the particular road during rush hours form the target group

• The target group receives a letter at home with a link to a websitewhere they can find their personal travel advise and can apply for a free mobility pass

• The mobility pass provides access to all regional public transportation and also to special freeway shuttle buses and vanpools that are allowed to drive on the shoulder lane when there is a traffic jam

• In earlier projects, afterwards (when the road constructions were finished and the mobility pass lost its validity), the public transport share of the modal split has structurally increased up to 7%

• (see also document ‘Managing mobility during roadworks’)


Track 2: Regional Projects, awarding commuters when avoiding rush hours• Registration plate registration baseline survey and target group• Participants can own up to 100 euro per month (5 euro per day, when

being registered 5 times per week in the baseline period)• Participants receive a Smartphone, that has the following functions:

• Participants are required to register every day on their Smartphone whether they work at home, start later or earlier, come by car (whether or not in combination with Park and Ride), use public transportation etc.

• Tracking & Tracing is done via GPS technology to find out whether or not rush hours are avoided (registration plate registration is conducted as a double check)

• As an extra incentive the participants can keep the Smartphone• Rotterdam Harbour freeway A15, 2010: 2,000 participants, on average a

decrease of 780 cars in the morning rush hour (more than 5% decrease)• In total there have been 13,000 participant in different similar projects;

participants make on average 40-60% less car trips during rush hours


Track 2: Regional Projects, Digital Mobility• Six months free trial• The needed software (Sharepoint) is installed on computers in order to

be able to always share documents and communicate with each other • High quality internet access anywhere • Support by the development of the new working culture (change

management)


Track 3: Communication• National and regional

seminars,to share best practises, to hold plenary debates, to celebrate the fact that new employers undersigned a regional agreement etc.

• Lunch meetings about a specific topic

• Network drinks


Vouchers for small and medium enterprises (SME) (1)• Initiated by the Platform Smart Working Smart Travelling and the

Ministry of Infrastructure and Environment; executive body is Agentschap NL

• €3m subsidy is available to maturate the consultancy market and, besides the big companies that are approached by the regional agreements, also reach the SME (25-250 employees)

• Small voucher (€1,500): quick overview of the current situation and an estimation of costs and effects that implementation of differentmeasures would have (Feb. 2011: 154)

• Large voucher (€4,400): if the mobility scan triggers the SME to implement measures which require additional consultancy hours, two-third of these costs can be paid by the large voucher (Feb 2011: 6)

• In February 2011 approximately 80 companies and 170 consultants were on the list of designated consultancy companies


Vouchers for small and medium enterprises (2)• There is not a strict regime on how to conduct the mobility scan

(voucher 1); although, a comprehensive (Excel) list of information that should be included is seen as the minimum content of the scan (see document ‘Datasheet voucher 1 eng’); often a postal code analysis is done in this phase too

• The employee survey is most likely part of the large voucher phase; the consultant can use its own survey method (Agentschap NL doesn’t provide guidelines on employee surveys)

• No specific training has been given to the consultants; a non-obligatory information seminar, however, was held

• The value of each voucher is paid by Agentschap NL to the consultant after the SME has signed the report as approved and after Agentschap NL has received the list (first bullet on this slide)


Vouchers for small and medium enterprises (3)• Marketing and Communication

• Basic communication about the voucher program via a website and a leaflet• Articles in newsletters and websites of branch organisations, such as

chambers of commerce, Energiecentrum MKB (energy saving) and Syntens (innovation projects)

• Acquisition by the designated consultants and mobility brokers

• Monitoring• The program is seen as a pilot; review meetings are organised where the

advisors can share their experiences • The quality monitoring of the program is done by client reviews and

randomly quality checks • The filled in excel files could be used to analyse the expected effects,

although a quantitative monitoring on real effects of measures is not yet included in the program

Workplace Travel Planning, Best European PracticesUnited Kingdom - concepts


Four main mechanisms by which a business will adopt a WTP in the UK• Secured through the planning process • Through the ‘A New Way to Work Programme‘ of Transport for London

(TfL) • Independently • By getting involved in a local travel plan group

• Transport For London and the national Department for Transport are the main parties stimulating and funding programmes


WTP through the planning process good base for programmes• It can be seen as a strength that all municipalities in the UK require

new developments if they exceed certain criteria to submit a travel plan through the planning process

• Further, they MUST follow very complete and strict guidelines on the travel plan and the monitoring methodology

• This has been a sustainable and solid basis for the overall workplace travel planning process in the UK: contents of it, such as the standardised and easy to use monitoring technology are also used in the A New Way To Work Programme and guidelines are followed in local travel plan groups


Workplace Travel Plan: suggested contents by TfL• Chapter 1: Introduction • Chapter 2: Existing Travel Situation

• Site assessment• Travel Survey

• Chapter 3: Objectives and Targets• Chapter 4: Travel Plan Strategy• Chapter 5: Package of Measures • Chapter 6: Monitoring and Review

• Monitoring Strategy• Action Plan


WTP: Ch1: Introduction• Background

• An overview of the site/ how it will operate• Reasons for WTP development & the scope• Health, economic, environmental & social benefits

• Policy• Relevant national and local policy• Sector specific drivers (e.g. health)


WTP: Ch2: Existing travel situation• Site Assessment

• Site location/ boundaries/ access points for all modes• Walking• Cycling• Public Transport• Anticipated car use –car sharing, pool cars, fleet• Anticipated goods & servicing movements• Accessibility for disabled travellers• Other relevant site specific travel initiatives

• Travel survey among staff


WTP: Ch3: Objectives and Targets• Objectives

• What is the travel plan seeking to achieve?

• Targets• Need to be SMART• Aim type –quantifiable targets that measure effectiveness• Action type -non quantifiable that specify actions to be carried out• 5 year timeframe -interim targets at year 3


WTP: Ch4: Travel Plan Strategy• Management

• Who will act as Travel Plan Coordinator• How it will be managed (e.g. via a steering group)• Who will be responsible?• The development timetable• Appropriate others who will be involved/ consulted

• Marketing• Marketing & awareness raising• Dissemination of travel information


WTP: Ch5: Package of Measures• Walking• Cycling• Public transport• Managing private car use (car park management, car sharing, car

clubs)• Working practices• Promotion• Business travel

For everybody using the site (employees/ visitors/ customers)


WTP: Ch6: Monitoring & Review• Monitoring Strategy

• What surveys • How often• By whom• How will they be reported• Years 1, 3 and 5• Has to be iTrace compliant

• Action Plan• Target dates • Roles and responsibility • All measures should be concise, focused on implementation and delivery


TfL’s A New Way To Work Programme• Existing businesses (who thus did not have the requirement to

implement a travel plan through the planning process) but were keen to develop one have been given the opportunity to take advantage of the 'A new way to work' programme

• This Transport for London programme helped existing businesses across London to develop sustainable travel options for their staff and their operations


Marketing of A new Way To Work programme• TfL marketed on their website that setting up workplace travel plans

encourage alternatives, like walking, cycling, public transport and car sharing and can help:

• Save money for the business and its employees• Become a more attractive employer• Reduce carbon emissions• Build a healthier, more productive workforce• Increase the travel options for the workplace• Make business journeys and site deliveries more efficient

• A lot of promotional material was developed like flyers (see separate files) and events were held for businesses

• Motivation for businesses to undertake the program was mostly associated around their own CSR/environmental agendas, or if they had specific transport problems (e.g. parking demand exceeded supply) or there were costs benefits


A New Way To Work Programme: 2 schemes• Corporate scheme

• Open to businesses over 250 employees• It provided a package of around €23,500 split into two components:1. 15 days of consultancy / expert advice to develop a WTP2. Funding to implement a ‘quick win measure’ identified as a measure in

the travel plan• In 2008 and 2009 in total €9.3m was spent; in 2010 €3.1m was spent

• Enterprise scheme• Open to businesses of 20-250 employees• It provided employers a maximum of €5,800 match funding (50/50) and

packages of marketing “goodies”• €400,000-€600,000 was available per year for match-funding (50%) the

local London authorities (boroughs)


The Corporate Programme (1)• Target group:

• businesses over 250 employees

• Acquisition: • Relationship managers (account managers) were employed by TfL; the

Relationship Managers were both approached by the businesses or approached the businesses themselves

• Initial meeting: • The Relationship Managers then hold meetings with senior management of

the interested businesses• Businesses then had to sign a pledge that would commit to participating in

the scheme before a consultant was appointed to help the business develop a travel plan


The Corporate Programme (2)• Consultancy

• Consultants bid to be on a framework of TfL to deliver the A New Way To Work programme to businesses. There were about 8 consultants* on the framework

• The consultants time was limited to 15 days and was purely to undertake the background work, engage with working groups, undertake baseline surveys and develop the travel plan and quick win measures (approx. 6 months)

• The aim was to empower the contact at the business so that they would take forward the travel plan and continue to implement its measures

• Quick Win Implementation Measureo TfL had ‘packages’ of measures relating to various travel choices available,

for example, cycle parking, video conferencing facilities, website development and new showers; TfL provided (funded) and helped delivering one of this quick win measures in return for commitment to further promote and monitor the travel plan in the longer term

* e.g. from Steer Davies Gleave, Colin Buchanan, MVA Consultancy, JMP Consultants


The Corporate Programme (3)• Monitoring

• Businesses were expected to commit to undertake monitoring in years 1, 3 and 5 of the travel plan through the iTRACE system; a package of standard automated tools was being made available and the businesses werereminded, encouraged and, if needed, supported by the conduction of the monitoring


The Enterprise programme (1)• Target group:

• Small and Medium Sized Enterprises (SME’s - between 20 and 250 staff members)

• Delivered by (franchised to)• six sub-regional partnerships*; sub-regional partnerships are funded by

Transport for London and cover an area equivalent to 3 to 10 London boroughs (London is divided into 33 London boroughs)

• Acquisition• By officers of the sub-regional partnerships (e.g. SWELTRAC employs 3

officers that acquire and consult companies on WTP)• Initial meeting

• Similar to the Corporate scheme

* North London Travel Plans (NLTP), WESTTRANS, South & West London Transport Conference (SWELTRAC), North Central Travel Plan Network (NCTN), Thames Gateway London Partnership (TGLP) and South East London Transport Strategy (SELTRANS)


The Enterprise programme (2)• Consultancy

• By officers of the sub-regional partnerships• Compared with the Corporate programme it was much more about

providing measures that businesses could use to promote sustainable travel to their staff rather than adopting a travel plan; nevertheless, a travel plan was a requirement in order to receive the subsidised measures

• Step 1: Undertake surveys with employees (I-Trace compliant)• Step 2: Analyse the results and then offer advice on which initiatives would

be best for the business• Step 3: Provide guides and advice to build the travel plan• Step 4: Sign up for the free package of ‘goodies’ (being a range of relevant

marketing materials, merchandise and support measures) that most suit the business, such as:

• For walking, bicycling and public transport: towels, water bottles, puncture repair kits, maps, promotional posters and advice on interest-free loan schemes

• For remote working: laptop mice, mouse mats, laptop bags, promotional smarter working posters, USB memory sticks and smarter working guides


The Enterprise programme (3)• Step 5: Sign up for Take A Stand: businesses could apply for free for

bicycle stands for up to 40 bicycles to install on site for bicycle parking• Step 6: Provide ongoing support and assistance • Step 7: Provide access to on-line iTRACE surveys for monitoring • Step 8: Give access to a new package of ´goodies´ every year (typically,

one modal package was made available to a site per year, with other packages becoming available on the successful delivery and implementation of the previous modal package(s))

• Funding: businesses could apply for up to €5,800 to implement a measure that would help promote sustainable travel or create a modal shift from car; they were required to match fund half of the total costs


Enterprise: Marketing material of Borough SWELTRAC


A New Way To Work programme: monitoring

• Contrarily to the other European countries, in the UK one was of the opinion that ongoing monitoring and reporting is a necessity in order to ensure the continuous effectiveness of the travel plan; should the effectiveness of the travel plan be in doubt and agreed objectives and targets not met, then action can be taken to understand why

• A standardised approach to monitoring and reporting is used for new developments and The A New Way To Work Programme in Greater London to improve the impact of travel plans in London

• Businesses were asked to commit to undertake monitoring in years 1, 3 and 5 of the travel plan through iTRACE

• A package of standard automated tools was being made available and the businesses were reminded, encouraged and, if needed, supported by the conduction of the monitoring

• For both the Corporate and the Enterprise scheme no sanctions were placed on monitoring and achieving targets because the programme was voluntary; sanctions were only in place on new developments through the planning process to achieve their travel plan targets


iTRACE• A web based travel plan management application developed by iBase

Systems Ltd, originally rolled out across all 33 London boroughs in 2005; currently it’s available to local authorities throughout the UK

• It gives authorities a detailed and accurate picture of travel plans at a local or regional level, and the effects that behavioural and physical initiatives have on reducing car use, and on encouraging the use of sustainable travel methods

• Two main components:• Administration module: allows the user to administer and report on the

performance of individual travel plans against predetermined indicators• Geographical Information Systems (GIS) data entry tool: enables travel

plan data to be mapped against specific site locations

iTRACE (2)

• 70 municipalities are using it now• 10% of de wtps is not part of a planning obligation but volunteered• Companies are themselves conducting the surveys• Surveys available on 3 different scales• Baseline survey results automatically generate a template for a WTP• Surveys always on a company level, but organisations can be grouped

by area or, e.g. based on companies that particpitad in some kind of bicycle or carshare scheme, to measure the effect of the scheme



A New Way To Work: results• Approximately 450 small businesses have been participating in the

Enterprise scheme• Approximately 150 employers have been participating in the Corporate

scheme (including 30 boroughs)

• Results: 5% single car usage reduction per year on average• Over a 3 years period a single car usage reduction up to 15% has been

achieved by several employers• For all organisations, financial issues are the single biggest concern

and driver of business decisions and strategy• Employee issues and infrastructure are the next most salient points• Sustainability and environmental issues gradually on the rise


A New Way To Work: lessons learned• Monitoring policy was not stringent enough; it happened quite often (25-40%)

that monitoring didn’t take place as it was on a voluntary basis• The cost effectiveness of the Enterprise scheme was low compared to the

Corporate scheme; e.g. a factor 10 less amount of employees and a factor 2 less work for TfL

• Negative view of the business of arbitrary distinctions between Enterprise and Corporate packages

• Turnover of responsible person caused often a discontinuation of the programme

• Monitoring was too complicated (questions were mainly interesting for boroughs) and didn’t make the programme very popular

• Lack of specification of the ongoing support and limited resources for ongoing engagement; no access to further funding, also not for good customer service

• Responsibility ambiguous effectively leads to a lack of ownership and risk to annual monitoring

• Too much frontload of the process (post engagement strategy and long term partnership aspects under developed)

• Future ideas: more simple approach, WTP not always needed


TAPAS• A New Way To Work has ended and it was intended to start with a new

programme: TAPAS (Travel Advice, Promotion And Support)• Fundamental change to engagement strategy: recognises fact that many

organisations are only seeking basic help and do not want to progress with a full travel plan (e.g. Take a Stand offer); consequently no iTrace monitoring will be in place

• Primarily delivered through a modular web portal where the businesses can pick out their WTP goods

• Enables engagement with a wide variety and large number of organisations at a basic level (but captures data for TfL CRM activity)

• Suitable for wider engagement strategies and short term behavioural change programmes, including Olympics and Cycle Superhighways

• Due to cuts in national spending the TAPAS programme is currently on hold

•Walking •Public transport

•Smarter driving

•Smarter working


Local Travel Plan Groups• A Local Travel Plan Group is a group of organisations that have come

together to share resources and ideas for developing and implementing a travel plan in their local area

• Besides sharing resources and ideas, many groups also lobby for transport improvements in their area and seek to implement their own measures, such as shuttle buses, car sharing systems and travel information

• Throughout the UK there have been a number of travel plan groups or networks already for many years, usually coordinated by local authorities, to bring together organisations across a city, district or county, who have an interest in developing a travel plan

Workplace Travel Planning, Best European PracticesSweden, Goteborg - concepts


City of Göteborg’s Traffic & Public Transport Authority• 9 employees working on the ‘Traffic User Department’, dealing with

Workplace Travel Planning and Mobility Management in general• Budget: approximately € 2m per year for campaigns, producing

information, advertisements, seminars, investigations and consultant costs

• 1 project manager of the WTP programme an works in close cooperation with 2 external consultants


WTP programme: employees (web) survey• Employers approached by phone, or invited for lunch meetings and

seminars• Meetings with employers to explain the programme • Free of charge for the employers• Purposes of the employees web survey (at 100 companies):

• To provide the company with modal split data of the current situation, a list of most potential measures and attitudes of employees

• To have the employees to reflect their current travel habits and get receptive for changes

• To receive suggestions for improvement of the current public transportation network and infrastructure

• Dialog between City of Göteborg and responding employee:• Open questions are asked and analysed• Questions of employees are answered directly to them• Information kids are being send directly to the interested employees, or after

filtering the answers


WTP programme: Employers’ follow up• Focus only on the interested employers and energy is not wasted on

the ones that show very little interest in WTP measures• Independent of the size of an employer, full focus is given to the ones

that asked for more information and/or show commitment• Follow up when there is a reason, e.g. when there is a new service

available, via newsletter and/or telephone• No standardisation• No results available


WTP programme: employees directly approached with measures when they indicated interest in the survey• Information kids about biking, car-sharing, bicycle, eco-driving etc.• Free city public transportation card for 2 weeks

• Until now approximately 2000-3000 cards have been provided• 20% continue afterwards to travel by public transport

• Bike leasing regulation • Free leasing (only added to the gross salary) when using the bike for

minimal 9 months per year• Free on-site repair services

• Car-sharing• Self-service bicycle hire system,provided by the City of Göteborg

Workplace Travel Planning, Best European Practices...helmikuuta 2011 Ralph de Jong, Motiva Oy Track...

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