CORPORATE TRAVEL PLAN. Key Messages

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1 CORPORATE TRAVEL PLAN Key Messages Version 1.0 December 2010 Not protectively marked

2 The aims and benefits of the corporate travel plan Our travel plan is a strategic management tool aimed at better managing travel options to and from our sites. The benefits the corporate travel plan will bring to our organisation, employees, visitors and environment are set out below. By encouraging and supporting alternatives to the car for travelling to and from the workplace our corporate travel plan makes it easier for people to get to their workplace, which in turn increases our potential labour market. By reducing the number of staff requiring a car parking space our corporate travel plan will help reduce spending on car parking permits, car parking administration and maintenance of Council owned and leased staff car parks reducing the overall requirement. By reducing the need to make business journeys and by improving the efficiency of the fleet our corporate travel plan will cut business and fleet transport costs. Reducing time spent driving on business will also improve productivity. Our corporate travel plan can improve employee health and reduce stress associated with driving to work every day. A healthier workforce is more productive and motivated. By adopting our corporate travel plan we demonstrate commitment to tackling climate change and reducing our carbon footprint by setting out a process for managing transport and travel, ensuring a long term commitment to encouraging behavioural change and reducing the need to travel. As a Planning and Highway Authority we require developers to submit travel plans to manage traffic generated by new developments. By adopting our corporate travel plan we demonstrate a commitment to lead by example. Travel plan objectives The following objectives have been identified for our travel plan: To create an environment where staff and visitors can make informed travel choices about how they travel to and from council offices To reduce the need for staff to travel to, from and during work To enable greater use to be made of sustainable and healthy travel options to and from work and on council business To have a positive impact on the council s carbon emission levels To encourage value for money and efficient asset management To ensure an approach that is equitable to all staff To manage our on-site car parking provision and permit allocation in supporting the above. CORPORATE TRAVEL PLAN Page 2 of 10

3 Our approach to developing the corporate travel plan In developing our corporate travel plan we followed best practice recommendations 1 to produce a travel plan that: Builds partnerships with key local stakeholders such as transport operators and other employers, and internal stakeholders. Identifies site opportunities and barriers by undertaking site audits that make the most of easy wins and address missing links while tailoring measures to the location and its staff. Encourages progressive change including strategies to support sustained use of alternative means of travel. Gains staff ownership for the plan. We have undertaken appropriate consultation and will make sure our corporate travel plan is taken forward in a fair and transparent way. Raises the profile of travel initiatives by including imaginative promotional and publicity campaigns. Reaches key groups of staff by segmenting the market for alternative travel and providing the right messages at the right time to those most likely to respond. Changes aspects of the organisation s culture by gaining management commitment, creating a multi-disciplinary steering group, and ensuring working arrangements dovetail with travel needs. Focuses on results and continually assess the impact of individual strategies in reducing car use and supporting sustained use of alternative modes of travel. As part of the development of the travel plan we undertook a staff travel survey in 2008 to understand how we currently travel to and from work and our business travel. We also benchmarked our travel habits against other businesses. Generally, we are performing well compared to the Plymouth average and other city authorities in terms of our mode share for car driver and use of sustainable modes (bus, walk and cycle). However, there are opportunities for significant change particularly at some of our sites which have the benefit of greater accessibility by a range of non-car alternatives. Based on Census (2001) it is identified that we could reduce single occupancy car use by a further five to ten per cent this would remove between 130 and 260 single occupied cars from the road network per day. The staff travel survey 2008 Typical working locations The results of the survey showed that nearly 60 per cent (702) of respondents spend their full working week at their main workplace. Only two per cent (18) indicated that they spend a day or less there. 28 per cent (165) spend a day or less at a different Plymouth City Council office while a quarter never work at a different council office. Over a quarter stated that they visit a non-council site one day a week or less, although a further 30 per cent (197) never undertake visits to a non-council site. Working from home is the least common workplace, with 68 per cent (317) stating they never work from home. 1 Making travel plans work: lessons from UK case studies, Department for Transport, July 2002 CORPORATE TRAVEL PLAN Page 3 of 10

4 Main Mode of Transport to Work Figure 1. Respondents Main Mode of Travel to Work (Response base: 1,199) 4% 2% 2% 1% 0.3% Car Driver Alone 14% Get a lift with a friend or family member Car Sharer - Driver 44% Get a lift with a colleague Park & Ride Bus Walk/on foot 18% Bicycle Train 5% 0.4% Response Base: 1,199 4% 5% Other Motorbike/moped/scooter Ferry Figure 1 shows responses to: what is your main mode of transport to your workplace? Respondents were offered a set list of options. The results shown in Figure 1 highlight that car driver alone has the highest mode share. This is something we need to address. However, we re starting from a strong position. Compared to Census 2001 mode of travel data for Plymouth day time population (56 per cent), it is slightly less. The total share mode for journeys by car is around 59 per cent these include; car driver alone, car sharer driver, get a lift with friend or family member and get a lift with a colleague. This is less than the 66 per cent found in the Census 2001 dataset for Plymouth. The proportion of respondents who indicated that they used a bus (221; 18 per cent) or travelled on foot (165; 14 per cent) for journeys to work is higher than the city average of 12 per cent for both modes (Census 2001). Four per cent (45) of employees indicated that they cycled to work which is higher than the city average of two per cent. The number of respondents who indicated that they car share by getting a lift with a family member, friend or colleague is around six per cent (or 64 employees). Less than one per cent of respondents indicated that they get a lift with a colleague. Those that stated they travel to work using other modes referred to taxi, a work van, or a mix of different modes. Less than one per cent of drivers stated they always use a Council owned vehicle to travel to work and a further one per cent state they occasionally use a Council vehicle for work travel. Table 1 shows responses to: what is your main mode of transport to your workplace? by the usual work places. CORPORATE TRAVEL PLAN Page 4 of 10

5 Table 1. Main mode of travel by Usual Workplace Main mode of travel Civic Centre, Council House & Guildhall Ballard House Midland House Windsor House Other Response base Car driver alone 28% 52% 39% 72% 62% Car sharer driver 3% 3% 4% 7% 6% Get a lift with a colleague 0% 0% 0% 1% 1% Get a lift with friend or family member 7% 6% 4% 4% 3% Motorbike/moped/scooter 1% 2% 4% 1% 1% Bicycle 5% 4% 8% 0% 3% Public Transport Train 4% 0% 0% 0% 1% Public Transport Bus 30% 17% 26% 9% 8% Walk/on foot 21% 10% 12% 4% 11% Other 1% 6% 3% 2% 4% Total 100% 100% 100% 100% 100% Exploring the potential for change PCC car user attitudes The attitudes of car users show that there are small but significant subgroups who, in the right circumstances, might be encouraged to use more sustainable modes of travel. The staff survey revealed that six per cent of car users do not enjoy travelling by car. If these staff members could be persuaded to switch to a more sustainable mode of travel this could remove the equivalent of around 190 commuter journeys from the network per day. Currently 40 per cent of car users (1290) use their car less for environmental reasons. If they could be persuaded to use other modes of transport more frequently this would yield significant benefits. Although there are some negative perceptions of public transport amongst car users, a significant proportion (around 50 per cent, the equivalent of 1610 car users) have a public transport alternative available and could use it if their car was not available. 24 per cent of car users, the equivalent of 770 employees, could potentially walk or cycle to work if their car was not available to them. 21 per cent of car drivers, the equivalent of 475 employees, already use the bus for journeys to work. 14 per cent, the equivalent of 370 employee car drivers, already walk or cycle on occasions. CORPORATE TRAVEL PLAN Page 5 of 10

6 Distance travelled to work data at the four main sites confirms that significant numbers of car drivers alone (the equivalent of around 100 employees) travel to work within a walk or cycle distance of 1km to 4km. If some of the car drivers at Windsor House who currently live within 3km of their workplace (the equivalent of 30 employees) could be persuaded to walk or cycle this would contribute to a significant reduction in carbon emissions. If we could encourage more employees based out of Midland House, Civic Centre and Ballard House who live within 3km of their workplace to walk or cycle this could remove up to 60 car commuting trips from the highway network. Awareness of Travel Initiatives Colleagues were asked to confirm their awareness and use of existing sustainable travel initiatives from a defined list of options. The results are illustrated in Table 2. Table 2 Respondents Awareness and Use of Existing Initiatives Awareness Cycle Purchase Scheme Green Staff Travel Pass Plymgo Journey Planner Traveline Response base Not aware of but would like to learn more about 11% 7% 11% 9% Not aware of 33% 16% 64% 53% Aware of but not used 54% 59% 20% 25% Aware of and used 2% 18% 5% 13% Total 100% 100% 100% 100% Awareness of the travel incentives already available to staff was mixed as shown in Table 2. There is more awareness of the cycle purchase scheme (56 per cent; 647 are aware) and the Green Staff Travel Pass (77 per cent; 912 are aware), compared to PlymGo (25 per cent; 288) and Traveline (38 per cent; 438). Around one in ten respondents stated they would be interested in finding out more about each incentive. The Green Staff Travel Pass was the most well used of the options, with 18 per cent (208) using it. The action plan and associated targets Data from the staff travel survey of car users and the case study evidence discussed above suggests that a range of actions can be applied, which taken as a whole could have significant benefits. The following actions will be done to allow this potential to be realised. Actions to encourage use of public transport We aim to increase the use public transport by four per cent overall (the equivalent of an additional 177 staff travelling by this mode), with particular attention to be given to increasing bus mode share by the following; Civic Centre/Council House 34 per cent or 380 employees, Midland House 33 per cent or 74 employees and Windsor House 13 per cent or 77 CORPORATE TRAVEL PLAN Page 6 of 10

7 employees. These sites offer the most potential because a majority of staff based at these sites live beyond 5km and they are all considered to have good public transport links. Public transport improvements to be carried out on a Corporate-wide basis include: Ensuring that the Green Staff Travel Pass is actively promoted using key messages. Providing information about public transport services in Plymouth to all council employees. Information about bus and train services should be provided on the internet and regularly updated. This will involve raising awareness of the online journey planning facilities PlymGo and Traveline. Investigate alternative options and discounts for single bus journeys for business trips. Use of the train will be promoted for business journeys beyond Plymouth and the council will liaise with train operating companies regarding discounts for staff. We will consider the merits and if appropriate, we will establish a bus user group. Actions to encourage walking Our target is to increase the walking mode share to a total of 14 per cent (the equivalent of 781 staff walking to work). Analysis has shown that there are small but significant numbers of car drivers, car sharers and bus users that live within an easy walking distance, particularly located at Ballard House, Midland House and Windsor House. We will be encouraging, supporting and facilitating walking to our sites through the following measures: Actively promoting the health and fitness benefits of walking for all types of journeys and undertake specific awareness raising activities. The council will consider opportunities to improve and provide a high quality of shower, drying and storage/locker facilities within council sites. We will consider identifying walking champions who would help and encourage the awareness of walking. Action to encourage cycling We have set an ambitious mode share target of a total of four per cent of staff cycling to work (the equivalent of 220 employees cycling to work by 2015). In order to achieve this we will have to significantly improve the quality of our on site cycle facilities. The council will support and encourage cycling by; Actively promoting the health and fitness benefits of cycling for all types of journeys and undertake specific awareness raising activities. The council will take forward opportunities to improve and provide high quality of shower, drying and storage/locker facilities within council sites. Ensure that all council sites provide cycle parking in accordance with our own parking policy/standards. In the short to medium term (next 1 to 3 years) we will; o Increase the number of staff parking stands within the existing basement area and provide visitor cycle parking units outside the main entrance to the Civic Centre. CORPORATE TRAVEL PLAN Page 7 of 10

8 o Provide at least five cycle parking stands at Midland House for staff and visitors, removing a parking bay if necessary. o Liaise with the landlord of Ballard House to provide new cycle parking facilities for staff and visitors in front of the buidling or in a parking bay (but not within the basement car park we may be able to negotiate a swap of the current area for a more convenient/amenable area). A minimum of 25 new and replacement parking stands should be provided. o Clearance and maintainance of the existing cycle parking area at Windsor House. We will introduce and promote a new business cycle mileage allowance. Secure and promote discounts for staff at local cycle retailers. Promote and maintain the bicycle user group. Introduce branded pool bikes for use by staff cycling between our buildings. Demand management Our travel plan commits us to reducing car driver alone commuting trips by seven per cent a reduction of 405 single occupancy car trips. In order to achieve this we must: Put in place an effective travel plan management arrangement and associated marketing activity Put in place the right infrastructure to support sustainable travel and reducing the need to travel by effective marketing and promotion Manage travel demand in a fair and transparent way. Our proposals for encouraging more efficient car use for commuting to our sites are set out below; Review the basis on which staff car parking permits are allocated ensuring they are issued on a fair and reasonable basis, taking account of individual needs such as; o Temporary or permanent mobility impairment o Home locations and access to alternative transport o Job needs o Caring responsibilities. Adopt parking permits, in accordance with other council sites, at Windsor House so that the process is equitable for all staff. This is essential in reducing overspill parking and removing on-site health and safety concerns Review the management of all on-site parking, in accordance with our own parking standards and policy Investigate the role of a car club for pool vehicles available to staff and the general public out of hours. CORPORATE TRAVEL PLAN Page 8 of 10

9 A good travel plan looks beyond opportunities for a shift towards lower impact modes and incorporates a review of the overall operation of the organisation to identify means by which it is possible to improve efficiency and to reduce the need to travel overall, particularly by car. To reduce the need to travel both to our site and also in the course of work we will explore the future potential for home working, flexible start/finish times will continue and we will contemplate the application of a compressed working week for example a 9 day fortnight. We will; Consider our position on home-working with the long term aim to implement a homeworking policy Review and promote the role of audio-video conferencing facilities which might include developing a business case to explore the feasibility of providing facilities across several sites. Actions to encourage car sharing We have identified that the promotion of car sharing has significant potential and will continue to actively promote the Devon Car Share scheme by the following: Promoting the advantages of car sharing. Promoting the existing Car Share Devon scheme and link to National Car Share Day. Considering to provide priority car share spaces in staff car parks. Considering restructuring parking permit fees so they benefit regular car sharers. Carrying out regular consultation with car sharers. Actions to encourage motorcycling Encouraging motorcyling can benefit an organisation by reducing parking demand - motorcycles take up less space than cars - and reducing carbon emissions. We will support motorcycling by; Reviewing our policy in relation to motorcyles. Reviewing motorcyle parking at key sites and aim to provide suitable parking Ensuring suitable locker facilities are provided where practicable. Business travel management To reduce work travel by car we will ensure alternatives are encouraged through our business travel policy. We see there is potential to encourage those staff that make journeys within the city to make greater use of public transport, walk and cycle modes. We will consider the following; Reviewing business policy to either reduce the need for business journeys or to use the most sustainable travel option as a priority Reviewing the use of pool vehicles Introducing an allowance for cycling in the course of business Increasing the car sharing mileage rate for business journeys so it is a greater incentive CORPORATE TRAVEL PLAN Page 9 of 10

10 Introducing a sustainable procurement policy Developing a business case to explore the feasibility of providing electric vehicles for city wide business travel Promoting the use of bus, including Park & Ride, for city wide business trips. These actions will allow us to achieve the targets set out above and will support our carbon management plan. The mode share targets within the travel plan represent a reduction in lone travel by car of between five per cent and 15 per cent at sites over a five year period, overall this means an actual reduction of seven per cent, the equivalent of 405 less car driver alone trips. We also consider there is potential to reduce the need to travel through using technology such as tele/audio-conferencing and implementing home-working. We can also make considerable saving in reducing business mileage claims. We have set the specific target of achieving savings of at least five per cent and an increase in regular home working (a minimum of one day per week) to 15 per cent up from nine per cent. We would also like to reduce fleet fuel usage by three per cent annually. We look forward to delivering the Corporate Travel Plan with you. CORPORATE TRAVEL PLAN Page 10 of 10

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