A workplace travel planning guide

Department of Transport Department of Environment and Conservation TravelSmart to work A workplace travel planning guide TRAVEL SMART at counts

TravelSmart to work: a workplace travel planning guide Published in January 2012 by the Department of Environment and Conservation and the Department of Transport, Perth, Western Australia. TravelSmart Workplace is an initiative of the Government of Western Australia. The program is jointly delivered by the Department of Transport and the Department of Environment and Conservation. Website: www.transport.wa.gov.au/travelsmart Cover photograph courtesy of the City of Perth.

Contents Section Description Page number Using this guide 2 1 Introduction 3 2 Workplace travel plan process 6 Step 1 Build support and scoping the plan 7 Step 2 Gather data 10 Step 3 Consult stakeholders 13 Step 4 Prepare and review plan 15 Step 5 Approve and promote the plan 18 Step 6 Implement, monitor and sustain 19 3 References 21

Using this guide Welcome to TravelSmart s workplace travel planning guide. We hope you find this guide practical and easy to follow. The guide will help your organisation to follow the 6 steps for developing and implementing a workplace travel plan. This workplace travel planning guide: Clearly guides you through the six steps involved in developing a travel plan. Includes reference to practical tools such as survey forms and templates designed to assist at each step. Will inspire and motivate workplaces to think creatively about how they can address transport challenges within their organisation. Your organisation s Travel Plan Coordinator (the person responsible for developing the plan) and members of a TravelSmart team or committee can use the guide and its associated resources, with support as required from the TravelSmart Workplace team. For more information contact TravelSmart Workplace on: Department of Environment and Conservation Phone: 6467 5125 Email: travelsmart@dec.wa.gov.au Department of Transport Phone: 6551 6144 Email: travelsmart@transport.wa.gov.au Website: www.transport.wa.gov.au/travelsmart 2

1. Introduction What is TravelSmart? TravelSmart is about helping people use their cars less and choose alternatives such as walking, cycling, public transport, carpooling and telecommunications (e.g. working from home). TravelSmart is about empowering people to make decisions that can benefit their environment and their health and offer financial benefits. TravelSmart supports local communities, local governments, schools, and workplaces to enable and encourage sustainable travel choices. By working with individuals and in partnership with organisations, TravelSmart brings about changes in travel behaviour, which contributes to communities that are more accessible, active and enjoyable places to live. Why be TravelSmart? Perth has one of the highest rates of car use in the world. Eight out of ten people in Perth travel to work by car; most of them drive alone. On a typical day work-related car trips cover 13 million kilometres. 1 Car use is a concern for individuals and organisations in Perth because: Traffic congestion in Perth costs over $0.9 billion a year (including time costs and extra vehicle operating costs) and this could rise to $2.1 billion by 2020. 2 Motor vehicle emissions contribute to climate change and air pollution accounting for 14 per cent of WA s carbon emissions and are the major source of pollutants causing photochemical smog in Perth. 3 Almost our entire vehicle fleet relies on oil, making our economy and communities vulnerable to changes in oil supply and price. 4 As more trips are made by car, fewer are made (in part or entirely) by walking or cycling 28 per cent were of WA adults are insufficiently active and 12 per cent are inactive. 5 Owning and running cars is a significant cost in household budgets, taking up 17 per cent of household income in WA. 6 Fact The TravelSmart initiative was developed by the Government of Western Australia in the mid 1990s. Its success has led to TravelSmart programs being adopted across Australia and around the world. A lot of people making small changes can make an enormous difference. It is time for us to do things smarter. There is no doubt that Perth is facing transport challenges, and increasingly these challenges will be experienced by organisations and individuals alike. 1 Perth and Regional Travel Survey 2002-2006 2 Bureau of Transport and Regional Economics 2007 Estimating urban traffic and congestion cost trends for Australian cities Working Paper 71 3 Department of Climate Change and Energy Efficiency 2011 Australia s National Greenhouse Gas Accounts: State and Territory Greenhouse Gas Inventory 2009; Environmental Protection Authority 2007 State of the Environment Report 2007 4 The International Energy Agency (World Energy Outlook 2011) says that crude oil production from existing fields is declining and meeting growing transport energy demand will depend on higher cost sources, confirming the end of cheap oil. 5 Rosenberg et al 2010 Physical Activity levels of WA Adults 2009 Physical Activity Taskforce 6 Australian Bureau of Statistics 2011 Household expenditure survey 2009-10 (ABS Cat. No. 6350.0). 3

The plan has benefited staff by allowing those who have always driven to try new transport methods and has inspired those who have previously walked, cycled or caught public transport to do so more often. Employees are encouraged to take a TravelSmart Pledge to not drive on at least one day per week. An evaluation survey conducted after the first year showed a 9 per cent reduction in car alone commuting trips. Gilly Street, City of Cockburn TravelSmart Officer City of Cockburn Mayor, Logan Howlett and Gilly Street, TravelSmart Officer with City of Cockburn TravelSmart Guides TravelSmart to Work The TravelSmart Workplace program is helping organisations including businesses, government agencies, local councils, hospitals and universities to promote healthier, safer and more sustainable travel choices. The program is a joint initiative between the Department of Environment and Conservation and the Department of Transport. By participating in the program, organisations access advice, tools and a process to develop and implement a workplace travel plan tailored to their needs. Research since the mid 1990 s continues to demonstrate that good workplace travel plans deliver positive outcomes for organisations, employees and communities. Your workplace can be part of the transport solution through TravelSmart Workplace. Benefits of TravelSmart Workplace Promoting sustainable transport in your workplace has many benefits for organisations, employees and the community. A travel plan is a package of measures the employer or site manager implements to reduce car trips and improve travel alternatives for employees and visitors. A travel plan is an ongoing and dynamic business management tool that provides a set of actions and an effective process to bring about changes that influence travel behaviour and generate value for your organisation. A travel plan may be known as a green transport plan, sustainable transport plan or similar. REDUCE fleet and parking costs FREE up car parking spaces for your customers and visitors BENEFITS OF PROMOTING ACTIVE, SUSTAINABLE TRANSPORT ASSIST staff access, recruitment and retention REDUCE environmental and social impact BOOST employee health and productivity Some or all of the following forms of travel and transport may be considered in your travel plan: Journeys by staff to and from work Business travel Travel by clients/visitors Deliveries and contractors Fleet vehicles. 4

1. Introduction Keys to travel plan success While every travel plan will be tailored to suit the needs of the individual organisation, it is evident from local and international experience that there are several key ingredients to travel plan success. Successful workplace QE11 Medical Centre in Nedlands has funded better public transport, provides carpool parking and limits staff parking permits. Solo car commuting by staff has so far been reduced from 85 to 70 per cent. Key Detail Dedicated co-ordinator Management support Baseline data Actions that will work Parking restraint Monitoring of progress Good communication Integration A named person, with a clear understanding of the scope and purpose of developing a travel plan and the authority and skills to engage others in implementing it. This is essential for defining the purpose of the travel plan and understanding what the organisation wants the plan to achieve. It should include paid staff time to implement actions, allocation of funds, management of participation in travel plan communications and events and inclusion of sustainable travel in business policy and values. The problem is understood and defined based upon survey of employees and audit of site barriers and opportunities for change. Achievable targets and a package of actions (incentives and disincentives) that are based on analysis and understanding of barriers and benefits and also the strategies and actions for change have been shown to work elsewhere. By limiting the amount of car parking and/or charging for staff parking permits as well as improving the alternatives, organisations can achieve significant success. Monitoring is important for decision making and accountability. Use monitoring findings to adjust the travel plan and make improvements. Employee engagement is essential, the travel plan needs to be seen as fair, responsive to concerns and open, honest information needs to be provided. The benefits to individuals need to be clearly outlined. Integrate the travel plan with corporate policy and business objectives. This moves the focus of the plan from reactive (changing because of need/demand/planning conditions or agreements) to proactive, which encourages further change and improvement, keeping the organisation ahead of the curve and increasing creativity and innovative behavior in improving sustainability. 7 7 Roby, H, 2010. Workplace travel plans: past, present and future. Journal of Transport Geography,18, 23-30 5

2. Workplace travel plan process A workplace travel plan document is not the end point in the travel plan process. The travel planning process is a cycle of continuous improvement with ongoing implementation and monitoring. Every time I see an adult on a bicycle, I no longer despair for the future of the human race. H.G. Wells The travel plan process detailed here is applicable to a full range of workplace contexts, motivators and resources. It is based on local knowledge and experience tried and tested in over forty organisations in Perth. Steps 1 to 5 guide you in developing a travel plan Step 6 about putting the plan into action and sustaining momentum. The whole process is shown as circular because the travel plan will keep evolving over time. Success lies in following the travel plan process 8 STEP 1 Build support and scoping travel plan STEP 2 Gather data STEP 6 Implement, monitor and sustain WORKPLACE TRAVEL PLANNING PROCESS STEP 3 Consult stakeholders STEP 5 Approve and promote the plan STEP 4 Prepare/review plan Timeline The amount of time it takes your organisation to complete a travel plan will vary depending upon the size of the organisation and amount of resources that can be committed. However, it is a good idea to complete it within six months to keep momentum going and capitalise on enthusiasm of staff. Producing a few visible, short term wins is a good idea as it demonstrates success and builds support for change amongst employees. Mock timeline The steps can overlap, for example you can put background information into the travel plan template (Step 4) while you are undertaking the surveys and consultation (Steps 2 and 3). 1 MONTH 2 3 MONTHS 4 MONTHS 5 6 MONTHS Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 8 NSW Premier s Council for Active Living, 2010 6

Step 1 Build support and scope travel plan Objectives Understand how the plan can help meet organisational goals Confirm management commitment Appoint a travel plan coordinator Establish a team or utilise existing committee to assist with developing and implementing the travel plan Confirm the objectives and scope of the travel plan Task 1 Recruit a management champion In seeking to secure commitment from senior management it is a good idea to find a management champion. Ideally this would be a person in a position of leadership within your organisation who supports the concept of a travel plan and is willing to champion this with other senior managers. Task 2 Assess suitability for your organisation Seek advice from senior management (possibly your champion) on whether the introduction of a travel plan is suitable for your organisation at this particular time. Your organisation probably has a range of policies that influence employees travel choices. It is important to assess at the outset which policies already encourage sustainable travel and, conversely, which ones may undermine your travel plan. Task 3 Senior management commitment Support from senior management will ensure that progress will be made. Their support will be needed to: secure staff time and also demonstrate to staff they are leading by example secure budget allocations take high level decisions, for example, to introduce changes in policy drive the change in the organisational culture in relation to transport and travel. Identify the process by which senior management approval to develop a plan will be obtained, such as by presentation of a report to a regular executive meeting, or by direct CEO approval. Prepare a document/presentation proposing the development of a travel plan that either you or the management champion can present to all senior managers for approval. You should include the following in this document/presentation: List the benefits Highlight the value a travel plan can deliver for your organisation (at least in broad terms) Potential savings To the extent that is possible these could include reductions in car fleet kilometres, air travel and also car parking rental costs and maintenance. In addition potential sources of income, from car parking fees and also detail any expenditure staff time and direct costs (incentives, facilities improvements). The savings, income and expenditure maybe one-offs and others ongoing annually. Scope of the plan Include the proposed scope to be refined later on in task 6 and timeline and tasks. It would be wise to flag any significant corporate policies that may need review (arising from Task 2). Task 4 Announce commitment to develop a plan Once management has committed, announce that the organisation is to promote sustainable travel through a workplace travel plan. Employees have been notified of commitment to develop a travel plan Employees may feel threatened or dismissive of a travel plan. It is therefore very important to get employees involved with the plan from the beginning (e.g. invite suggestions, include staff representatives on the TravelSmart team) and ensure their ownership, support and enthusiasm. This will increase the likelihood of achieving changes to staff travel behavior and their continuing support for the plan. Ways to announce the travel plan commitment could include an article on the intranet, raise it at staff meetings, put up posters, include in staff newsletters or even hold a morning tea. Try a combination of these communication tools. 7

Step 1 Build support and scope travel plan Task 5 Assign a workplace coordinator, form a TravelSmart team and identify partnerships The workplace travel plan coordinator should have a good understanding of how the organisation works, be able to communicate effectively with management and employees and be capable of devising and managing implementation of a change initiative. An interest in and awareness of transport issues and options is also needed. Form a TravelSmart Team to develop and implement the plan use an existing committee or set up a new one. Ensure the management champion is a member. Ideally a team would consist of 5-10 people from relevant sections depending upon the focus of the travel plan. The team could meet monthly to oversee work on the plan. Keep things on track with a plan for the plan (the travel planning schedule). Teamwork City of Belmont has an active TravelSmart team of around 6 people from varying fields of expertise that contributed to travel plan actions. The OSH team member helped with emails around cycling safely and organising rides. IT team member helped with internal staff travel surveys and provided results. In the first year the team met 6 times and helped to embed TravelSmart messages across the different work areas at the City. Who to include in the TravelSmart team? Sections Building management Fleet management Human resources Communications Corporate health IT Groups Unions Environment Working group/ Green team Bicycle user group TravelSmart not only helps reduce our carbon footprint but also helps in keeping the staff active. It brings about camaraderie in the workplace and brings positive action towards a sustainable means of transport. The role of TravelSmart team at Department of Housing is very important in order to continue to implement the Green Transport Plan and put it into action by way of promotional activities following the TravelSmart activity calendar. Emmie Maunder, Sustainability Officer, Department of Housing 8 TravelSmart Committee, Department of Housing

Step 1 Build support and scope travel plan Task 6 Define the scope of the travel plan and some initial objectives It is important to scope your plan so you are clear on its purpose (what your organisation wants to achieve through the plan) and focus (the places and people it will target). This will have been informed through initial meetings with management. You will refine the focus of the plan after conducting the audit, survey and consulting stakeholders. This will assist you in identifying what behaviours you will target. Confirmed travel plan schedule You should also have a timeline for completing your plan, covering the key steps (travel plan schedule). Purpose of the travel plan (examples) Improve access/address parking problems (e.g. free up car bays for clients) Reduce organisation s carbon footprint Promote employee health and wellbeing Engage whole organisation in corporate sustainability initiative Show leadership in community/industry sector. Factors to consider when scoping plan Specific transport issues and needs in your work environment Resources and time available to take action Level of interest from staff and management. Focus of the travel plan (some or all of these areas) Travel to and from work (commuting) Travel within the working day (e.g. meetings, intra-office travel, personal trips) Client/visitor travel Vehicle fleet Travel policies (e.g. car perks, parking, compressed working weeks or working from home). TravelSmart Workplace provides: advice on and review of draft proposal to management TravelSmart can meet with senior management about the benefits of a travel plan, if needed example introductory presentation for managers worksheet travel plan schedule worksheet building support and scoping your plan Travel plan coordinator appointed TravelSmart team formed or existing committee tasked to oversee travel plan process Confirmed travel plan schedule Employees have been notified that organisation is commencing a travel plan 9

Step 2 Gather data Objectives Gather, collate and analyse information about current travel behaviour Identify barriers and opportunities for sustainable travel to/from the workplace Compile a summary report of data gathered and present to TravelSmart team group and all employees Gathering data is a fundamental step in developing your travel plan. It allows your workplace to understand current travel patterns and issues and also provides a good baseline for measuring the effects of the plan. Task 1 Access audit for your workplace Workplace location, transport facilities, services nearby and work practices will affect people s options and choices for travelling to work. Understanding these factors is important in developing your workplace travel plan. A workplace access audit is a stock take of facilities and services in and near a workplace. Corporate policies are also considered. The audit should identify opportunities and barriers to people using travel alternatives for trips to/from a workplace. The TravelSmart Workplace program provides an audit tool and fact sheet to assist you to audit workplace accessibility. The form involves answering a series of questions this includes looking at facilities at and Complete workplace access audit form and submit to TravelSmart Workplace near your workplace, talking to your Building Manager, Fleet Manager and researching online. Top tip Explore the barriers to the sustainable behaviours you want to promote. This will help you find ways to overcome them. The access audit will help identify barriers related to workplace facilities, corporate policy and the surrounding transport network. Read through the information you have recorded. What stands out as an opportunity that you can build on through the travel plan? This could include a frequent bus service nearby or close proximity to a key cycling route. What stands out as a barrier that needs attention in the plan? For example, all employees are provided with a car parking permit or there are few showers at the workplace. Record key opportunities and barriers on the worksheet: workplace access, as these will help you with your action planning. Task 2 Survey people to find out how they travel to the workplace Travel surveys are a good way to find out about trips to and from your workplace. They can cover employees, visitors and service trips and there are a number of methods that could be used. Choose a survey method 10 Top tip If you have multiple sites you will need to complete an audit of each site. Workplace facilities and local transport services and infrastructure will vary with location but corporate policies may be the same. The employee survey can be done via: online survey (utilise the FREE TravelSmart Workplace travel survey tool) printed questionnaire (for employees without ready internet access) interviewing people (at their desk, on the job, as they arrive at the door). Workplaces that are part of the TravelSmart Workplace program can use an online survey tool and compare results with others. For most office-based organisations the easiest way to survey employees is online.

Successful workplace The City of Cockburn promoted their travel survey with posters and offered staff the chance to win shopping vouchers. They achieved a 60 per cent return rate. Top tip It is suggested you make contact with the TravelSmart Workplace team to discuss your survey as early as possible in this step so you can take advantage of their experience with similar surveys. The survey asks a standard set of questions that have been used across a range of workplaces to understand how employees travel to and from work. The questions usually include: home suburb (so trip distance can be estimated) mode choice for commute trips over a week mode choice for business trips on current day selected influences on mode choice questions that relate the sample respondents to the work population (e.g. age, gender, work section). Client/visitor survey If a lot of clients or visitors come to the workplace, then you could survey them also. You may need some actions in the plan specially tuned to them, based on data gathered via a visitor survey. Complete a workplace travel survey (using TravelSmart Workplace online survey tool or agreed alternative) Seek information on your target population if it is available. For example, Human Resources should have an age and gender profile of employees at a workplace and may have a count of employees by suburb. This will be useful to check how the sample you obtain relates to the population. Test the survey Test the survey tool and wording of the questions with a few people at the workplace. If an online survey is to be used, ensure it is compatible with the internet browser and security settings in your organisation. Check that people can understand the questions and respond appropriately. Obtain any required approvals to run the survey. Promote and undertake the survey A good response to the survey is important to obtain useful data about travel behaviour. If your target population is large enough it may be possible to choose a random sample of people to survey. In most cases you will ask everyone and seek to maximise the response. Ways of maximising participation in a survey: Promotion before and during the survey period Offer incentives, such as a prize draw for gift vouchers or movie tickets (choose an incentive that would appeal to all, avoid something that could bias who responds e.g. do not offer a bicycle or fuel vouchers) Circulate an email or letter or email from senior management or the leader of your TravelSmart Team inviting people to participate. If the TravelSmart online survey tool is used, program staff will undertake basic data analysis for you and produce a report summarising survey methods, key results and implications. The survey results will help you identify transport issues and solutions for your workplace. They also provide a baseline against which changes in travel behaviour can be measured through future surveys. Analyse the survey data Top tip Use the TravelSmart Workplace online survey tool and the program team will produce a report for your organisation. Mapping out staff addresses visually can reveal concentrations of staff in particular areas (e.g. clusters with potential for carpooling or staff within cycling distance of work or along major public transport routes). This will give 11 some strong indications of actions for your travel plan.

Step 2 Gather data Task 3 Summarise findings of access audit and travel survey Review your access audit and the travel survey report. Discuss the findings with your team including potential opportunities for change and potential barriers. Use this information in developing travel plan actions. Promote the key findings to staff using an intranet or newsletter article this can help staff momentum and interest high. Present findings of the access audit and travel survey to TravelSmart team and make available to all employees. Consider activities you undertook as part of the access audit - could you use any to monitor success of the plan. For example, count of bicycles in the bike compound. TravelSmart Workplace provides fact sheet: Auditing workplace access workplace access audit tool worksheet: Workplace access assistance with survey design and use of the free TravelSmart online survey tool analysis of survey data and report summarising main findings (if TravelSmart Workplace online survey tool is used) assistance with mapping employee addresses if needed. Complete workplace access audit tool and submit to TravelSmart Workplace program Complete a workplace travel survey (utilising the TravelSmart Workplace online survey tool if possible) Present findings of the access audit and travel survey to your travel plan team and make available to all employees 12

Step 3 Consult stakeholders Objectives Consult stakeholders to gather rich information about the barriers and benefits to using active, sustainable means of travel Utilise consultation to generate and test out potential travel plan actions Build awareness of and support for the travel plan initiative The travel survey results should indicate potential for change and the travel modes people are interested in using. The access audit should highlight opportunities e.g. good public transport services that can be promoted and barriers e.g. inadequate workplace cycle facilities that need improvement. The next tasks involve stakeholder consultation to refine the perceived and actual barriers to changing travel and also the benefits to using the various different travel modes. Task 1 Engage workplace stakeholders Why Consulting your stakeholders is an important way of seeking ideas for the plan. It also has the benefits of building support for and ownership of the travel plan. This should help craft the plan to fit into your organisation s strategic framework and culture. Who Within your organisation you should aim to consult with: fleet manager asset/facilities manager health promotion/corporate Health staff environmental officer or workplace green team human resources section marketing and communications section Identify barriers and benefits to the behaviour to be encouraged and discouraged. executive (whoever has to approve the plan) employees including those who use sustainable travel modes and those who drive (you may not reach everyone so involve a cross-section or give those interested a chance to have a say) employees who are innovators (willing to pioneer change initiatives) employees who are networkers (can help spread the word). How There are many ways to engage stakeholders: focus groups with staff/students (discussion with up to 10 people to understand perceived barriers and benefits and test potential actions) stakeholder workshops (to identify and prioritise actions) interviews with key people staff suggestion boxes Organise stakeholder consultation. talk and invite comment at staff meetings or social events. You may like to use a range of approaches choose what you think will work best for your organisation. Top tip The TravelSmart Workplace program can offer support for stakeholder consultation such as funding for a workshop facilitator or running a workshop or focus group for you. 13

Step 3 Consult stakeholders Task 2 Identify barriers and benefits to active, sustainable travel After you have completed stakeholder consultation you should have good information on the barriers and benefits of the travel behaviours you are trying to encourage and discourage. In your selection of actions, you want to consider addressing each behavior simultaneously. Behaviour TravelSmart Workplace provides Barriers Benefits TravelSmart Workplace Fact sheet: Auditing workplace Encourage access - Template: walkingworkplace access audit form - barriers cycling and opportunities analysis worksheet - assistance public transport with survey design and use of the free - TravelSmart carpoolingonline survey tool - analysis tele-communications of survey data and report summarising main findings (if TravelSmart Workplace online survey tool is used) Discourage mapping assistance can be provided to map employee addresses. - car solo commute trips - car solo business trips Source: McKenzie-Mohr, 2011 Fostering Sustainable Behavior TravelSmart Workplace provides expert advice on stakeholder consultation and identifying barriers and benefits potential for facilitation for stakeholder focus group and/or workshop worksheet Barriers and Opportunities analysis. Organise stakeholder consultation at the organisation Identify barriers and benefits of the behaviours to be encouraged and discouraged and complete Worksheet: Barriers and opportunities analysis 14

Step 4 Prepare and review plan Objectives Define the purpose and objectives of the plan Select actions for inclusion based on survey, audit findings, stakeholder consultation and relevant literature/experience Develop a plan that includes tools for travel behaviour change Task 1 Define purpose and objectives of the plan The purpose and focus of the plan was considered in Step 1. Revisit these, considering what has been learnt from the access audit, travel survey and stakeholder consultation. The purpose is the reason why your organisation is completing a travel plan and what you hope to achieve from completing it. The objectives are the specific and measurable statements that your organisation will use in order to see whether you are achieving the overall purpose. Examples Purpose our organisation is completing a travel plan to reduce our carbon footprint through measures that address business and commuter travel. Objectives to reduce employee solo car commuting from 87 per cent to 75 per cent in two years and increase the proportion of trips to/from the site that employees and clients/visitors make using travel alternatives (carpooling, public transport, cycling or walking). Task 2 Refine strategies and actions for change The choice of actions is critical. The package of actions in your travel plan should be: feasible can be implemented within the culture of your organisation and the staff and financial resources available effective make a real difference to the actual and perceived barriers affecting travel behaviour of your employees responsive to the issues raised by stakeholders supported by management. Also consider what has worked elsewhere many actions have been tried in other workplaces, you can learn from their experience. The TravelSmart Workplace Program Team can help you here. Top tip Use the Factsheet Travel plan strategies and actions Some of the keys to success are close proximity to good public transport routes, proximity to decent cycling infrastructure and good end of trip facilities. Limiting [car] parking spaces and/or having parking fees are also necessary to create change. Joanne Burgess, TravelSmart Officer, City of Stirling Joanne Burgess, TravelSmart Officer with City of Stirling cycling group 15

Step 4 Prepare and review plan Tools for travel behaviour change Consider utilising these tools in your organisations action plan to enable change: Commitment ask employees to sign up to small requests to change how they travel e.g. cycle or use public transport for a few commutes in the next two weeks. Making these commitments written rather than verbal is more effective and even better if these commitments are made public. Combine commitment with other techniques discussed below. Social norms what people observe others doing shapes what they do. Social norms can be used to encourage people to engage in positive behaviours, for travel this is walking, cycling, and using public transport or carpooling. It is important to make norms noticeable. For example, put a poster in your office foyer indicating the percentage of employees that walk, cycle, use public transport or carpool to work or having senior managers use web conferencing for business meetings. Social diffusion once a minority of people have adopted a new sustainable behavior personal conversations play a pivotal role in the behavior being adopted more broadly. When trying to use social diffusion the behaviors need to be visible and can be combined with commitment from the early adopters to speak to others about the behavior. Prompts a prompt is a visual or auditory aid to remind us to engage in the activity we may otherwise forget. Prompts need to target a specific behavior and be close to where that behavior occurs. Communication harnessing the language of persuasion will assist in changing behaviors. Make communications vivid, concrete and personalised. This ensures the message is appealing and recalled at a later date. Tailor the message to your workplace. Provide feedback on how the travel plan is influencing travel behavior. Incentives are particularly important when motivation to move to the particular behavior is low. Ensure the incentive is large enough to be taken seriously, visible within the organisation and rewards people for adopting the sustainable behavior. Incentives could include recognition, a financial reward or a free workplace morning tea. Be careful to choose incentives that build support for the preferred behavior and don t lead to people reverting back to driving when removed. Convenience making the activity you wish to discourage more expensive and less convenient can increase the motivation for the behavior you wish to encourage. Make it easier to adopt and maintain the behavior you are promoting, e.g. good facilities for people who cycle to work. McKenzie-Mohr, 2011 Fostering Sustainable Behavior 16

Step 4 Prepare and review plan Task 3 Complete the draft travel plan The workplace travel plan is a strategy for change. The written document has a number of functions: to secure management approval for the package of actions proposed to guide implementation to enable evaluation to promote the initiative to stakeholders. TravelSmart Workplace provides a travel plan template to make it easier for you to develop your plan. The TravelSmart Workplace program staff will also provide a quality appraisal of the travel plan. TravelSmart Workplace provides factsheet Travel plan strategies and actions. help with planning meeting to refine strategies and action plan. travel plan template. expert advice and quality appraisal of draft travel plans. example travel plans from organisations that have participated in the program. A travel plan is an ongoing strategy, not a one-off fix. Complete draft travel plan and submit to TravelSmart Workplace for comment. Complete draft travel plan Submit draft plan to TravelSmart Workplace program for comment 17

Step 5 Approve and promote the plan Objectives Finalise the travel plan and have it approved as per organisation protocol Promote the travel plan to the entire organisation Task 1 Secure management approval Management support is important because it provides the mandate for putting the plan into effect. The plan should identify resources, specifically dedicated staff time and funding for implementation that management will need to approve. Seek approval using the process required by your organisation for example, submission or presentation to the executive management team or a memo to the CEO. Involve your TravelSmart Team and/or your management champion as appropriate. Task 2 Launch the travel plan Promote the plan within your organisation so employees are aware of it. Some will have taken part in the staff survey or stakeholder consultation. Make its aim clear and promote the benefits to employees, like potential to reduce travel costs including fuel, find healthier and flexible ways to get to work and making a difference on climate change. You could host a morning tea or a small breakfast for employees to launch the travel plan. For larger organisations, include an article on the intranet or in the staff newsletter summarise the purpose of and key actions in the travel plan and include a supporting quote from senior management. Get management approval for the travel plan and send a final approved copy to the TravelSmart Workplace. Launch the travel plan and notify all staff. TravelSmart Workplace provides advice on promoting your plan. recognition of your new travel plan at the annual TravelSmart Workplace launch. attendance at management meeting to seek plan approval (if appropriate). Get management approval for the travel plan Send a final approved copy to TravelSmart Workplace Launch the travel plan and notify all staff 18

Step 6 Implement, monitor and sustain Objectives Implement the actions in your travel plan Monitor, evaluate and promote the achievements of the travel plan including travel behaviour change Embed the travel plan into organisational culture At this stage, you have developed your travel plan but that is really just the beginning. Step 6 is an integral part of the travel planning process and is where you make actions happen and bring about change. Task 1 Implement the plan Your travel plan will set out a package of actions to be implemented. Use the details in the travel plan to organise and deliver these actions. Allocating responsibilities and accessing resources is critical to making the plan happen. Revise the actions as required to keep up momentum or as circumstances change at your workplace. Commitment to a long term communication effort is necessary to bring about the cultural change and behaviour shift that your travel plan aims for. Regular engagement with management and employees will help maintain awareness and support for the initiative. Ensure staff understand what is going on through regular communication via the intranet, posters, newsletters, and/or at regular staff meetings. Encourage staff to assist in the implementation of the plan. For example, employees who cycle can promote cycling to work. They could help organise events such as bicycle maintenance sessions, form teams for cycling events, or cycle to work with the less experienced members of staff to build up their confidence. Ensure the coordinator and the TravelSmart team still meet regularly to check progress and follow up with achievements on completed actions. Top tip Seek early wins so staff can see that the travel plan is active and things are happening. Keep up promotions in workplace media. Task 2 Monitor and review your plan Ideally, you want to make sustainable travel behaviour the norm in your organisation. Working with relevant sections, such as facilities and fleet management and human resources, and ongoing promotion to employees and management should help mainstream sustainable transport practices. This cultural change takes time so keep at it, but is the key to sustaining the gains your plan aims for. Top tip At the same time as documenting whether, and to what extent, an action was implemented; it would be useful to capture what was learnt from the experience. This should aid the review of the plan and consideration of future actions. Annual monitoring Your travel plan is not simply a document but a continuous process of monitoring and review, therefore it is recommended that you re-survey your employees every year to keep track of their progress towards sustainable travel behavior. It is also important to undertake follow-up workplace access audits and document how the travel plan was implemented. Refer to Step three for advice on travel surveys and access audits. Internal and external changes may occur during the rollout of your plan, and monitoring may highlight the need to update actions to ensure the plan remains relevant. Make the most of opportunities that arise, such as plans for relocation, restructure or change in senior management. 19

Task 3 Undertake a post-plan review Workplace travel plans are usually developed for a period of two or three years. At the end of this period the plan should be reviewed and a new plan developed. Lessons learned in the old plan should inform the new plan and increase its likelihood of success. Consider integrating the travel plan into your organisation s environmental or sustainability plan or corporate health plan if this will embed sustainable travel practices. Going back through the travel planning cycle will allow a stock-take of current behavior and issues and renew organisational support. Use the travel survey, access audit and stakeholder consultation to identify actions that should continue and new actions to try. Human behaviour flows from three main sources: desire, emotion, and knowledge. Plato TravelSmart Workplace provides expert advice on implementation as well as monitoring and evaluation of travel plans. free online survey tool to carry out evaluation surveys. on-going support through TravelSmart workplace networks and quarterly forums. promotional materials brochures on travel options, posters, banners. Complete a follow up survey each year after the initial survey Workplace travel plan team review the plan each year to check progress 20

3. References The TravelSmart Workplace Program Team gratefully acknowledges the information and advice contained in the following references, which was of assistance in the development of this guide. Association for Commuter Transportation of Canada and Noxon Associates Limited, 2010. Workplace Travel Plans: Guidance for Canadian employers Transport Canada, Ottawa Australian Government, Infrastructure Australia, Major Cities Unit, 2010.State of Australian Cities 2010. Infrastructure Australia, Canberra Australian Greenhouse Office, 2003 TravelSmart Employers Kit http://www.travelsmart.gov.au/employers/toolkit.html Bureau of Transport and Regional Economics, 2007 Estimating urban traffic and congestion cost trends for Australian cities, Working Paper No 71 Cairns, S. et al 2002 Making Travel Plans Work Department for Transport, London. http://www.dft.gov.uk/pgr/sustainable/travelplans/rpt/making residentialtravelplans5775?page=30 Data Analysis Australia, 2008 Perth and Regions Travel Survey: Key Findings Report Report for the Department for Planning and Infrastructure Department of Transport, Energy and Infrastructure, 2007 TravelSmart Workplace Kit A Resource Guiding Change in Workplace Travel, DTEI, Adelaide De Val, B., 2002 Viewpoint: A strong business case rather than saving the world is key to the success of a travel plan Local Transport Today, 18 July 2002, 14 Good for Business Smartmoves Issues 1 2007 article from www.dft.gov.uk http://www.dft.gov.uk/pgr/sustainable/ltp3planning/ travelguide/businesscase/ Keating, C. 2003, Facilitation Toolkit: a practical guide for working more effectively with people and groups, Department of Environmental Protection, Water and Rivers Commission and Department of Conservation and Land Management, East Perth. McKenzie-Mohr, D. 2011, Fostering Sustainable Behavior: An Introduction to Community-Based Social Marketing, New Society Publishers, Canada Roby, H, 2010. Workplace travel plans: past, present and future. Journal of Transport Geography, 18, 23-30 Rosenberg, M. et al., 2010 Physical Activity Levels of Western Australian Adults 2009 Physical Activity Taskforce Secretariat, Department of Sport and Recreation, Leederville Steer Davies Gleave and Association for Commuter Transport, 2002 A Travel Plan Resource Pack for Employers Energy Technology Support Unit, Harwell http://www.dft.gov. uk/pgr/sustainable/travelplans/work/ Taylor, I. 2008 The Essential Guide to Travel Planning Department for Transport, London www.dft.gov.uk/pgr/ sustainable/travelplans/work/essentialguide.pdf Transport for London, 2006 Developing and Implementing Travel Plans: A good practice guide for NHS in London, Transport for London, London 21

TravelSmart Workplace Please direct your enquiries to: TravelSmart Workplace Project Officer Community Education Branch Department of Environment and Conservation Locked Bag 104 Bentley Delivery Centre WA 6983 Tel: (08) 6467 5125 Fax: (08) 6467 5532 Email: travelsmart@dec.wa.gov.au TravelSmart Workplace Project Officer Sustainable and Active Transport Department of Transport PO Box C102 PERTH WA 6839 Tel: 08) 6551 6144 Fax: (08) 6551 6948 Email: travelsmart@transport.wa.gov.au For more information, visit www.transport.wa.gov.autravelsmart