Contact: Andy Wren, ext 7500 email: [email protected]

1. Summary

1.1 This report seeks approval of the County Council's Corporate Travel Strategy for the period to 2011, which will replace the Green Travel Plan for Winchester-based staff, produced in 1999. This new strategy has been prepared on behalf of the Corporate Sustainable Development Steering Group and provides a corporate approach to addressing the impact of staff commuting and workplace travel.

1.2 A summary of first year priority actions is shown in the attached appendix, and a copy of the Corporate Travel Strategy is also attached.

2. Recommendations

2.1 That the County Council's Corporate Travel Strategy be adopted.

2.2 That a travel coordinator be appointed, with a small programme budget, funded initially from departmental travel budgets with a review after two years.

3. Background

3.1 In 1999 the County Council carried out a travel survey of staff based in Winchester to establish travel patterns. This resulted in the development of a `Green Travel Plan' for Winchester-based staff later that year. This had the primary aim of reducing the overall proportion of staff travelling to work alone in their cars by 10% by June 2002. Current promotion tools, implemented following the Green Travel Plan, include a car sharing website, public transport season ticket discounts, interest free loans for season tickets and cycle purchase, and shower and locker facilities for cyclists. Although the plan did not achieve the 10% target it did achieve reductions of 4%.

3.2 It was decided that the Green Travel Plan should be reviewed due to its age, its focus on Winchester, the need to comply with current best practice and because the County Council needs to lead by example in Hampshire. Staff travel surveys undertaken in 2002 and 2005 have fed into this review and the Green Travel Plan will now be superseded by the Corporate Travel Strategy.

4. Introduction

4.1 There are a number of areas which the Corporate Travel Strategy will address. The Strategy will:

(i) improve alternative methods of travel in order to reduce the reliance on private cars;

(ii) promote flexible and mobile working to reduce the need to travel;

(iii) raise the profile of existing and new travel initiatives and ensure staff are fully informed of travel choices; and

(iv) assist the County Council in continuing to provide first class services whilst minimising the impact of travel on the local and global environment.

4.2 The diverse needs of the different sites and services provided will be considered when implementing any initiative. This will be achieved through the use of tailored travel plans, which will incorporate the aims of the Corporate Travel Strategy and the Strategic Property Review (2006-09). Even the most basic travel plans can achieve 3-5% reductions in the numbers of employees travelling alone in a car to work. More ambitious plans can achieve reductions of 15-30%, or even more. These reductions have many significant benefits, including reduced congestion, less parking pressure, improved accessibility and increased travel choice. Given the significant changes to accommodation that are being considered, and the significant emphasis on flexible working, there will be a number of opportunities to achieve change over the next five years.

4.3 There is a wide range of measures that can be used to start to reduce car use. However, in order to make alternative travel options as attractive as single-occupancy car use it is necessary to offer staff a genuine reason to change. The most successful travel plans tend to have two key factors: financial incentives or disincentives, and parking restraint.

5. The Corporate Travel Strategy

5.1 The strategy document:

(i) explains why a strategy is needed and what it involves;

(ii) analyses results from the staff travel surveys and produces aims and targets;

(iii) provides a framework for monitoring and coordination of the strategy; and

(iv) suggests a list of recommended actions.

A summary of first year priority actions is shown in the attached appendix.

6. Strategic Aims and Targets

6.1 The strategic aims set out in the Corporate Travel Strategy are to:

(i) reduce the need to travel by car;

(ii) increase the use of public transport for journeys to and from work;

(iii) provide facilities that will encourage the levels of cycling to continue to increase;

(iv) encourage more staff to walk to work;

(v) increase flexible and mobile working;

(vi) increase the use of alternative modes of transport to the car for business journeys; and

(vii) improve management of business travel across the organisation.

6.2 The following table provides an overview of the targets to 2011 set by the Corporate Travel Strategy.

7. Costs and Benefits

7.1 A first year action plan is attached which will then be phased to align with the accommodation strategy. The aim of the coordinator should be to ensure the savings generated from greater travel efficiency at least cover their costs. This will be reviewed at the end of the two year period. As a principle, the organisation should seek cost recovery or greater efficiency on all the actions implemented.

7.2 Success in reaching the targets could achieve an estimated reduction in carbon dioxide emissions of 300 tonnes per annum. It will also make an input into raising the County Council's performance under the Aalborg commitments.

7.3 In order to ensure the success of the Corporate Travel Strategy it will be necessary to:

(i) maintain management commitment and ensure adequate resources are available to implement the Strategy;

(ii) assess working practices and implement changes that both support sustainable travel and meet travel needs;

(iii) develop supportive partnerships between County Council departments;

(iv) maintain strong partnerships with public transport operators;

(v) assess individual sites in order to effectively tailor travel plans;

(vi) use a combination of measures to reduce reliance on car use, and support sustainable transport methods;

(vii) gain staff ownership and commitment for the Strategy and tailored travel plans;

(viii) develop a comprehensive marketing plan to research key groups of staff in order that messages can be effectively targeted;

(ix) use imaginative publicity and promotion of travel initiatives; and

(x) implement a programme of surveys and research to assess the impact of individual strategies.

8. Parking Restraint

8.1 Parking restraint can involve parking restrictions, parking charges, or a combination of the two. The revenue from parking charges can provide useful revenue for alternative travel options. Financial incentives can include paying staff not to drive to work, to give up a parking space, or providing discounts on public transport fares. These incentives can have an impact alone, but are most successful when combined with parking restraint. Even more effective is the combination of parking restraint, financial incentives and a high number of measures to support sustainable travel.

8.2 Issues that need to be considered in progressing parking restraint and/or parking charges are:

(i) actions taken to date and resulting impacts, the current level of restraint, other parking opportunities and displaced parking effects;

(ii) choice and availability of other options, including public transport, more accessible and flexible pool cars, use of flexible working and video conferencing;

(iii) timing - the completion of Ashburton Court refurbishment, the outcome of the Strategic Property Review and the delivery of a South Winchester Park-and-Ride site are significant change points;

(iv) area of coverage; and

(v) impact on:

(a) equalities;

(b) the environment;

(c) staff recruitment and retention;

(d) operational effectiveness.

9. Funding

9.1 In the short-term, funding of around £60,000 per annum will be required to implement some of the measures identified in the Strategy and to recruit a coordinator. It is proposed that this should be funded by the Departments contributing a proportion of their travel budgets, thus incentivising improved efficiency as well as providing practical support. This would not cover any capital works, for example, to provide cycle facilities, which would need to be accommodated within mainstream programmes as part of the Strategic Property Review. Some of the recommended measures will have a small impact on staff resources, procedures and systems; notably Property, Business and Regulatory Services and in the County Treasurer's Department where staff will be involved in some additional administration and accounting.

10. Impact Assessments

10.1 Consultation with County Council departments and the Joint Consultative Group has been very positive, with in principle support for most of the recommendations in the strategy, which is not anticipated to discriminate amongst staff on the grounds of race, age, gender or sexual orientation. However, this will be kept under review as detailed proposals are developed.

11. Conclusion

11.1 As a transport authority the County Council has a responsibility to encourage all major employers to adopt travel plans. It is helpful if the Council sets an example to other organisations and leads the way for Hampshire.

11.2 The Strategy will aim to be cost-neutral or generate income which could be used to invest in actions. Success in reaching the targets could achieve a reduction in carbon dioxide emissions and will also make an input into raising the County Council's performance under the Aalborg commitments. Benefits can be gained for staff and the local community through better quality of life and greater travel choice.

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APPENDIX

First Year Priority Tasks for Corporate Travel Strategy Coordinator

Undertake surveys of sites and staff travel behaviour, and develop targeted marketing/communications campaign to support the Corporate Travel Strategy and Travel Plan. Develop monitoring system for travel claims to reduce the need for additional surveys and provide detailed information.

Increase awareness and take up of the existing Liftshare scheme and employee transport loans. Extend availability and increase use of public transport discounts.

Review parking policy and develop equitable and business based parking policy.

Reassess allocation of travel budgets to discourage use of personal cars/hire cars, and encourage use of pool cars and sustainable transport. Support improved booking system for pool cars and encourage use with managerial support. Develop car club for use of pool cars out of hours.

Provide site-specific and personalised journey planning.

Improve cycling benefits and increase levels of cycling by introducing a Cycle to Work scheme and increasing cycle facilities (lockers, stands, showers) as part of the Strategic Property Review.

Pilot within one department the car sharing bonus for journeys at work.