Travel behaviour change guidance handbook

Print version: Travel behaviour change guidance handbook (PDF, 1.29 MB, 87 pages)

2.   What is “travel behaviour change”?

• 2.1   Definition
• 2.2   A typology of travel behaviour change projects
• 2.3   Exclusions
• 2.4   Travel behaviour change and “packages”

2.1   Definition

Travel behaviour change (TBhC) is the term that has been adopted in New Zealand and Australia to describe a sub-set of travel demand management measures designed to encourage voluntary changes in “personal” or “private” travel behaviour (as opposed to commercial vehicle operator behaviour) as a means of controlling the demand for travel. TBhC projects may be targeted at the travel patterns and behaviour of the community at large, or at individuals within households, workplaces or schools. Figure 2.1 illustrates the relationship between travel behaviour change and other travel demand management measures.

In the United Kingdom, TBhC measures are commonly considered as “soft measures” (where “hard measures” refer to taxes, regulations or the provision of infrastructure or transport supply), while in continental Europe, the expression used is “mobility management”.

Figure 2.1: Travel behaviour change and its fit with travel demand management

Travel demand management
Strategies	Land use	Network for all users	Travel behaviour change	Pricing/taxes
Definition	Shaping community development	Moving people and goods	Voluntary mode shift	Road pricing options User charges/taxes
Examples	District plan changes Zoning	Traffic calming High occupancy vehicle lanes PT services	Travel planning Personalised marketing Ride share	Tolls Electronic road pricing Parking supply management
Travel behaviour change techniques
			Community-based initiatives
			Household-based initiatives
			Workplace travel plans
			School travel plans

Be aware that the purpose of many “hard” measures is also to change travel behaviour, for example by: the provision of physical alternatives or rearrangements (such as infrastructure or revamped passenger transport services); regulation and enforcement; financial and economic stimulation – rewards, fines, taxes, subsidies, pricing policies – usually leaving the individual with little or no choice about how they behave.

The distinction between travel behaviour change and hard measures, in terms of how they change behaviour, is the means used to achieve any change; travel behaviour change measures tend to approach demand management by supporting and encouraging a change of attitude and behaviour and are generally non-coercive or voluntary in nature.

2.2   A typology of travel behaviour change projects

Not only does each part of the world use different terminology, but the types of projects included within their framework varies, making it difficult to know where the boundaries of a travel behaviour change measure lie. Material from the United Kingdom Department of Transport (2004), OECD (2002) and the Victorian travel demand management framework developed by Transport Research Centre and Andrew O’Brien & Associates Pty Ltd (2001) was used to formulate a classification framework for use in New Zealand. This is presented in Table 2.1.

The classification principles are quite simple: each potential travel demand management measure identified in the Victorian travel demand management document was grouped as:

• “Clearly within the concept of TBhC” (using a relatively narrow definition of such measures)
• “Often a component of a TBhC programme ‘package’ such as a travel plan” (the grey boundary area between “soft” and “hard” measures) or
• A “hard” measure, which would normally be evaluated separately and independently (using different evaluation procedures).

The TBhC definition included financial incentives where these are provided to encourage alternative mode use on a voluntary basis (e.g. subsidised public transport tickets). Note that several measures in the “clearly within” category are unlikely to ever be used in isolation – e.g. an employer is unlikely to provide a “guaranteed ride home” without also doing something to encourage alternative mode use or ride sharing.

Workplace travel plans (sometimes known as employer, business, green or commuter travel plans) and school travel plans are very much a “package” of TBhC measures, a concept that is difficult to convey in Table 2.1. “Personalised marketing” and “travel blending” projects are also commonly packages rather than single measures or tools. The elements of such a package may draw on tools from several cells in the “clearly within” column in Table 2.1, as well as from the “often a component of a TBhC programme ‘package’” column.

Note that the classification in Table 2.1 is purely to try to establish boundaries around what is a TBhC programme and what is not – there has been no consideration at this stage of implications for funding arrangements, which are the purview of Land Transport NZ.

In summary, TBhC measures, which may be evaluated using Land Transport NZ’s Interim TBhC Procedures, include:

• Workplace-based initiatives
• Substitutes for travel (e.g. teleworking)
• Community-based initiatives (e.g. travel awareness campaigns; ride share)
• Household-based initiatives (e.g. personalised marketing; “travel blending” or “living neighbourhoods”)
• School travel initiatives.

Note that workplaces include commercial business operations, government offices and agencies, community organisations, hospitals, tertiary educational institutions, and so on.

2.3   Exclusions

The Interim TBhC Procedures and the TBhC Guidance Handbook do not cover the following types of activity even though they may be included within the definition of travel behaviour change in some countries:

• Travel demand management planning for special events (such as the America’s Cup). This is considered to be the responsibility of the sponsoring organisation and local authorities.
• Mobility management centres (European model): mobility management centres are a “one stop shop” designed to promote and inform the public about environmentally-friendly and safe transport options; selling passenger transport tickets and renting cycles, etc.; and for individuals seeking advice on their travel options, such as passenger transport, car pooling, car sharing clubs. Essentially, such a centre is a means for delivering components of travel behaviour change programmes rather than a TBhC programme in itself.
• Freight management, logistics or any other possible action to change the travel behaviour of commercial vehicle operators or fleets.

2.4   Travel behaviour change and “packages”

By their very nature, many travel behaviour change projects will be “packages” of inter-related and complementary activities. In the case of community- and household-based initiatives, these are likely to be packages comprised entirely of elements drawn from the first column of Table 2.1 (such as providing information about, and incentives to try, environmentally-friendly modes, and education about “eco-friendly” driving habits). By contrast, workplace and school travel plans will more commonly be a mixture of elements from all three columns.

It is also feasible – in fact Land Transport NZ considers it desirable – to combine travel behaviour change projects with other infrastructure- or service-related activities where appropriate. For example, conducting a personalised marketing campaign in the area where most trips, using a newly constructed busway or high occupancy vehicle lane would originate, might enhance the lane’s effect on traffic. Likewise, significant improvements to passenger transport services may be complemented by a travel awareness campaign to educate and encourage people to try them out.

Land Transport NZ’s Allocation Process provides some further guidance on developing packages of inter-related and complementary activities for inclusion in the National Land Transport Programme.

Table 2.1: Classification of Travel Demand Management measures in relation to Travel Behaviour Change

Clearly within the concept of TBhC	Often a component of a TBhC programme ‘package’ such as a travel plan	Hard measures, which would normally be evaluated separately and independently
Financial inducements to potential users of alternative modes, eg: •   Discounts for walking shoes or cycling gear •   Free cycle maintenance •   Discounted public transport tickets •   Free ticket to try public transport	Preferential treatment: •   Pedestrian facilities / priority •   Cycle paths / lanes	Preferential treatment: •   Bus lanes •   HOV lanes Whether new or a re-allocation of road space
Workplace trip reduction: •   Workplace parking management / provision •   Company van pools / ride share •   Voluntary trip reduction •   Flexible work hours •   Guaranteed ride home programmes •   Workplace car sharing •   Transport management association Many of these will commonly form part of a “travel plan” rather than be used individually	•   Park and ride facilities: •   Connector service (i.e. shuttle from train station / bus stop to work place) •   Improved PT service – generally, only where required to accommodate increase in passengers due to other elements in package	Improved PT service: •   Increased PT speed •   Express service •   Better vehicles •   Greater reliability •   Improved local transport services (incl paratransit)
Substitutes for travel (may be done through workplaces or at a community level): •   Tele-working •   Tele-conferencing •   Tele-shopping / home shopping •   E-commerce	Parking management and supply: •   HOV parking preference •   Parking capacity limits •   Workplace: cashing out free parking •   Introduction of parking fees / permits (common for workplaces & schools) •   Parking time limits (common around schools & workplaces) •   Zoning / parking supply limits (common around schools)	Parking management and supply (controlled by local councils): •   Maximum number of parking spaces per site •   Parking levies
Community- or household-based initiatives to encourage reductions in the use of cars: •   Marketing of PT / walking / cycling •   Improve image of PT & other environmentally friendly modes •   Advertising & education on travel choices, impacts and costs •   Counter fear of personal insecurity using other environmentally friendly modes •   Marketing of travel choices (e.g. personalised marketing) •   Education, information and training •   Car clubs / car sharing	Intersection treatments: •   Improved signalisation efficiency •   Installation of crossing for school children Road network management: •   Traffic calming measures •   Signage (e.g. around schools) •   School speed zones	Road network management: •   Area traffic control •   Increasing or reducing network capacities •   Incident management systems
Community - or household-based initiatives to support efficient travel decisions: •   Ride share-matching / service (UK - car share) •   Personalised trip analysis and advice (travel blending, trip chaining; forward planning) •   Pre-trip information about options and conditions for specific trips •   “Living neighbourhoods” •   Education, information and training	“Eco-driving” – reducing environmental impacts through: •   Choice of type of car driven (e.g. engine size, size, type of fuel used) •   In-vehicle travel information •   Driving behaviour	“Eco-driving” – reducing environmental impacts through: •   Alternative fuels (e.g. bio-fuels; ethanol blends)
School travel: •   Education and training (e.g. TravelSmart; cycle training; street crossing behaviour) •   Travel plans •   Establish non-motorised alternatives (walking school buses; cycle trains)	Changing / repair / storage facilities for pedestrians / cyclists	Urban strategic planning
		Local planning and design, development control, and traffic management
		Taxation changes
		Price signals / full cost pricing (controlled by local or central government)
		On-road travel information (intelligent transport systems)

 

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Page created: 20 October 2008