standards for - eltis

creating optimal mobility measures to enable reduced commuter emissions

If we can cut the congestion and pollution caused by too heavy a reliance on road transport, both the economy and the environment will benefit. Work travel is one of our most regular travel patterns, so changes here could have a really significant effect.

Keith Hill

Standards for developing Workplace Travel Plans

This publication and the 12 page summary booklet can be downloaded from the COMMERCE website: www.commerce-eu.org

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Partners P1 – LEPT

P2 – CRIF

P2 – ARENE

P3 – RATB Principal contributor

P4 – CCIB

P5 – Studio Metropolitana

P6 – Municipality of Kaunas

P7 – Municipality of Plovdiv

P8 – EPOMM

Names Paul Curtis

Nathalie Granes

Celine Meunier

Florin Dragomir Liliana Andrei Ana Maria Culea

Aura Haidimoschi

Miklos Marton Balazs Mezos

Vilija Guzyte

Rumena Velikova

Karl-Heinz Posch Melanie Leroy Jan Christiaens

Partner Info London Councils 59 ½ Southwark Street London SE1 0AL

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Tel: 00 33 01 53 85 53 63 Email: [email protected] Chargée de Mission Mobilité

Tel: 00 33 1 53 85 61 78 Mobile: 00 33 6 75 22 64 46 Email: [email protected] 1 Dinicu Golescu Blvd. 010861 Bucharest, Romania

Tel: +4 021 307 41 90 Fax: +4 021 321 39 82 Email: [email protected] 2 Octavian Goga Blvd. 30982 Bucharest, Romania

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Tel: +36 1 411 09 77 Fax: +36 1 411 09 77 Email: [email protected] Lisves al. 95 44251 Kaunas, Lithuania

Tel: +370 37 200 206 Fax: +370 37 200 009 Email: [email protected] Stefan Stambolov Square 4000 Plovdiv, Bulgaria

Tel:+359 32 656 434 Fax:+359 32 656 434 Email: [email protected] Square de Meeus 1 1000 Brussels, Belgium

Tel: +43 699 181 04 526 Fax: +32 2 5520889 Email: [email protected]

Contributing Partners


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Contents

1. BACKGROUND 4 1.1 DEFINITION 4 1.2 BENEFITS 4 1.3 REGULATION 4 1.4 SCOPE 6 2. THE WORKPLACE TRAVEL PLAN PROCESS 7 3. WORKPLACE TRAVEL PLANS CRITERIA 8 3.1 INTEGRATING WORKPLACE TRAVEL PLANS INTO AN ORGANISATION’S LONG TERM STRATEGy 8

3.2 COMMITMENT 8 3.2.1 Senior management support and commitment 8 3.2.2 The travel plan co-ordinator 8 3.2.3 Staff consultation 9 3.2.4 Local/Regional authorities 9 3.2.5 Local/Regional public transport operators 9

3.3 BASELINE EVALUATION OF TRAVEL PATTERNS, SITE AUDIT, ENVIRONMENTAL IMPACT AND TRAVEL COSTS 9 3.3.1 Site audit 9 3.3.2 Staff travel survey 9 3.3.3 Travel audits 9 3.3.4 Environmental impact 9 3.3.5 Initial travel costs 9

3.4 OBJECTIVES, TARGETS AND INDICATORS 10 3.4.1 Setting objectives 10 3.4.2 Setting targets 10 3.4.3 Indicators 11

3.5 ACTIONS 11 3.5.1 Quick Wins and Communication 11

3.6 MONITORING AND EVALUATION 12 3.6.1 MaxSumo - how to plan, monitor and evaluate mobility projects 12

3.7 FINANCIAL ISSUES 13 3.7.1 The financial benefits of the workplace travel plan 13 3.7.2 The cost of the workplace travel plan 13 3.7.3 Sources of funding 13 4. CLASSIFICATION CRITERIA 14 5. CONCLUSION AND FURTHER INFORMATION 15 6. ANNEX 1 16 6.1 STANDARDS FOR WORKPLACE TRAVEL PLANS – DELIVERy CRITERIA 16 7. ANNEX 2 18 7.1 TRAVEL PLAN GUIDELINES – TO INCLUDE IN STRATEGIC DOCUMENT 18 8. ANNEX 3 19 8.1 TRAVEL PLAN MEASURES – COMMON EXAMPLES 19 9. ANNEX 4 21 9.1 EVALUATION GRID FOR PAN EUROPEAN WORKPLACE TRAVEL PLAN AWARDS - PEWTA 21 10. ANNEX 5 22 10.1 SUMMARy TABLE TO BE USED TO DEVELOP A TRAVEL PLAN 22 11. BIBLIOGRAPHy 22

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1.1 Definition A workplace travel plan is a long-term management strategy employed by an organisation to promote more sustainable transport amongst staff, visitors and deliveries to its site. This can simultaneously bring about a number of benefits such as a reduction in associated CO

2 emissions, cost savings, reduced congestion and improved health through active travel so that both employers and

employees truly benefit.

1.3 Regulation European cities are increasingly facing problems caused by transport and traffic. The problem of how to keep up a high level of mobility while at the same time reducing congestion, accidents and pollution is a common challenge to all major cities in Europe. This is the reason why the European Union has developed different policies and strategies focused on balancing the different modes of transport, harmonising legislation within specific sectors, and enhancing transport safety:

• WHITE PAPER European transport policy 2010: time to decide. The Commission proposed some 60 measures aimed at developing a European transport system capable of shifting the balance between modes of transport

• Keep Europe moving - Sustainable mobility for our continent, mid-term review of the European Commission’s 2001 Transport White Paper. This underlined the necessity to separate mobility from congestion, accidents and pollution. It also encourages more environmentally-friendly, energy efficient and safer transport as well as promoting co-modality

• Green Paper on Urban Mobility. This set a European agenda for urban mobility, while respecting the responsibilities of local, regional and national authorities in this field

• Action Plan on Urban Mobility. This was the follow-up to the Green Paper and was adopted on 29 September 2009. The Action Plan proposes twenty measures to encourage and help local, regional and national authorities in achieving their goals for sustainable urban mobility. The Action Plan includes for

A workplace travel plan usually addresses a variety of different travel types to and from a site, namely:

• Commuter journeys

• Visitors

• Business travel undertaken by staff

• Fleet vehicles operating as a part of company activity

• Delivery and contractors

Where more than one company occupies a site, it is possible to join forces and produce a travel plan with benefits for all.

The term ‘travel plan’ is synonymous with ‘mobility plan’ and both terms are used in this document.

The COMMERCE Project has increased the uptake of travel plans across the EU and improved travel plan quality.

These standards form an important part of this process. They constitute a set of criteria, based on empirical analysis, consultation and field testing with practitioners from many different EU countries that can be used to promote good practice in workplace travel planning.

1.2 BenefitsTravel plans bring benefits to the local community:

• reduced congestion

• reduced journey time

• improved transport services

• improved site access

• energy savings

• reduced noise and pollution

• improved quality of life in the area

Travel plans can produce many benefits for organisations such as:

• reduced carbon footprint

• improved accessibility of the site and buildings

• improved road safety on and near the sites

• reduced operational costs, such as by minimising car parking

• reduced absenteeism

• support staff retention and recruitment

• successfully pursue the corporate social responsibility (CSR) credentials of the organisation

There are also benefits for the staff:

• increased on-site amenities such as showers and bike repair

• improved health

• costs and time savings

• reduced stress, through flexible working and increased journey time reliability

• improved quality of life

1. Background


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the first time a goal to accelerate the take-up of sustainable urban mobility plans covering freight and passenger transport in urban and peri-urban areas. The EU Council has adopted the conclusions of the Action Plan on Urban Mobility whilst respecting the principle of subsidiarity

Additionally, the regulations and standards proposed in the context of climate change further incentivise the development of travel planning schemes. Such schemes include:

• The Kyoto protocol - a protocol to the United Nations Framework Convention on Climate Change (UNFCCC), aimed at fighting global warming

• ISO14001 – a standard which gives requirements for environmental management systems

• EMAS – environmental management system which adds four pillars to the requirements of ISO14001: continual improvement of the environmental performance; compliance with environmental legislation ensured by the government supervision; public information through annual reporting and employee involvement

• Agenda 21 is a comprehensive blueprint of action to be taken globally, nationally and locally by organisations of the UN, governments, and major groups in every area in which humans directly affect the environment

The success of policies and policy objectives that have been agreed at the EU level depends on actions taken by national, regional and local authorities. Mobility in urban areas is also an important facilitator for growth, employment and sustainable development in the EU.

Therefore, many national and local government regulations for planning and transport encourage development travel plans.

Recently in the United Kingdom, important steps have been made in integrating travel plans into the spatial planning process:

• Section 106 agreements. These enable planning authorities to agree development or expansion of an organisation’s premises subject to certain terms and conditions. It is designed to help make sure that new developments enhance local communities,

and reduce the impact of developments on local areas. Such conditions include affordable housing, community facilities, public realm, employment and the development of a travel plan.

• Planning Policy Guidance 13 (PPG13). This integrates planning and transport at the national, regional, strategic and local level and recommends travel plans for places of work, education, shopping, leisure and health facilities.

In 2008, the British Standards Institution published the PAS 500:2008 – National specification for workplace travel plans which is intended for use by any organisation planning or developing a workplace travel plan and offers accreditation at either Gold, Silver or Bronze levels. COMMERCE was a contributing body to this standard.

In addition, Transport for London has produced a travel plan building and evaluation tool named ATTriBuTe and it can be used in the following contexts:

• Building: a checklist that can be printed out and used by the author to assist them in “building” the travel plan

• Testing: The formal checklist tool can be used to identify weak areas of the plan, which would benefit from additional work before the plan is submitted

• Evaluation: When the travel plan is submitted, the municipal officer can evaluate the submitted report using the tool in order to determine whether it has been worked up sufficiently so as to make it worthwhile entering negotiations

Beside this in London, there are complementary tools which assist in the monitoring of the impact of travel plans on modal shift.

• iTRACE – is a software application which offers a standardised approach to travel plan evaluation across a whole region. Transport for London used this as part of its “A New Way to Work” Travel Plan Programme, and it registered a 13% decrease in car use amongst the businesses surveyed.

• TRAVL – is the Trip Rate Assessment Valid for London. It is used by planners working on projects to estimate the effect of proposed changes in land use on transport patterns and, in particular, on the amount of road traffic in an area.

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1.4 ScopeThe workplace travel plan standards offer a framework in which high quality travel plans can be established, from planning through to implementation, as found in Annex 1.

It is intended to be used by any organisation developing workplace travel plans and to be applied in any condition in which workplace travel plans are implemented.

This document can be used by all actors involved in workplace travel plan process, such as:

• company managers

• local authorities

• urban planners

• public transport operators

• developers

Since the scope of a workplace travel plan varies widely according to country and organisation size, the standards do not seek to establish specific targets, but rather a broad framework of measures and a route map for success.

Importantly, these standards also reflect the experiences of the COMMERCE project in the field of the Travel Plan Awards (PEWTA), the Travel Plan Forums and the implementation of the Travel Plan Programmes in partner cities. As such, the resulting standards take into account the principle of pan-EU transferability.

They allow the user to assess the quality and benchmark an existing travel plan, or provide a management process in which a robust new travel plan can be developed (Annex 1).

They have been designed to be relevant to public and private sector stakeholders across the EU, with a slight emphasis on those which are developing travel plans for the first time.

They also offer a numerical methodology of assessing quality, which has been used in the assessment of the annual Travel Plan Awards (Annex 4).

The document contains practical elements that should be included in a travel plan document (Annex 2), a summary table to help plan the overall objectives (Annex 5) and a list of quick win measures that can be delivered (Annex 3). Further explanations can be found in Chapter 4.

These final standards also update the draft standards which were developed at the beginning of the project.

Transport for London’s “A New Way to Work” programme has now been completed and comprised 2 support packages to employers across London to encourage them to implement workplace travel plans. These were:

1. “Corporate” for large organisations (250+ employees) offering site-specific consultancy support to develop a workplace travel plan together with a targeted ‘quick win’ initiative to help launch the plan. Businesses were engaged by highly trained Transport for London Relationship Managers.

2. “Enterprise” for small and medium sized enterprises (20-250 employees) offering more localised support and advice to develop a workplace travel plan together with a targeted ‘modal’ package to help launch the plan. Businesses were targeted and engaged by a highly trained team of Sub-Regional Travel Plan Coordinators.

Environmental concerns are increasingly taken into consideration in French transport policy . The Act of December 1996 on Air and Rational Energy Use made Urban Travel Plans (PDUs), created by Article 28 of the 1982 Act on Domestic Transport (LOTI), compulsory for all cities of over 100,000 inhabitants, and introduced regional air quality plans including systems for monitoring air quality. PDUs must set out procedures for

reducing car traffic, organising goods transport, and developing non-car means of transport. The Act on Urban Solidarity and Renewal (SRU) of December 2000 confirmed the need for a common approach to spatial planning and travel through linked planning tools (schemes for territorial coherence, PDUs, local urban plans to replace local land-use plans).

The Act of June 1999 on Regional Planning and Sustainable Development (LOADDT) required schemes to be drawn up for passenger and goods transport. They are in the form of a macroeconomic framework of forecast travel demand, with a variety of responses, according to different transport policy scenarios. At the moment they can be considered as the beginning of a process, in which essential variables like funding and decisions on various projects with local authorities have still to be made.

“Pro’Mobilité” was born together with the COMMERCE Project through the work of Region Ile-de France and ARENE. It represents a voluntary gathering of different actors and stakeholders and aims to create a favourable environment for the development of workplace travel plans. Additionally Pro’Mobilité constitutes a support tool for organisations that want to develop travel plans – such as the mobility plan advisors - and is a platform for information exchange at the national level.


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There is a basic structure that should be used in developing a workplace travel plan. This is presented in Figure 1. This is based on the COMMERCE project deliverables - Del 2.1: Benchmarking Report & Draft Standards, Del. 3.2: Report on Pan European Mobility Plan Awards (PEWTA) 2008, Del. 3.2: Report on Pan European Mobility Plan Awards (PEWTA) and Del. 5.1: Mobility Plan Guide Book 2009 as well as on different studies and guides for developing workplace travel plans carried out and developed in Europe.

2. The workplace travel plan process

Integration of WTP into company/ organization long-term strategy

Roles and responsibilities

Baseline evaluation of Travel Patterns and Site audit

Objectives, targets and indicators

Actions

Monitoring and evaluation

Financial issues

Figure1: The workplace travel plan process

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3. Workplace travel plan criteria

3.2 CommitmentIn most of the cases analysed in D2.1 Benchmarking Report & Draft Standards a steering group coordinates the travel plan, most common members of these groups being senior management and staff representatives. There were only a few examples where there was a designated travel plan coordinator. The main external stakeholders tended to be represented by the public transport providers and local and regional authorities.

In the case of COMMERCE forum members, the coordination of travel plans is more frequently assigned to senior management or to HR. As external stakeholders, the public transport providers are usually involved in the travel plan implementation.

The following sub-chapters standardise and give guidance on the important roles and responsibilities of the major internal and external stakeholders in the travel plan process.

3.2.1 Senior management support and commitmentSenior management support is critical to ensure the success of a travel plan and it is important that this support is secured at the beginning of plan development.

3.2.2 The travel plan co-ordinatorThe workplace travel plan co-ordinator represents the key to a successful travel plan and he or she needs to become the driver of the plan.

In small or medium sized organisations an existing member of staff can take on this responsibility, but in large organisations a dedicated travel plan coordinator should be appointed. The co-ordinator may be helped by a steering group to provide direction for the co-ordinator and to help in taking measures forward at the practical level.

The main roles of the travel plan coordinator should be:

• managing the development and implementation of the travel plan

• promoting the objectives and benefits of the travel plan

• getting support and commitment from senior management and employees

3.1 Integrating Workplace Travel Plans into an organisation’s long-term strategy, reasons for implementationTravel plans can assist in increasing accessibility whilst reducing congestion, local air pollution, greenhouse gases and noise. A travel plan can increase business efficiency and fairness, which is why an increasing number of organisations are deciding to produce them voluntarily.

For some organisations (depending on the site, activity, number of employees, etc) the transport costs can be considerable and a workplace travel plan can help to decrease them. Therefore, it makes a convincing business case to make a budget allocation

to integrate a workplace travel plan into an organisation’s long-term strategy.

The COMMERCE Project deliverable – Del. 2.1 Benchmarking Report & Draft Standards shows that the main motivation three years ago for setting up a travel plan was mobility related problems, such as parking shortages, congestion and accessibility. Environmental awareness was the second most important motivating factor whilst social motivations to set up a workplace travel plan ranked much lower. This applied to the research obtained from travel plans in Belgium, France, Germany, the Netherlands, Sweden, Switzerland and the UK. Of course, in some European countries setting up a workplace travel plan is mandatory for planning to be approved and so the objective there is different.

During the course of the COMMERCE Project, the forums set up in Budapest, Bucharest, Kaunas and Plovdiv have suggested a different picture: that the productivity and health of employees are the main reasons for setting up a workplace travel plan, followed by the transport problems, like congestion and accessibility. Unfortunately, the environmental motivation does not yet seem to be a major concern.


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• acting as a point of contact for information and for exchanging ideas with all staff

• liaising with different organisations, local authorities, transport operators

• co-ordinating the monitoring and evaluation programme for the workplace travel plan

• presenting a business case to secure the budget for workplace travel plan development end ensuring its efficient use

3.2.3 Staff consultation

It is very important for the travel plan to involve all the staff from the beginning. This promotes the feeling of ownership of the travel plan and the more staff involved, the more likely they are to change their travel behaviour and provide the plan with ongoing support.

3.2.4 Local and Regional authoritiesIn many cases local and regional authorities are fully supportive of travel plan objectives and can even offer direct assistance to organisations to design, draft and monitor their travel plans. Their support – and funding – can be a key component of a travel plan’s sustainability, especially if internal funding is limited.

3.2.5 Local and Regional public transport operatorsIt is potentially very fruitful to involve public transport operators in developing workplace travel plans, since it is they who can offer increased services as well as access to travel data, maps and public transport routes.

3.3 Baseline evaluation of travel patterns, site audit, environmental impact and travel costsA successful travel plan should be based on an accurate picture of travel patterns and an understanding of the factors that influence a person’s choice of travel. These help in defining measures that are likely to be most effective for the organisation.

Therefore it is necessary to carry out a preliminary analysis of the best approach to improve accessibility to the site and choose suitable measures.

3.3.1 Site audit The site audit should assess the ease by which the area can be accessed by different modes of transportation and the existing facilities for this.

It helps in identifying the opportunities to improve links to the site, making better use of existing amenities and identifying barriers for non car-users.

The site audit assists in developing a clear picture of the realistic alternatives available and provides the foundations of taking travel plan measures forward.

3.3.2 Staff travel survey Generally the staff travel assessment is carried out by a survey, representing the baseline data from which workplace travel plan measures are developed. Questionnaires must be easy to fill in and as short as possible, with simple questions to maximise response rate, and hence suitability of measures delivered.

It gives a picture of staff travel patterns and collects information on what measures would help make staff change their travel habits.

It is possible to monitor resulting impacts on carbon dioxide by including a question on the distance travelled to and from work.

In the case of a new site, it is possible to use average city journey length data.

3.3.3 Travel auditsThis depends on the activity of an organisation, but in many cases it is necessary to investigate the broader transport issues within an organisation, rather than simply the journey made by the staff to and from work. This means collecting information on aspects such as business travel, visitor travel, fleet vehicle arrangements and goods delivery.

3.3.4 Environmental impactBased on the staff travel assessment it is possible to make an estimation of the CO

2

emissions generated by an organisation’s activity.

There are several methods for estimating the CO

2 quantity, starting from elaborated

software, for example CORRINAIR and COPPERT, recognised at European level, to simplified models, with less precise results but enough for offering a general view of the company’s environmental impact from the travel perspective.

The simplified method for calculating the CO

2 emissions is indicated in the

COMMERCE Mobility Plan Guidebook, available from the COMMERCE website.

This indicator can be used during the evaluation process after a follow-up travel survey has been completed.

3.3.5 Initial travel costsIt is very useful to carry out an initial evaluation of current costs attributable to staff travel. This can help the business case for the travel plan, as well as direct immediate priorities for action, such as rationalisation of car parking.

Both this and the 12 page summary booklet can be downloaded from the COMMERCE website: www.commerce-eu.org

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These costs can be split into two categories: internal and external.

Internal costs allow the evaluation of some important elements: global budget dedicated to transport, what type of transport modes use this budget and what the travel reasons are for spending this budget.

They include location costs (taxes, expenses with maintenance, surveillance etc), fleet vehicles (insurance, maintenance, fuel, etc) and reimbursement of public transport fares, car mileage and taxis.

The result of this investigation allows the estimation of gains obtained from changes in service provision (such as a bike pool providing free business travel) and travel behaviour.

External costs reflect the negative consequences of transport which are not assumed directly by the generators but which have an impact on pollution, health and traffic safety.

3.4 Objectives, Targets and IndicatorsAll workplace travel plans should set objectives, targets and indicators:

• Objectives provide the travel plan focus and direction and are likely to fit into one of the following categories: economic, social (eg health), environmental and transport

• Targets are measurable goals that can be used to assess whether or not the objectives have been achieved

• Indicators allow the assessment of the travel plans in terms of results and impact, as well as efficiency of the plan

Figure 2 shows the relationship between objectives, targets and indicators. As the workplace travel plan is a dynamic process (involving a permanent succession of action, monitoring and review) the purpose of setting objectives, targets and indicators is so that the plan can be adapted as the needs change.

3.4.1 Setting objectivesThe objectives should be clearly set in the workplace travel plan and take into consideration the organisation’s reason for developing a travel plan and the circumstances of the site in question.

3.4.2 Setting targetsThe success of a travel plan is measured by whether it achieves its objectives through a set of targets.

Figure2: The relationship between objectives, targets and indicators

Indicator a1

Indicator an

Indicator n1

Indicator nn

Objective

Target A1

Target An


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These targets, which relate back to the objectives can be action targets or aim targets.

Action targets are non-quantifiable targets and take the form of actions that need to be achieved.

Aim targets are quantifiable targets, such as modal shift, which can measure the effectiveness of the travel plan in achieving the stated objectives. This kind of target should be based on the staff travel assessment or survey.

For each target there should be stated clear dates (month and year) for the:

• short term (up to one year)

• medium term (1 to 3 years)

• long term (more than three years, usually 5)

Consequently, to support the objectives, the targets should be SMARTER:

• Specific

• Measurable

• Achievable

• Realistic

• Time-bound

• Evaluated

• Reviewed/Rewarded

3.4.3 IndicatorsIndicators are the elements which will be measured in order to assess progress

towards meeting the short-term and final targets. There are different types of indicators available:

• feasibility indicators – show the difference between realised and programmed actions

• result indicators – measure the advantages or immediate consequences of actions for the direct beneficiaries

• resources indicators – measure the human or financial assets engaged in the actions;

• impact indicators – measure the consequences of actions

• efficacy indicators – compare what has been planned and what has been realised

• efficiency indicators – represent the ratio between results and resources used for achieving these results

3.5 ActionsThere is no unique solution to answer all organisational transport needs, as different people respond to different measures and some may not react to any. A combination of measures should be introduced to let people choose in accordance with what suits their day-to-day requirements.

The key to a successful workplace travel plan is to identify the transport alternatives that staff are prepared to use, hence encouraging modal shift.

The foundation in developing a realistic package of measures is the staff travel survey. This identifies the elements that employees are most supportive of and highlights the areas worth focusing most effort. There should be a balance between the cost and potential benefits of measures against their acceptance by staff.

In choosing the measures, one should “think long, act short”. This means that it is important to put some measures in place to get an immediate effect and produce some “quick wins”. “Quick wins” vary from one company to another and can be defined as a measure relatively easy to implement in the short term which brings immediate results.

3.5.1 Quick Wins and CommunicationThe most popular measures when implementing a travel plan are those related to encouraging the use of:

• cycling – different type of facilities (showers, lockers, etc), new routes, bike pool, repair service, maps, competitions, etc.

• public transport – improved access, discounted fares, season ticket loans, shuttle services, new stops/station near the company, etc.

• car-sharing, car pooling, etc.

• walking – improve signalling, information on health benefits, maps, walking competitions, etc.

A comprehensive list of travel plan measures can be found in Annex 3.

Amongst the COMMERCE forum members based in Budapest, Bucharest, Kaunas and Plovdiv the most popular measures are the support of public transport use by introducing shuttle buses, synchronising the public transport schedule with changing shift patterns, providing season tickets for multiple users for companies and awareness-raising events. Another measure becoming more popular is car-pooling.

In most situations, travel plans should:

• promote the use of alternative transport modes

• promote the use of public transport

• promote the alternatives for single car-use

• rationalise the use of private cars

The success of implementing any kind of measure depends centrally on the communication strategy.

Communication activities are considered an important part of the workplace travel plan process in most of the case-studies included within the research for the COMMERCE Project

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Deliverable 2.1 Benchmarking Report & Draft Standards. Most commonly used information channels are websites, events, campaigns, competitions and newsletters (electronic or hard copy). In a few case studies the implementation of a commuter centre was mentioned. This centre provided staff with all the answers on questions about public transport timetables, rates, cycling information, car-sharing schemes and other mobility-related issues.

The experience of workplace travel plan coordinators has shown that robust communication campaigns translate into greater uptake of sustainable travel. Additionally, it seems that staff respond well to initiatives that result in personal benefits such as time and cost savings.

It is important that people realise that a workplace travel plan is not anti-car, but is just encouraging people to use vehicles more wisely and to offer a greater choice of alternatives.

The workplace travel plan must be advertised to promote the component measures. It is also very important to publicise the successes because the staff must know what they have achieved, giving them a motivation to continue.

A workplace travel plan, therefore, must include a communication plan for promoting the plan and the initiatives contained within it.

Publicity materials are very useful when developing a workplace travel plan. Different media can be used to communicate the plan:

• written media (leaflets, posters, newspaper, etc)

• spoken media (meetings, radio)

• other media (intranet, internet)

Sometimes good results can be obtained by promoting the travel plan at different local or European events, such as European Mobility Week.

3.6 Monitoring and evaluationA travel plan is a dynamic process and develops over time. This process can be measured using a well defined monitoring plan because the impact of any new measures and policies needs to be checked thoroughly. Monitoring should relate to the achievement of targets if the objectives are to be met. All aim and action targets should be included in the monitoring plan.

A monitoring plan should comprise the following elements:

• aspects that need to be checked regularly

• the person(s) in charge of monitoring

• frequency and date of the monitoring

• the way in which monitoring will be done

• dissemination of the result

Monitoring should help to produce new or refined targets and an appropriate campaign to support their achievements.

In order to compare the results properly, the monitoring methods should be kept consistent over the timeframe.

The monitoring information should be used to evaluate the success and failure of the plan.

Unfortunately, the benchmarking analysis (COMMERCE Project Deliverable 2.1 Benchmarking Report & Draft Standards)

showed that monitoring and evaluation of travel plans is not always conducted.

Several monitoring and evaluation tools for travel plans have been developed in Europe. iTRACE and TRAVL have been mentioned in Chapter 1.

Furthermore, the MAX-project developed a tool for monitoring and evaluating Mobility Management measures and projects. It provides standardised guidance during all steps of a Mobility Management project.

3.6.1 MaxSumo - how to plan, monitor and evaluate mobility projectsWith MaxSumo it is possible to effectively plan, monitor and evaluate Mobility Management projects. It provides standardised guidance during all steps of the project, eg when setting targets, defining target groups, selecting services and mobility options.

These steps are presented in MaxSumo as different assessment levels, see Figure 3. Each assessment level logically follows from the other, and for each level the target is agreed, which indicators to use and how to measure these. It is possible to skip some steps - in some projects it is neither possible nor necessary to monitor all levels.

MaxSumo can be used for single measures, but also for combined measures. With MaxSumo evaluation data can be compiled in a standardised way.


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Figure3: MaxSumo Assessment Methodology

Full details can be downloaded from the EPOMM Website, under MAX tools: www.epomm.eu This methodology for evaluation can be a useful tool when evaluating measures applied within a workplace travel plan.

3.7 Financial IssuesIt is important for a workplace travel plan to include financial aspects concerning its development and implementation:

• presentation of a business case for developing the workplace travel plan

• the cost for developing the travel pan

• the financial benefits of the travel plan

• sources of funding

3.7.1 The financial benefits of the workplace travel planA company’s transport costs can be significant and there is potential to reduce them. Some measures implemented as part of the workplace travel plan can be very cost effective whilst still achieving

reductions in transport related costs. The experience shows that the workplace travel plan measures that require greater investments are often attractive when evaluated against the cost savings.

It is also useful to have the financial calculation per measure.

3.7.2 Cost of the workplace travel planA travel plan incurs costs in terms of money and time. In order to have a clear budget for the workplace travel plan the costs should be split into the following categories:

• co-ordination

• travel surveys and site audit

• communication

• monitoring and evaluation

• cost for implementing measures

3.7.3 Sources of fundingThe sources for supporting the development of a workplace travel plan can be as follows: • Internal

• Local and regional – authorities can support travel plan development either financially or through infrastructure provision or in negotiation with the public transport operator

• National – through different programmes for supporting sustainable transport

• European – through different programmes for supporting sustainable transport

Mobility Management

System impacts

Assessm

ent of

Assessm

ent of mobility

Overall

services provided o

ptions o

ffered effects

Mobility Management

services

New mobility options

System impacts

Assessment

A Project activities and outputs B Awareness of mobility services provided C Usage of mobility services provided D Satisfaction with mobility services provided E Acceptance of mobility option offered F Take up of mobility option offered G Satisfaction with the mobility option offered

H Long-term attitudes and behaviour I System impacts

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At the beginning of the project the Benchmarking Report (Draft Standards) set out a numerical scoring system by which the quality of a travel plan could be calculated in a tangible way. The methodology was drawn from research of over 50 travel plans across the EU from which the most frequently occurring components of travel plans were identified.

This subsequently allowed the COMMERCE project to deliver 3 years of Pan-European Workplace Travel Plan Awards (PEWTA) using the methodology to create an evaluation system which the jury employed in the selection process. Those most commonly occurring components of the travel plans have also shaped the Final Standards.

Whilst this was an effective approach, it was agreed that this process was not perfect. The extra importance given to innovation and modal shift unfairly penalised efforts which had not yet achieved modal shift, but which may have established a robust strategy for the future.

Partners also felt that using a scoring system alone to assess quality and effectiveness would not be a long term approach, since once a travel plan has reached a maximum score, it would no longer be able to differentiate. Also, this approach penalises New Member States who are still emerging as travel plan deliverers and could discourage involvement (for example New Member State travel plans were ranked less strongly than those of France or the UK in PEWTA, but a special award was used for relative progress). The scoring system does not give flexibility or scope for recognising relative progress since the criteria are very technical.

Therefore, the Final Travel Plan Standards of the COMMERCE Project comprise an updated tool which takes into account these concerns.

Annex 1 - Standards for Workplace Travel Plans – Delivery Criteria. The standards tool is found in Annex 1 and includes the various travel plan criteria as listed in Chapter 3 but includes a tabulate ranking system.

It constitutes a benchmarking tool to compare travel plan quality as well as a management tool for improvement, as each of the sub-components are ranked either as basic level, intermediate level, or advanced level standards.

This ranking has been conducted with the input of COMMERCE partners, in conjunction with external experts, and so reflects a pan-EU framework (and reflects cities in which travel plans are both mainstream and fledgling).

In order to achieve BASIC, INTERMEDIATE and ADVANCED levels, it should be possible to demonstrate compliance with all criteria at each respective level.

These standards have been developed to be as flexible as possible in that they can address existing plans, as well as those in the development stages.

When developing a travel plan, organisations can then evaluate their work against these standards to gain some objective view of the strengths, weaknesses and expected outcomes of their plans.

Annex 2 – Travel Plan Guidelines. This comprises a tabulated set of components which should be included in the travel plan document. It provides the framework from which successful delivery can be pursued. The components are split across 7 category areas.

Annex 3 – Travel Plan Measures. This contains a number of practical measures commonly implemented as part of a workplace travel plan which can be useful in developing an action plan and in demonstrating at a glance, what a travel plan would delver on the ground.

Annex 4 – Evaluation grid. Whilst we have noted previously that a numerical scoring of travel plans may not necessarily offer a “one size fits all” solution for benchmarking and quality analysis, we have included in this document, the scoring system that was utilised for the 2010 Pan European Workplace Travel Plan Awards (PEWTA). This allows the user, if they are tasked to do so, to generate a numerical appreciation of quality, which can still prove useful if a detailed benchmarking analysis is required, or indeed for awards to be assigned in future. This would be most appropriate when comparing travel plans from countries with relatively similar levels of experience of implementation.

Annex 5 – Summary table. This presents a table which is a useful starting point when considering developing a travel plan and the monitoring that will be required.

4. Classification criteria and travel plan tools


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5. Conclusion and Further Information

The continuous development of cities and associated population growth, congestion and pollution has pushed the issue of urban mobility up the agenda.

The emergence of workplace travel plans as a tool to meet economic, environmental, social and transport-specific challenges has taken place at different speeds across the EU. The COMMERCE Project has helped to rapidly advance travel plans up the agenda in the New Member States whilst consolidating importance and increasing quality and innovation in the old member states.

The widely differing frameworks in which travel plans are emerging in the different member states has

required a flexible set of standards which act simultaneously as guidelines to the implementation of robust objectives, targets, indicators and measures.

These standards offer such a resource, not only to serve as a management tool, but also to benchmark against one another to assess evolution of travel plan quality.

In order to increase their uptake, especially in times of economic austerity, the economic benefits of implementing a travel plan should be highlighted and further research should be undertaken to develop more detailed Cost Benefit Analysis models so that associated cost savings can be made more transparent.

Allinx website Furthermore, so that these resources and tools can be shared going forward, COMMERCE has set up a Travel Plan Forum on the Mobility Management community website www.allinx.eu. Here, there is a COMMERCE Group which is home to an ongoing collation of Travel Plan tools from across the EU to assist implementation, as well as a discussion forum to solve common challenges.

COMMERCE websiteThe 12 page summary Travel Plan Standards booklet can be downloaded from the COMMERCE website (www.commerce-eu.org). This publication and all the deliverables from the project are also available to download.

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6. Annex 1

6.1 Standards for Workplace Travel Plans – Delivery Criteria

Standards Basic Intermediate Advanced

Criteria 1 - Integration into the long term policy strategy

Motivation: (at least one choice)

Economical motivation

Environmental motivation

Social motivation

Transport matters motivation

WTP is integrated within the organisation’s business plan

2 – Commitment

Existence of a travel plan coordinator

Existence of an inter-departmental steering group

External stakeholders involved in steering group

Involvement of senior management and HR

Travel plan coordinator / implementer of measures to have completed training

Staff (representatives) involved in planning and implementation

Public transport providers involved in support and implementation

Local government bodies involved in support and implementation

Budget allocation for travel plan (other than staff time)

3 - Travel patterns, Site audit and Environmental impact

Survey of the travel patterns of staff/visitors and their needs to change behaviour (response rate 25+%)



Survey on current organisation’s delivery patterns, fleet operations, business travel requirements and scope for consolidation.

Survey on current organisation’s mobility amenities and situation (number of car parking spaces, charging schemes, bike stands, showers, number of employees/visitors, working times/opening times)

Site assessment to calculate existing cost of access and transport provision

Assessment of the CO2 emission generated by staff and delivery movements

4 - Objectives, targets and indicators

Setting Specific objectives based on the analysis of survey results

Setting Measurable targets based on the analysis of survey results, these should include modal shift

Setting Achievable targets based on the analysis of survey results

Setting Realistic targets based on the analysis of survey results and budget

Setting Time-bound targets based on the analysis of survey results

Setting Evaluated targets based on the analysis of survey results

Setting Review target dates to monitor progress through a second travel survey


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Criteria 5 - Actions/Measures

Existence of an action plan

Strategy with targets and milestones for three years

Strategy with targets and milestones for five years

Measures: (at least two choices)

Promotion of alternative modes of transport (walking, cycling)

Promotion of public transport

Promotion of alternative for single car (car pooling, car sharing, car clubs)

New or alternative work practices (tele-working, flexi-time, reduction of car parking, on-site facilities, etc.)

Improvement of the business travels (reducing business car mileage, increase efficiency of freight movements)

Marketing & communication strategy set up for 1 year (targeting staff audience)

Marketing & communication strategy set up for 2 years (targeting staff and external audience)

Marketing & communication strategy set up for 3 years (targeting staff and external audience)

6 - Monitoring and Evaluation

Travel Plan coordinator sets up monitoring strategy

Monitoring activities planned every year or less (second travel survey - attitudinal and quantative)

Results are analysed by senior management

Results are used to revise the travel plan

25% of the targets have been achieved up to the end of the planned period

25-50% of the targets have been achieved up to the end of the planned period

50 - 75% of the targets have been achieved up to the end of the planned period

7 - Costs & cost benefits

Breakdown of operational costs of travel plan

Identification of funding sources

Legal incentives for reducing travel plan costs (subsidy, levy, tax reduction)

Developed business case for running travel plan for senior management approval

Budget dedicated for travel plan

Travel plan is self financing through cost savings / revenue generation (eg car parking charges)

Standards Basic Intermediate Advanced

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7. Annex 2

7.1 Travel Plan Guidelines – items to include in the strategic document

Section Introduction

Roles and responsibilities

Travel patterns site audit and environmental impact

Objective, targets and indicators

Actions/Measures

Content Summary of the key points of the travel plan

Background

Policy

Staffing implications

Travel survey

Site assessment

Environmental impact

Initial travel costs

Objective

Targets

Indicators

Comments Should be brief and include objectives, targets and a summary of the measures

A short overview of the site being developed, introduce the organisation (number of employees, activity, etc.)

It should explain reasons for travel plan development and the scope of the travel plan in both the short-term and long-term

The health, economic, environmental and social benefits should be described

This section should briefly underline the relevant national, regional and local policy and outline the relationship of the workplace travel plan with development policies and others

Describe the roles and responsibilities of the Travel Plan Coordinator and of each person/group involved in development and implementation of workplace travel plan

Here must be explained the main purpose of the travel survey

The questionnaire and the full travel survey results should be attached to the travel plan

The key findings of travel surveys should be included in the text (especially existing mode shares) and how these will influence strategy, targets and measures

Describe the site and any current issues, problems or areas of concern. For example:

• Site location, boundaries and access points for all modes of transport• Walking location, nature and quality of on and off-site facilities. Consider also

time penalties, the capacity of available facilities and entry/exit points• Cycling location, nature and quality of on and off-site facilities. Consider also

time penalties, the capacity of available facilities and entry/exit points• Public transport – location, nature and quality of facilities, routes, hours of

operation, frequency, available capacity, accessibility and other facets• Anticipated car use – car sharing, pool cars, fleet• Accessibility for disabled travellers• Any other relevant existing site-specific travel initiatives

It must be included in the travel plan to provide sufficient context

Analyse the environmental impact (Calculation of CO2 emissions per mode and total)

Analyse the costs related to staff travel

State what the organisation wants to achieve by implementing the travel plan

State the measurable goals used to asses the objectives – such as modal shift - and the timeframe

State elements to be measured

List the action to be taken considering the following issues:

• Dates for implementation and completion• Persons responsible for the actions• Resources required (time and money)• Communication methods (state actions for involving employees and mechanisms for delivery)



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Section Monitoring and evaluation Financial issues

Content Monitoring strategy

Evaluation

Cost of travel plan

Financial benefits

Sources of founding

Other financial issues

Comments State how the WTP will be monitored

Identify how the effectiveness of the travel plan is tested and what the indicators for success are

State the frequency which the travel plan will be reviewed

State who is responsible for collecting and publishing data

State who is responsible for producing monitoring report

Based on the monitoring information, revise progress on targets

State the reason for adjusted targets

State the cost for each element involved: co-ordination, initial budget, surveys, etc.

State the financial benefits of the travel plan indicating the reduction of cost per element

State the source and the amount

State any other expenses

8. Annex 3

Mode CyCLING

CyCLING

CyCLING

CyCLING

CyCLING

CyCLING

CyCLING

CyCLING

8.1 Travel Plan Measures – Common examples

Travel Plan Measure Cycle parkingProvide safe, secure and covered cycle parking close to the entrance of the workplace

Bicycle User Groups A collection of staff who raise awareness of the need for better facilities for cyclists at work

Pool bikesProvide a number of bikes for staff to make short work-related journeys along with locks, helmets, panniers and lights. Folding bikes can be used easily on journeys combined with public transport.

Facilities Provide lockers, changing/drying facilities and showers

Financial incentivesOffer financial incentives such as interest-free bicycle loans or discounts for bicycle purchase

Mileage allowanceProvide a cycle mileage allowance to enable financial reimbursement for staff cycling on company business

Publicity and promotionProduce cycle map identifying quiet and safe cycle routes to premises

Cycle links to your siteCan the local authority improve cycle infrastructure to the site

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8. Annex 3 cont.

Mode CyCLING

CyCLING

WALKING

WALKING

WALKING

WALKING

WALKING

PUBLIC TRANSPORT

PUBLIC TRANSPORT

PUBLIC TRANSPORT

PUBLIC TRANSPORT

CARS

CARS

CARS

STRATEGIC

STRATEGIC

STRATEGIC

STRATEGIC

Travel Plan Measure Repairs Offer an onsite bicycle repair service to staff (weekly/monthly)

CompetitionsCycle to work competitions for staff with prizes for those that cycle the furthest over a 4 week period. A permanent competition can be arranged through a competition website

Health BenefitsRaise awareness of the health benefits of walking through promotional materials

Maps Maps showing safe walking routes, indicating distances and times to the most common destinations, link with public transport services

InfrastructureEnsure that footpaths to, from and on site are direct, well lit and well maintained.

Pool UmbrellasMake available a pool of umbrellas in the reception area for staff members wishing to walk to a nearby meeting or go shopping at lunchtime

CompetitionsWalk to work competitions for staff with prizes for the staff members that walk the furthest over a 4 week period. A permanent competition can be arranged through a competition website.

Promotion Promote the benefits of Public Transport to staff: often cheaper than the car, don’t need to find a parking space, can relax or work on PT.

Disseminating public transport informationPromotional leaflets indicating routes/bus times/costs could be distributed to staff, or put on website or attached to pay slips

IncentivesInterest Free Loan for staff to purchase annual season ticket / communal travel passes staff can use

Shuttle busProvide shuttle bus for staff – especially useful for sites out of town

Car Pooling Procure lease cars for staff to use for work-related journeys so they do not have to bring their car to work

Car Sharing Identify colleagues with similar routes to work, in order to share a single car to share the cost of driving

Car ClubsEmployers can request access to a car club car during working hours as a cheap way of providing car access to staff for meetings

Car park managementCar parking costs can be a major drain on an organisation’s resources - Give priority staff parking to Electric Vehicles - Reduce the number of parking spaces - Introduction of parking charges

Alternative Work PracticesOrganisations can reduce the need to travel by providing IT support to allow employees to work from home or introduce flexible working hours

Freight Deliveries Rationalisation of deliveries - could fewer trips be made by better co-ordination of deliveries? Encourage use of local suppliers.

Fiscal incentivesCash instead of company car


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9. Annex 4

9.1 Evaluation grid for PEWTA 2010

Evaluation Grid Employers

Points

Key 0 - 2 : Poor

3 - 4 : Fair

5 - 6 : Satisfactory

7 - 8 : Good

9 - 10 : Outstanding

No. of points Employer Employer ...

possible 01 02

1 - Commitment of the Employers

Commitment: anchored in overall organisation strategy 10

2 - Objectives

Objectives defined 10

3 - Measure package

Description of measures implemented 20

4 - Communication

Towards staff, visitors, external public 10

5 - Evaluation

Monitoring schemes 10

6 - Results

Figures related to modal shift 20

7 - Costs & cost benefits

10

8 - Originality and innovation

10

TOTAL 100

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10.1 Summary table to be used to develop a travel plan

10. Annex 5

1. Developing an effective travel plan - Advice for Government departments, Department of the Environment, Transport and the Regions, London, January 2000

2. Guidance for workplace travel planning for development, Transport for London, TfL Group Publishing, March 2008

3. Travel Plan Resources Pack for Employers – Department for Transport, September 2006

4. White Paper, ‘European Transport Policy for 2010: Time to Decide’, Commission of the European Communities, Brussels, September 2001

5. Communication from the Commission to the Council and the European Parliament of 22 June 2006 on the mid-term review of the Transport White Paper, “Keep Europe moving - Sustainable mobility for our continent, published in 2001. Mid-term review of the Transport White Paper, published in 2001 by the European Commission”

6. Green Paper, ‘Towards a New Culture for Urban Mobility’, European Commission, Brussels, September 2007

7. Action Plan on Urban Mobility, ‘Communication from the Commission to the European Parliament, the Council, the European Economic and Social Committee and the Committee of the Regions,’ {SEC(2009) 1211} {SEC(2009) 1212}, Brussels, 2009

8. COMMERCE Deliverable 2.1: Benchmarking Report & Draft Standards (See www.commerce-eu.org)

9. COMMERCE Deliverable 3.2: Report on Pan European Mobility Plan Awards (PEWTA) 2008 (See www.commerce-eu.org)

10. COMMERCE Deliverable 3.2: Report on Pan European Mobility Plan Awards (PEWTA) 2009 (See www.commerce-eu.org)

11. Bibliography

Timescale Action/ Action for Objective Target Responsible Implementation By when Measures promotion date month/year


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11. COMMERCE Deliverable 5.1: Mobility plan guide book (See www.commerce-eu.org)

12. PAS 500:2008, National specification for workplace travel plans, BSI, November 2008

13. MAXimise Mobility Management – A guide to results from the MAX Project – aiming to extend, standardise and improve Mobility Management, Published by FGM-AMOR on behalf of the MAX-consortium, October 2009 FGM-AMOR Austrian Mobility Research

14. Plan de Déplacements d’Administation – mode d’emploi, Agence Régionale de l’Environnement et des nouelles énergies Ile-de France

15. Bulletin of the Observatory on Transport Policies and Strategies in Europe, Issue No.5, February 2002

16. www.londoncouncils.gov.uk/commerce/default.htm

17. www.promobilite.fr

18. www.epomm.eu

19. www.eltis.org

20. Department for Transport’s Travel Plan Resources pack for Employers www.dft.gov.uk/pgr/sustainable/travelplans/work

Monitoring and evaluation Resource requirement Need for Method Timescale Responsible Results Results Results Results Results Requirement Funding review 1st year 2nd year 3rd year 4th year 5th year yes/no


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LondonLondon European Partnership for Transport (LEPT)LEPT was established in April 2006 as a new partnership organisation to increase the level of coordination and involvement of London and London boroughs in Europe, particularly related to mobility management. LEPT is supported by Transport for London.

BudapestStudio MetropolitanaFounded in 1995 by the Municipality of Budapest, Studio Metropolitana is an institute which undertakes research and awareness-raising in the sphere of urban issues.

EPOMMEuropean Platform On Mobility Management (EPOMM)EPOMM is a network of governments in European countries that are engaged in Mobility Management. EPOMM is an international non profit organisation with a seat in Brussels.

ParisConseil Regional de L’Ile de France (CRIF)CRIF is responsible for the Master Plan of the Ile de France region. Regional environment and energy agency (ARENE)

BucharestRegia Autonoma de Transport Bucuresti (RATB)RATB is the main public transport operator in Bucharest, it is responsible for the operation of buses, trams, and trolley buses. RATB employs over 12,000 staff and is coordinated by the General Council of Bucharest Municipality.

Camera de Comert si Industrie a Municipiului Bucuresti (CCIB)Founded in 1868, CCIB is a NGO which promotes trade and industry in Bucharest, Romania. It offers European-standard services for the local business community and foreign investors.

PlovdivMunicipality of PlovdivThe local authority is responsible for urban infrastructure and the city’s transport plan. Plovdiv is the second largest city in Bulgaria.

KaunasKaunas CityPart of the Municipality of Kaunas, the City development division, in cooperation with the Transport division, is responsible for all sustainability projects carried out by the local authority.

Management Meeting The first meeting of the project partners took place in November 2007. The meeting was hosted by the Ile De France region in Paris. Each partner presented an overview of their local transport situation, copies of the presentations can be viewed through the partner pages on the COMMERCE website www.commerce-eu.org.

An exciting outcome of the meeting was the development of a joint action with the International Transport Forum. The COMMERCE project partners were joined at the meeting by Mary Crass from the ITF and it was agreed that COMMERCE will work in partnership with the ITF to run 2008’s Pan European Workplace Mobility Plan Award for Companies. The award will be presented at the ITF forum in May 2008 and at ECOMM 08 in June in London.

The second project management meeting will take place in London in June 2008, to coincide with ECOMM 08.

Mobility Plan Guide In order to promote Workplace Mobility Plans a range of tools are being developed within the COMMERCE project. The first tool to be developed is a guide to European best practice on mobility

planning methodology. The Île-de-France Region, which is leading on the development of stakeholder involvement techniques within the project, has coordinated the production of this guide. Helped by LEPT and TfL, it has built on existing material from both France and the UK. The tool is a 25 page guide providing an overview of the key issues to be addressed in order to successfully implement a Workplace Mobility Plan. The focus is on non-technical issues to provide information for companies on the key underlying issues essential for successful implementation. Building on examples of Workplace Mobility Plans developed by companies in France and the UK, the guide provides a step by step approach to reach both quality and efficiency in the development of mobility plans. The guide will be translated into all 5 project languages for use at an induction seminar in June 2008. The guide will be available to download from the COMMERCE website.

PEWTA – Pan European Award for Workplace Mobility Plans The first Pan European Workplace Mobility Plan Award (PEWTA has been organised jointly by the COMMERCE project and EPOMM, the European Platform on Mobility Management. It aims to demonstrate the essential role that organisations can play in reducing congestion and the negative environmental impacts of transport through the development of Mobility Plans.

There are two categories in this award:• Private organisations that have

implemented a successful workplace mobility plan (Award for Companies)

• Public bodies that have established a programme supporting the development of workplace mobility plans (Award for Public Authorities)

The awards ceremony for both categories will take place at the European Conference on Mobility Management (ECOMM) in London on 5th June.

This year the Companies awards will be also awarded by the International Transport Forum at their Forum in Leipzig.

Best Practice study on Mobility Management In order to set criteria for the PEWTA and, at a later stage, set the standards for Workplace Mobility Plans throughout Europe, an EU-wide desk study was conducted by Mobiel 21 of the EPOMM consortium. A total of 57 good practices were collected, analysed and brought together in a typology report. The pool of good practices consists of examples found in various databases such as PIMMS, EPOMM, ELTIS, ASTUTE and other good practice collections. The most important conclusions in the typology report were the need for quantitative data in workplace mobility planning, the large number and variety of measures already taken up in planning processes and the need for monitoring data and procedures. An encouraging finding is that surveying mobility needs and travel patterns of staff and visitors has already become

Best Practice study on

Leipzig.

Best Practice study on

495.08Further information and contact details can be found on the project website:www.commerce-eu.org

COMMERCE partners

standards for - eltis

Documents