Workplace travel plan

Coordinator's guide

Print version: Workplace travel plan: coordinator's guide (PDF, 518 KB, 24 pages)

1. Benefits of a workplace travel plan

1.1 Introduction to workplace travel plans

Travel planning involves five phases:

Set-up
Data collection
Action planning
Implementation
Monitoring

Raising awareness and consultation throughout your workplace is central to the development process.

Figure 1 - Phases of a workplace travel plan

There are a number of ways a workplace travel plan can benefit your workplace.

Solve parking and space problems
Workplace travel plans can reduce pressure for car parking, enabling the space to be used for other purposes. It may be that you are relocating and won't have as many parks available, or that you'd like to reduce the cost of renting or maintaining your carparks.
Provide real cost savings to your company
Many companies don't realise how much money they spend annually on travel-related expenditure, such as fleet fuel costs, company cars, other workplace-related travel and carpark expenses. By analysing your travel patterns, you may identify areas where your workplace can save money.
Improve your company's image
Being perceived as environmentally friendly will improve your company's image and make it more attractive to customers and shareholders. It will also make it more attractive to present to future employees as a good place to work.
Increase opportunities for accessing your workplace
You may be able to draw from a wider pool of labour if your workplace is more easily accessible by means other than by car.
Promote a healthier and more motivated workforce
Studies show people who walk or cycle to work are more alert and less stressed when they arrive than their colleagues who drive. In addition, the more physically active your staff become, the fewer sick days they may take. This can help increase your company's productivity.
Gain environmental/sustainability accreditation
Having a travel plan can help your company gain environmental accreditation for schemes such as ISO 14001. It's also an excellent practical step in your sustainability programme and works well for those doing triple bottom line reports.

What do travel plans achieve?

Travel planning programmes are part of the government's overall national policy framework focusing on sustainability.

The government has a National Energy Efficiency and Conservation Strategy (NEECS) that targets a 20 percent energy efficiency improvement by 2012. Currently, the transport sector consumes more than 40 percent of New Zealand’s energy. Workplace travel planning, along with other travel demand management initiatives (such as school and community travel planning) are key to New Zealand achieving the NEECS goal.

Benefits from travel planning will also help New Zealand address the Kyoto Protocol, as transport is a major contributor to the country's carbon dioxide emissions.

1.2 Resources and outcomes for workplace travel plans

Figure 2 - The five phases of workplace travel planning – resources and outcomes for travel plans

1.3 Successful workplace travel plans

Research has found seven key factors in successful workplace travel plans.

Ownership
The plan must be ‘owned’ by the workplace. In other words, it needs to be seen to be developed by the people in the workplace for the benefit of staff and the workplace generally.
Benefit for the workplace
Successful workplace travel plans have generally been implemented where the workplace has pressing issues that need addressing (eg parking, relocation). The travel plan becomes a way of resolving these issues and ensuring good solutions are implemented.
Tailored to the workplace's needs
The travel plan must be tailored to the particular workplace rather than attempt to impose a standard response.
Champion
A ‘champion’ is needed within the workplace to provide the internal impetus and push to go through the travel planning process. The champion is usually a senior manager committed to the project.
Coordinator
The workplace travel plan coordinator provides the glue to drive the cohesive development and implementation of the travel plan. They provide an essential link between the workplace and external stakeholders, such as councils and consultants (if used). The coordinator needs sufficient time and resources to carry out this work.
Outcome-based approach using a specific model
A workplace travel plan should focus on achieving outcomes. Different workplaces will action different parts of the process in different ways. As long as all the bases are covered, this process will generate a solution owned by the workplace.
Positive relationships and commitment of key stakeholders
There needs to be a positive relationship between stakeholders (staff, managers, council representatives) and the workplace travel plan coordinator. Frequent, clear communication is essential.

1.4 Resources to run workplace travel plans

Consider these human and financial resource requirements when designing a workplace travel plan project.

Travel plan coordinator

Your responsibilities as a travel plan coordinator may vary. Your workplace may decide that the role is one of coordination, ensuring that the tasks in the travel plan development are undertaken while not actually doing them yourself. For instance, there could be different individuals doing such things as leading focus groups and publicising the travel plan, all reporting to you. Alternatively, you may undertake the majority of the work yourself.

Your responsibilities as a workplace travel plan coordinator might include:

overseeing the development and implementation of the travel plan
obtaining and maintaining commitment and support from senior managers, staff, union representatives
designing and implementing effective marketing and awareness campaigns to promote your travel plan
setting up, coordinating and attending working groups
coordinating the necessary data collection exercise required to develop your travel plan
acting as a point of contact for all staff requiring information
liaising with different departments, such as human resources and corporate services, and external organisations, such as local authorities
coordinating the monitoring programme for your travel plan, including target setting
presenting a business case to secure a budget for travel plan development and ensuring its efficient and effective use.

Qualities of the travel plan coordinator

You will need to demonstrate enthusiasm, negotiating skills and an ability to communicate effectively with people at all levels. Other qualities include:

credibility among the staff and ability to command respect – you will be trying to persuade them to change the habits of a lifetime
the capability to deal with all types of people within your workplace and external organisations
a practical and realistic approach, with a balanced perspective
organised thinking and ability to multitask
belief in the cause of helping the environment, with a knowledge of environmental and workplace issues.

The time required for the travel plan coordinator role will vary. Some large businesses have appointed a full-time coordinator, while smaller workplaces have selected a coordinator from their existing workforce, who works on the travel plan in addition to their usual day-to-day work.

The travel plan coordinator should report directly to a managing director, chief executive or general manager as this will reinforce the importance of your travel plan to the rest of the staff. This person should also be fully committed to the travel plan, as they may need to champion it in meetings and to others.

Working group

The working group needs to represent the workplace. (See the steps in the action planning phase for more detail.) The time needed for the working group will vary and depend on the findings for each workplace. As a guide, one or two meetings may be required during the set-up phase, three or four meetings during the action planning phase and quarterly or six-monthly meetings during the implementation phase.

The role of the working group is to:

provide the management support required to take ideas forward and make strategic company decisions
steer the travel plan in the desired direction and address any issues
set tasks, priorities and work programmes for the travel plan coordinator
agree any necessary funding
monitor and review progress, and identify realistic targets for taking the travel plan forward
keep key people informed of progress with the travel plan
ensure that the travel plan work is coordinated with other activities in your workplace
lead by example.

The working group should not be too large and should include a managing director or similar-level management representative, a member from each key department and the travel plan coordinator. Other people, such as local authority and public transport representatives, can be invited as necessary.

Travel plan development project costs

The source and amount of funding are critical issues to consider when initiating a travel plan. Operating costs will be incurred throughout the plan's development (eg for administrative support and survey data collation). Land Transport NZ provides funds through regional, district and city councils to develop and implement workplace travel plans. The request for funds must come through councils as part of their annual land transport programme.

Ongoing time and resource requirements

There will be resource requirements during the implementation phase. These depend on the size and scope of the travel plan, and will be detailed during the action planning phase. As with the development of the travel plan, funding assistance may be available for the implementation phase, particularly for initiatives that are to be implemented offsite (eg for the council to improve nearby bus stops). While the demands on staff time should decrease once the travel plan has been developed, an ongoing staff resource is likely to be required for the coordinator role and the project work during implementation.

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Last updated: 9 July 2008