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Smarter Travel Richmond upon Thames: The Programme 2009 - 2011

Smarter Travel Richmond upon Thames: The Programme 2009 - 2011. Richmond upon Thames: Characteristics. Approximately 180,000 residents Major tourism and sporting destination with over 4.5m visitors per year 5% of trips by cycle – more than twice the London average

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Smarter Travel Richmond upon Thames: The Programme 2009 - 2011

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  1. Smarter Travel Richmond upon Thames: The Programme 2009 - 2011

  2. Richmond upon Thames: Characteristics Approximately 180,000 residents Major tourism and sporting destination with over 4.5m visitors per year 5% of trips by cycle – more than twice the London average 284,000 daily trips by residents, of which 1/3 are made by car 2

  3. Richmond upon Thames: Environmental Context Target to become ‘greenest borough in London’ Richmond has the 2nd highest CO2 transport emissions of any London borough Local innovation such as CO2 based parking charges

  4. A partnership programme between Transport for London (TfL), the London Borough of Richmond upon Thames (LBRuT) and key local stakeholders £4.2 million programme March 2009 - September 2011 Travel awareness and planning, information provision, social marketing principles, and small-scale infrastructure Programme of integrated workstreams: Schools Workplace Destinations Face to Face marketing Travel Awareness Walking & Cycling Smarter Driving What is Smarter Travel Richmond upon Thames?

  5. Targeted Campaigns Based on residents’ propensity to change their travel behaviour Targeting of all journey purposes, rather than only school and work trips Efficient investment; focusing limited resources where most likely to be effective FFF • All Trips • Four target areas (50K households) • Twickenham • Hampton • Hampton Wick • Mortlake • Two target market segments • Environmentally Aware • Cosmopolitan Living Purpose of car trips

  6. Programme Objectives Primary: • To enable real, informed choice between the full range of travel options • To increasethe share of journeys made by walking, cycling and public transport across the Borough and to key destinations • To ensure that the STR programme provides lasting benefits for Richmond Secondary: • To reduce congestion, CO2 emissions and local air quality pollutants • To improve health of residents through active travel

  7. The Core Delivery Team Smarter Travel Richmond Core Team (SMTR) Principal SMTR Manager Adminstrative Officer SCHOOL TRAVEL DESTINATIONS & WORK PLACE COMMUNICATIONS PLANNER PTP Principal Transport OFFICER Principal Travel Principal Transport Planner Planner Planner Assistant Assistant Travel Transport 3 x Travel Plan Planner Planner Advisors Assistant Travel Planner Travel Road Safety Cycling Officer Awareness Co- SWELTRAC Team ordinator

  8. Key Stakeholders Priority 1 Senior Managers across all 5 directorates Local politicians Police National Health Trust/PCT Priority 2 Rugby Football Union Waitrose Supermarket Ethnic Minorities Advisory Group Richmond Society RCVS Head teachers forum Richmond/London Cycling Campaign Richmond upon Thames College Culture Sports development

  9. Measuring performance: Monitoring Framework Headline target To increase the share of cycling, walking and PT trips by 5% by September 2011. A monitoring framework was established to measure performance against the main targets and objectives and inform the direction and management of the programme The STR programme currently has 33 output and outcome KPIs: Baseline – September 2008, six months prior to launch Monitoring milestones – September 2010 and 2011 Mid-programme review – July/August 2010 Legacy strategy – Winter 2010/11

  10. Monitoring: Principles and Application Independence of evaluation -external data collection, interpretation and reporting Use of reliable data – range of sources, cycle, bus, car club and traffic data, iTRACE, as well as a tested and simple telephone survey of 1500 residents, collected every September Isolation of exogenous factors -use of a reliable Control – Raynes Park and Outer London. Programme Board and Steering Group receive quarterly reports covering performance management indicators Projects and campaigns, in particular pilot initiatives, are also separately evaluated.

  11. Social marketing and campaigns www.smartertravelrichmond.org8, 539 hits (March – Sept) of which 6, 964 were new Media exposure: regular local press coverage and specialist publications – 91,000 circulation Targeted advertising: brand, Borough magazine, bus stop posters and local newspapers, What’s On local guide Over 16 local road shows with 31,000 footfall Cycle Starter Pack: 1,450 distributed Use of low cost local or free space to maximise value for money

  12. Workplaces 3 travel plan networks in Twickenham, Richmond and Teddington Workplace Travel Plans 70 workplaces engaged 2,000 employees covered A streamlined process with improved communication and exclusive benefits This approach extends the reach of travel planning, resulting in better value for money

  13. Schools 100% School Travel Plans 6 School Travel Plans accredited as ‘bronze’ 9 schools benefiting from improved highway infrastructure 25 schools participating in Walk Once a Week (WoW) Schools ‘Go Green’ newsletter distributed termly to all schools, parents and governors

  14. Destinations Thames Travel Plan Network developed in partnership with Thames Landscape Strategy 12 key tourist destinations along the River Thames engaged Staff and visitors being targeted Investment in pedestrian and cyclist small-scale infrastructure to improve access to destinations

  15. Car Clubs • The biggest success to date. • Tripling the number of bays from 30 to 93 • Tripling the number of available vehicles from 36 to 107 • Specific incentives to encourage residents to join • More than doubling of membership from 1096 (Feb 2009) to 2512 (Jan 2010) – target for Sep 2011 was 2,250 • 50% more residents said it was very likely that they would join a car club, compared to Control Year 1 and Borough baseline

  16. Mode Share - Year 1 Results Encouraging results since September 2008 borough travel diaries indicate (results based on only the first six months of delivery): Increase in cycle trips 35% of Richmond residents ‘attracted to cycling in next year and probably will’ higher than 2009 target of 33% Walking is up - against a previous trend of decline Small increase in rail trips Bus trips are reasonably stable

  17. Changing Awareness and Influencing Attitudes 17 Increased awareness and changed attitudes usually precedes a change to behaviour. Increase in residents strongly agreeing that there is provision for cyclists in their area (31% to 36%). The number of people “attracted to cycling in next year and probably will” has increased from 33% to 35%. Increase in residents agreeing that there are lots of bus route local to them (59% to 73%). It is difficult to detect a strong trend in awareness and changing attitudes, other than in relation to car clubs. Consequently, more simple and focused campaigns (eg car clubs) may be more effective in 2010.

  18. Year 1 Achievements Strong foundation year that has generated significant outreach activity to stakeholders, residents, workplaces and to schools STR has an evidence based strategy aiming to cost-effectively deliver modal shift New website and integrated journey planner. Infrastructure – over 300 on street cycle stands installed and a further 300 in schools, new car club bays, cycle routes Two travel plan networks launched in Richmond and Twickenham Every school re-engaged in travel planning Car clubs membership change has far exceeded targets Encouraging signs of attitudinal and behavioural change

  19. Summary of 2009 Performance • The STR programme had been running for only 6 months at the evaluation point • There is evidence of increased awareness of travel options where there has been a specific campaign. Otherwise weaker evidence of changing attitudes. • A number of key indicators appear to be moving positively more rapidly in Richmond than in control areas. • Whilst many of the indicators are encouraging, the final performance of STR partially depends upon intensive engagement with schools and businesses. 19

  20. Key challenges Achieving headline behavioural change target Achieving 33 KPIs Politics – local elections Engaging internal and external stakeholders Time restraints Number of projects being delivered Evidencing monitoring and evaluation Staff turnover Balancing Borough/TfL expectations Achieving legacy Balance between infrastructure and social marketing

  21. Contact details Nicky Ward Smarter Travel Richmond Programme Manager T: +44 20 8487 5357 E: nicky.ward@richmond.gov.uk W: www.smartertravelrichmond.org.uk

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