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Martha Jefferson Opportunity Innovative employer action

Martha Jefferson Opportunity Innovative employer action. Randy Salzman TDM Research and Consulting. Global Warming, Peak Oil, Health. Need individual transport behavioral change… …on a massive scale …in the short term …with little governmental power

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Martha Jefferson Opportunity Innovative employer action

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  1. Martha Jefferson OpportunityInnovative employer action Randy Salzman TDM Research and Consulting

  2. Global Warming, Peak Oil, Health Need individual transport behavioral change… …on a massive scale …in the short term …with little governmental power …in a culture which prizes individuality …with almost non-existent substitutions …which generally require decades to build

  3. Our Drive HabitChange inevitable but most resist change • Early childhood theories are “engravings in brain” • Education piles up but fundamental engravings generally remain unchanged • When forced to connect outside formal training “respondent reverts to earlier engraving” • Cognitive dissonance. We try to square what we do with who we claim to be… We rationalize our behavior Gardner, 2004

  4. Reprogramming HabitChange inevitable but most resist change Seven Tools to change Minds Reason: Research: Resonance:Representational Re-Descriptions: Resources and Rewards:Real World Events: Addressing Resistances Self-Determination, Autonomous Decision Success “Autonomous choice requires a decision that is accompanied by the experience of endorsement and willingness.”

  5. Intrinsic & Extrinsic MotivationAutonomy vs Control Balance • Autonomy-supportive policies provide meaningful information, not intended to frighten or pressure • Autonomy-supportive communications illustrate what is right for “them” – the audience • Autonomous actions are internalized, maintained over time • And the “thems” can become the “us’s”

  6. How to change behavior • Push methods (Sticks): Command and Control 1. Higher gasoline taxes 2. London’s congestion charge 3. Higher parking charges 4. Higher vehicle registration fees 5. Key the paint jobs on all Hummers…

  7. How to change behavior • Pull methods (Carrots) 1. Education – like Travel Awareness programs 2. Enticements to try alternatives 3. Strong leadership 4. Subsidies 5. Cash-out parking

  8. Behavioral Change Model“Seven Stages of Change” 1. Awareness of Problem Issues of automobile externalities, like congestion, global warming, foreign policy 2. Accepting Responsibility (“We have met the enemy and he is us!”) Understanding the personal, corporate, organizational relevance 3. Perception of Options Recognize that there are other methods of transport 4. Evaluation of Options Consider if one or more option is viable 5. Making a Choice Truly desire to modify own behavior 6. Experimental Behavior Getting out and trying that choice 7. Habitual Behavior Adopting for long-term

  9. TDM – Martha Jefferson Plan“Think Globally, Act Locally” Prime reason Martha Jefferson moving: Parking C-ville, parking space construction average $23,000 Have 1,500 employees; countless visitors Most traffic cross the Free Bridge on U.S. 250 – already overwhelmed, 28,000 cars per day Projections; 57,000 cars per day after move

  10. TDM – Martha Jefferson Hospital “Think Globally, Act Locally” • Employer Based 1. Save on Parking 2. Save on long-term Health Care 3. Highlight Community Relations • Utilizes Social Marketing • Utilizes Individualized, Dialogue Marketing • Underscored by extensive communication, marketing, leadership, behavioral change and consumer behavior data • Utilizes “Carrots, sticks AND tambourines”

  11. Social MarketingTDM – Martha Jefferson Plan Discuss auto externality issues w/staff at monthly department/division meetings for 1 year. Socially market driving issues in short, five-minute segments (one issue each meeting) led by “know-nothing” upper management 1. Illustrates hospital leaders behind “right thing.” Upper management follows short basic script 2. Allows “framing” discussion. Max 10 slides keeps upper management directing info flow 3. Eliminates off-message questions. “Keep meeting short for department’s benefit” 4. Allows monthly reiteration of same, simple “right thing” message. “The hospital cares. Hope you do too” 5. Reinforces “changers.” Assures them they made right decision

  12. Social MarketingHealth Externality Discussion Maximum: 10 slides Greatest potential for organizational health benefits accrue if sedentary adults begin regular, moderate activity • Like walk to transit stop daily • Or active daily transportation • Doctors prescribe walks today • Business: Every $ spent on fitness returns $3.15 in health benefits. • Fit: Average 3-5 less sick days • Some employers pay bonus for fitness -- $7 to $14 per percentage/pound lost

  13. Foreign Policy DiscussionMaximum: Five Minutes Past 30 years, US engaged in “petro-imperialism” US military become “global oil protection force” • US “puts up a democratic façade, emphasizes freedom of the seas (or pipeline routes) and seeks to secure, protect, drill and ship oil” • With 4.5 percent of population, US uses 26 percent of world oil • About 63 percent as auto fuel in driving 2.9 trillion miles annually U.S. Geologic Survey American Theocracy

  14. Individualized, Dialogue MarketingWestern Australia For a decade, promoting alternative transportation through “individualized dialogue” marketing 418,000 citizens • Have annual 14-percent reduction in car-miles driven • A 27-percent increase in “muscle-powered” transport • A 67:1 benefit-cost ratio – (highway projects 4:1) And opened a new commuter rail line in December with 90-percent approval ratings

  15. Individualized, Dialogue MarketingWestern Australia Today Western Australia is expanding the concept to individually, dialogue market citizens in Energy, Water, Recycling “People want to be part of the solution. They just don’t know how.” Brög, TravelSmart founder, 2007

  16. Dialogue MarketingTDM – Martha Jefferson Plan Monthly ask employees following externality discussion if want more info or consider another transportation mode Sign each individual up for dialogue marketing 1. Allows work with only employees beyond Behavioral Stage 1 and, therefore, more likely to address habit while building all toward Stages 2-4 2. Allows bypass/isolation of advocates for auto lobby 3. Builds towards individual and corporate “tipping point” 4. Similar to WA’s ‘TravelSmart’ but employer-solution focus

  17. TDM – Martha Jefferson Plan“Think Globally, Act Locally” Have knowledgeable advocate individually market that employee with data and rewards for attempting other commute styles. Again, similar to Western Australia’s successful “TravelSmart” program. 1. About 35-50 percent of called households decline to hear more 2. Still so effective that 135,000 families targeted 2008, as many as 12 personal contacts 3. Cost: $50 per household 4. All demographics – including professionals – utilize alternative transport 5. WA does have employer commute programs but emphasis is on total household transportation With social marketing, moves the mass as well as quickly gathers “low hanging fruit.”

  18. Dialogue MarketingTDM – Martha Jefferson Plan • Discover commute/transportation needs • Show options: Hike, bike, car-van pool, transit, telecommute Bus schedule from nearest stop; Perhaps free pass Bike shop discounts Connect employees working similar hours • Emphasize guaranteed ride home program • Emphasize flex car possibilities • Solve disincentives; Create incentives • Research: Why Americans drive? What causes change? • Research: Health effects of change.

  19. Dialogue MarketingTDM – Martha Jefferson Plan In each department, train “first commute changers” to become individualized marketers 1. As known entities, they become living proof 2. And can be compensated via cash-out parking. Space cost: $23,000 -- Deck cost: $29 million Constantly connect driving externalities to media articles Illustrates personal rewards of those changers 1. Can lose weight 2. Will save money

  20. Dialogue MarketingPossibilities – Martha Jefferson • Group biking/running club • Van/car pool discounts at Giant • Own electric bike share program • Electric trolley from old to new location • Pedometers with monthly prizes • Van/car pool park free in best spaces

  21. Social, Dialogue MarketingPossibilities – Martha Jefferson Not as well developed programs… • Cornell University: 1990, now has 52 percent of employees arriving on alternative transportation • Richmond VDOT began “Cash Out” parking after 2000 and has 1/3 of employees arriving on alternative transportation • Washington metro area (and state) now limiting parking for organizations building new campuses

  22. TDM – Martha Jefferson PlanNeed: Substitutions • Typical Transport Plan: Demand MUST exist NOW • Projection: MJH move will double traffic on Free Bridge • Huge political pressure for new Rivanna highway bridge once MJH moves • New Bus Service: Present CTS operating cost -- $357,000 per route annually

  23. TDM – Martha Jefferson PlanNeed: Substitutions • Foot bridge already on City master plan • Riverside Park/Woolen Mills to State Farm • Part of Rivanna Trail design • Not on County’s Pantops Plan • MJH moves: 2012

  24. TDM – Martha Jefferson ProgramEffects • Utilizes effective communications, marketing, consumer behavior, behavioral change and leadership research • Generates hard fact, not stated preference, data (Guaranteed ride home sign up) • Convinces autonomous decision makers toward sustainability and promotion of sustainability • Aids “carry-over” into other sustainability aspects on job and “diffusion” to other employees • Reinforces “right” decision before, during, after fact

  25. TDM – Martha Jefferson ProgramBenefits Cost Savings @ $23,000 a space Improved employee health Decrease future PR problem with action now Receive positive press as “sustainable” and “niche” marketing Show hospital’s forward thinking Illustrates “can be done” to American policy makers Boosts research reputation

  26. Next Steps Employees/management lobbying to build foot bridge Provide inside contact for gathering information Begin process through focus group for devising internal survey Find health research partner in hospital Seek funding for research project: (blue moon, DRPT, Robert Wood Johnson, CDC, Rockefeller…maybe even oil lobby.)

  27. In the EndAmerica Must Address Drive Habit Most analysts say Americans have about 10 years to alter oil consumption significantly before Peak Oil and Global Warming overwhelm economies and perhaps destroy planet… “There’s really no doubt we’re going to have to change our habits… “We could be in deep trouble as a social system… “We could see democracy entering its death throes.” • Charles Maxwell, the energy guru often called “the dean of energy analysts”

  28. Thinking AheadProviding Solutions Martha Jefferson Opportunity Randy Salzman TDM Research & Consulting salz@rocketmail.com 434-987-2754

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