north bristol suscom
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Travel Behaviour Change Pilots. North Bristol SusCom. Benjamin Buckby, Senior Change Practitioner [email protected] 0151 666 7221 | 07740 252140. Richard Forshaw, Executive Director [email protected] 0117 911 3619 | 07540 412304. Contents. - PowerPoint PPT PresentationTRANSCRIPT
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North Bristol SusCom
Travel Behaviour Change Pilots
Benjamin Buckby, Senior Change [email protected] 666 7221 | 07740 252140
Richard Forshaw, Executive Director [email protected] 911 3619 | 07540 412304
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Contents
1. Recap on essentials to travel behaviour change
2. Update on pilots – NHS Blood and Transplant, UWE and Airbus
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Why behaviour change?
"Build it and they will come" – wishful thinking
To increase uptake and influence mode choice behaviour, first need to understand your target audience
In-depth insight into their values, beliefs, attitudes, motivations, environment, wider lifestyle and time-space geographies
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A mind shift
Move from…
to…“What’s up with these people that they don’t understand?” “What’s up with us that
we don’t understand these people?”
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The wrong question: “How do we tell people what to do?”
“It would be easy to give the public information and hope they change behaviour, but we know that doesn’t work… Otherwise none of us would be obese, none of us would be obese, none of us would smoke, and none of us would drive like lunatics.”
Iain Potter, Chief Executive of the New Zealand Health Sponsorship Council
A mind shift
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Traditional transport planning and modelling assumes travel behaviour is based on rational choice and utility maximisation
C = IVT + OVT + OPC
Predictably irrational behaviour
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However, wider behavioural determinants and economics at play:
Attitudes Perceived social norms Personal and moral norms Self-efficacy Autonomy Habit Procrastination Heuristics and mental shortcuts Hyperbolic discounting Loss aversion And so on…
Predictably irrational behaviour
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Quantitative and qualitative research methods, e.g. focus groups, staff travel surveys and video diaries, ethnographies, participant observation, journey mapping, etc.
In-depth audience insight
Behaviour
Attitudes
Beliefs
Values
Identity
Exte
rnal
–
cons
ciou
s m
ind
Inte
rnal
–
subc
onsc
ious
min
d
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Intervention mapping and design
Based on in-depth audience insight, co-creative thinking and proven behavioural and social science
Tailor-made to your target audience – avoid turning off others
Hug Nudge Shove Smack
Control
Design
Inform
Educate
Support
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Travel behaviour change pilots
Working with Airbus, UWE and NHS Blood and Transplant
Each with different target audiences, problem behaviours, existing insight, available travel choices, working practices, etc.
Project initiation and scoping phase with UWE and NHSBT
Initial desktop research and insight, ideation, strategic planning and creative concepts with Airbus
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Airbus
Project plan
Project initiation and scoping Initial desktop research and insight Ideation Stakeholder mapping and engagement In-depth audience insight and co-creation Analysis and intervention design Strategic planning and recommendations Implementation
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Airbus Desktop research of existing relevant data, including travel plan, staff travel
surveys, car parking permit policy, accessibility mapping, etc.
Identify and prioritise target markets with the greatest potential for change – “In the next 6 months, would you consider using any of the following…?”
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Airbus
Postcode mapping shows high concentrations and clusters of staff – favourable to car sharing
In October 2012, over three-fifths (61%) of staff indicated that they ‘would be prepared to car share’
In March 2013, almost a quarter (24.2%) of staff they would consider car sharing to work ‘in the next 6 months’
Interventions already in place: priority parking spaces for car sharing, guaranteed ‘get you home’ scheme, Liftshare.com, pool cars for business travel
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Airbus Flexitime, overtime and trip-chaining act as barriers for many staff
The term ‘car sharing’ is seen to over-formalise and complicate what is essentially a simple gesture – sharing a lift to work now and again
Unnerving, uneasy and awkward prospect of a ‘blind date’
Hesitant to enter into what is often perceived to be a binding daily commitment and obligation – fear of losing flexibility
“Car sharing limits flexibility… I like the flexibility of being able to stay at work for extra time to finish a task when necessary; or leave earlier than I originally planned.”
“Not car share because of unreliable others. Have in the past been let down or had to wait.”
“I have been car sharing for nearly 6 months. But due to frequent business travels, it was difficult to manage our regular commute.”
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Airbus
Most car sharing takes place on an informal, ad-hoc basis between close colleagues and friends
Strategy largely based on three proven social science determinants:
1. Perceived benefits (fun) – ‘points mean prizes’ via mobile app leaderboard
2. Social norms (popular) – making car sharing more visible to others and the fear of ‘missing out’ (normative social influence)
3. Self-efficacy (easy) – demystify and reposition ‘car sharing’ as a simple gesture of sharing a lift now and again with a friendly, familiar face
Gamification – generates a sense of competition among colleagues, inevitably increasing uptake and, in turn, visibility – a virtuous cycle
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Airbus
What next?
Engagement with corporate communications dept.
In-depth focus groups with target audience to generate additional qualitative insight and co-create interventions
Provides a sense of ownership, empowerment and engagement
Analysis and intervention design
Strategic planning and recommendations to take forward