North Bristol SusCom

Travel Behaviour Change Pilots

Benjamin Buckby, Senior Change Practitionerbenjamin.buckby@icecreates.com0151 666 7221 | 07740 252140

Richard Forshaw, Executive Director richard.forshaw@icecreates.com0117 911 3619 | 07540 412304

Contents

1. Recap on essentials to travel behaviour change

2. Update on pilots – NHS Blood and Transplant, UWE and Airbus

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

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?”

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

Traditional transport planning and modelling assumes travel behaviour is based on rational choice and utility maximisation

C = IVT + OVT + OPC

Predictably irrational behaviour

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

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

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cons

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Inte

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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

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

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

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…?”

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

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.”

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

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