Influencing travel behaviour: more homework needed

In July 2004, the UK’s Department for Transport announced the Transport Innovation Fund, a new source of funding for schemes that highways authorities could implement to reduce congestion, particularly in urban areas. A key criterion on which candidate schemes would be judged was to be their effectiveness in influencing travel behaviour. Whilst several of the components that can be combined to exert an influence are not new – travel plans, bus partnerships and incentives to increase walking and cycling have been a part of the transport planners’ tool kit for many years – the communication technologies that are reshaping our social lives are now seen as tools that can be used to reduce the need to travel. In many respects, we can now treat the disease rather than just suppress the symptoms.

The virtual commuter

The cost, speed and reliability of the communications links (and associated technologies) available to nearly all of the UK population have been well documented. Increasing use of online shopping, sourcing of information or entertainment or taking part in interactive gaming all demonstrate the momentous changes that are occurring in the way we communicate. Here, we consider their potential for changing the way we work.

In round terms, commuting accounts for about 30 percent of the trips on the UK’s roads and, of those trips, about 70 percent are made by car. Removing even a single figure percentage of those trips, especially during the morning and evening peak periods could produce a significant effect in reducing the stress on the most congested roads in our towns and cities. So, if we are to encourage workers to become ‘virtual commuters’ and, rather than take the bus or train instead of the car, simply not travel at all, what needs to happen?

Homework can be fun

By using high-speed data, voice and mail links over broadband internet, individuals can access their companies’ systems in a number ways – virtual private networks, web access and Sharepoint systems are now commonplace – depending on the needs of their particular business. Of course, there is a cost not only in the set up and maintenance of these remote ‘stations’ but also in terms of maintaining security of data. However, this is no longer beyond the grasp of businesses large and small.

For those who have already experienced home-based working, being freed from the burden of the morning commute is often cited as contributing to a positive outlook for the day ahead. The time saved can be put to good use in either starting work earlier (‘getting ahead of the game’) or allowing flexibility if some domestic matter has to be attended to at short notice. Equally, not having to face the trip home at the end of a hectic day should lead to reduced feelings of stress and help maintain a healthy work/life balance.

But it’s not for everyone

Despite the apparent attractions, there are some drawbacks. A survey conducted in 2006 amongst the staff of Gloucestershire County Council’s Environment Department revealed four main areas of resistance towards the introduction of part-time homeworking (nominally, two to three days per week), namely:

• Organisational issues: there was concern that not all employees would have sufficient self-discipline to maintain an appropriate level of productivity if they were beyond direct supervision. Problems of communication and co-ordination of work also were identified. Taking these issues into account, it was considered that only 69 percent of the posts would be suitable to migrate to homeworking.
• Staff issues: amongst the worries expressed by individuals were loss of social interaction and, similarly, professional interaction, leading to reduced opportunities to learn ‘on the job’. Also there was a perception that being remote from the centre could hinder career progression. It was concluded that these matters reduced the potential for homeworking to about 37 percent of all posts.
• Technical issues: it is the case that there are some jobs which have to be done at the central place of work. These range from high end tasks, such as the use of specialist computer-based analyses, to administrative tasks, such as handling the organisation’s incoming and outgoing post.
• Domestic issues: not everyone interviewed felt that their domestic environment was suitable (or could be adapted for) homeworking. The presence of young children and the lack of space that could be dedicated to work activities were both concerns in this regard.

Taking all of these factors into account, it was estimated that about 27 percent of all posts in the organisation would suitable for migrating to homeworking if the post-holders so desired.

Overall, that’s a good thing

Clearly, the ‘snapshot’ quoted above will not apply to all businesses – not even all office-based businesses – but it does indicate that there is potential to influence travel behaviour in this way. If we are to make a difference, this has to be a major step forward.

Hyder Consulting is involved with a number of projects that are seeking to achieve significant changes in the way people travel and, in particular, the way people travel to work. Working with clients – which include planning and highway authorities, transport operators and private businesses – the company is part of the Influencing Transport Behaviour initiative and is at the forefront of promoting travel reduction and sustainable travel solutions to development and regeneration projects across the UK and overseas.