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DRAFT
TravelSmartlarge-scale cost-effective mobility management.
Experiences from Perth, Western Australia
B. James
Travel demand management or mobility management is
growing in interest as political decision-makers realise
that it is not financially and socially feasible to attempt to
build enough roads to satisfy growing car use. In reaching
this conclusion, political decision-makers confront a
dilemma. Car users want quicker travel times for their
car trips but they are not prepared to suffer the negative
impacts of excessive car use. The solution lies in changing
the travel behaviour of individuals but not through mea-
sures that are seen to constrain current car use. Therefore
low-cost voluntary behaviour change programmes that
deliver change are very appealing. The implementation of
the Western Australian large scale TravelSmart pro-
gramme proves that it is possible to motivate people to
use their cars less without constraining access to their
destinations. The outcome is a very cost-effective alterna-
tive to building expensive road infrastructure solutions
and provides better use of public transport, cycling and
walking infrastructure. The programme has been able to
achieve a modal split which parallels that of the early
1980s and the planned programme will be implemented
on a large scale reaching over 300 000 people. This pro-
gramme provides a way forward in a field of transport
that has been bereft of effective techniques acceptable to
political decision-makers. The winning of resources for
the programme has been undertaken within a ‘campaign’
framework comprising proof of public value, developing a
capacity to deliver, and winning community support.
TravelSmart has developed from an extensive knowledge
of travel behaviour and applied within a leadership and
community learning paradigm.
1. INTRODUCTION
Travel demand management or mobility management has
developed in recent times from concepts to reality as the
political and community imperative has demanded transport
professionals achieve desired transport outcomes in a cost-
effective way. Community expectations for comprehensive
solutions rather than the traditional single-sector solutions
have precipitated a paradigm change for many transport
planners.
This paper outlines the transport planner driven approach taken
in Perth, Western Australia, to address these expectations. The
focus has been on volunteer travel behaviour change and
delivered within a ‘campaign’ framework to attract sufficient
resources to mainstream the flagship programme, TravelSmart
Individualised Marketing. The framework and the principles
applied within the framework are described and supported with
evidence where appropriate.
The outcome achieved is a major reduction in car driver trips
with a commensurate increase in walking, cycling and public
transport trips for a large proportion of the Perth population.
The funding of the programme from capital funds, within a
strategic asset management decision process, allows compar-
ison with a traditional transport infrastructure project and the
cost-effectiveness of the programme means it is able to attract
sufficient resources.
An outline of how Individualised Marketing works is presented
along with the results of the pilot project and the first large-
scale application. A brief description is also provided of the
other programmes operating within the TravelSmart suite of
initiatives.
A more detailed description of the TravelSmart activities and
tools, such as the cost–benefit analysis, are available on the
website at www.travelsmart.transport.wa.gov.au.
2. WHAT IS TRAVELSMART AND WHY DO IT?
TravelSmart
1
is the registered trade mark attached to a suite of
initiatives that entail voluntary travel behaviour change
programmes in Western Australia. The aim of TravelSmart is to
achieve desired targets defined in the Metropolitan Transport
Strategy (MTS) for the Perth Metropolitan Region, as shown in
Fig. 1.
1
It achieves this reduction in the number of car trips
people make by empowering them to walk, cycle and use public
transport. The emphasis is on voluntary behaviour change as
opposed to involuntary change through measures such as road
pricing or parking restraints.
The reason for these targets is to retain the liveable city features
of Perth over the next 30 years as the population grows by
25%. The growth in vehicle-kilometres is forecast to increase by
50%.
The evidence collected and presented in this paper shows that
TravelSmart is able to make a substantial yet cost-effective
contribution to achieving these targets.
Proceedings of the Institution of
Civil Engineers
Municipal Engineer 151
??? 2002 Issue ?
Pages 1^9
Paper 12746
Received ??/??/2001
Accepted ??/??/2001
Key wo rds:
social impact/transport
management/transport planning
B. James
???
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DRAFT
3. TRAVELSMART PRINCIPLES
The principles applied for TravelSmart are based around the
need to achieve confluence of three factors, as defined by
Professor Hermann ‘Dutch’ Leonard.2As shown in Fig. 2, the
factors are
(a) quantification of public value of the programme to the
community, Government and private sector
(b) gathering community support
(c) building capacity to deliver the programme.
Within these three factors, the principles used are now
described.
3.1. Public value
The method used to quantify public value is to measure actual
behaviour change. From this it is possible to estimate benefits,
such as the health benefits from increased physical activity
from walking and cycling.
3.1.1. Measuring results. There are two fundamental questions
that had to be answered to quantify public value.
(a) Will people change their behaviour and by how much?
(b) If they change their behaviour, how long will it last?
The rigorous measurement processes using ‘before’ and ‘after’
evaluation travel surveys with control groups and random
sampling provided
(a) evidence that behaviour change is possible and is sustained
(b) arguments for behaviour change based on facts rather than
theory or ideology
(c) quantification of the costs and benefits vital to obtain
resources.
The measurement of change is essential to construct business
cases for resources. The measure of success is the extent of
people’s behaviour change rather than differences in people’s
knowledge and attitudes. The other quantification has been the
change in car use; the primary measure being changes in
overall vehicle-kilometres travelled. This measure of change in
people’s travel behaviour and car use has been fundamental in
attracting sufficient resources.
3.2. Community support
To build community support, a ‘campaign’ approach was
adopted (the term ‘campaign’ being used in the context of
influencing decision-makers and not in the sense of a social
marketing campaign with mass media marketing). This neces-
sitated the development and implementation of strategies aimed
at key decision-makers, which ran concurrently with the
collection of evidence as per the public value principle.
70
50
40
30
20
10
0
60
Percentage of daily trips
2·5% 7·7% 3·5% 6·7%
4·0%
24·5% of all trips 2029 current trend
2029 MTS target
Car
driver
Car
passenger
Public
transport
Cycle Alternatives
to transport
Walk
Fig. 1. Modal split targets defined in the Metropolitan Transport Strategy
Public
value Community
support
Capacity
Fig. 2. The three underlying principles of TravelSmart
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The key aspects of the campaign to build community support
were use of appropriate language, evidenced argument derived
from research, stakeholder empowerment and garnering inter-
sectoral support.
3.2.1. Language. The use of appropriate language is important
in building community support. The term ‘travel demand
management’ or ‘mobility management’ is difficult to under-
stand and the word ‘management’ implies constrained mobility.
The branding ‘TravelSmart: it’s how you get there that counts’
was adopted to overcome this negative perception. This also
translates travel demand management into lay person’s lan-
guage. It will not be used for regulation or other interventions
that are likely to constrain mobility, thereby changing people’s
understanding of what the brand means.
3.2.2. Research. Research is fundamental to the whole Travel-
Smart approach. The objective of the research was to build
arguments for change based on evidence. The two primary
research instruments were household travel surveys, to measure
behaviour before and after the interventions, and a face-to-face
in-depth household survey to ascertain attitudes and percep-
tions and quantify the potential for behaviour change. The in-
depth surveys are of sub-samples of the household travel
surveys.
The in-depth household surveys identified strong community
support for programmes favouring more walking, cycling and
public transport. This became a crucial starting point to enlist
the interest of political decision-makers. Use of an in-depth
research technique developed and applied by Socialdata
Australia was able to quantify the theoretical potential for
behaviour change.3
The in-depth research was able to identify that for 55% of trips
(see Fig. 3), people had no option but to continue using either
the motor car or environmentally friendly modes (walking,
cycling and public transport). The reasons include having to
carry luggage, lack of a driver’s licence, or it is too far to walk.
Conversely, for the other 45% of trips, people had the option of
using the environmentally friendly modes or using a motor car
as a driver or passenger. The size of this ‘choice market’ is
available without having to provide additional public transport
services or cycling and walking infrastructure. In Perth they
chose the motor car for 78% of the ‘choice market’ trips. The
objective of TravelSmart is to increase the choice market share
for the environmentally friendly mode trips (as shown by the
arrow in Fig. 3).
The key take-out message from this research is the debate shifts
from whether people can change their behaviour to which
technique to use. It also recognises that for many trips people
have no option other than using their cars.
The combination of the measured results from Individualised
Marketing with this potential research moved the debate in
Perth from ‘people will not get out of their cars’ to identifying
and applying effective voluntary behaviour change pro-
grammes that actually entice people to change car driver trips
to other modes.
3.2.3. Empowerment. Principles of empowerment used entail
concepts of community learning, partnerships and providing
people with skills.
In the case of centralised programmes to deliver voluntary
behaviour change, it is not about telling people to change but
giving people the information, skills and motivation to choose
the alternative modes to the car to suit their unique circum-
stances.
Empowerment is also important for agencies and organisations
that will deliver their own TravelSmart programmes, such as
local government and major trip attractors (e.g. universities and
hospitals). The undertaking of travel research is combined with
community learning processes for local government authorities
to learn about travel behaviour of their local community and
then implement initiatives relevant to their communities. The
use of research for both community and agency empowerment
underpins cultural change processes that occur within these
organisations. This combination is also important for the
community learning process with key opinion-leaders.
A key principle of the empowerment approach is for key
opinion-leaders and decision-makers to realise that the sum of
small travel behaviour changes each person makes delivers
large effects. This results in
(a) people realising they do not have to sell their car or change
their lifestyle
(b) empowering people so that they know they can contribute
to the community good as well as gain personal benefits
(c) local opinion leaders learning that there are many realistic
opportunities for people in their community to change car
trips to walking, cycling and public transport trips.
3.2.4. Inter-sectoral support. Identification of the beneficiaries
and building cross-sectoral support is important to any
campaign. This was added by quantifying the benefits in the
different sectors. A proactive strategy was implemented to
expose the potential for and effectiveness of behaviour change
techniques to the following sectors
(a) public transport planners and providers
(b) cycling planners and advocates
Chose environmentally
friendly mode
Environmentally
friendly mode
Chose
motor car
Motor car
Choice
No option
Choice
No option
Fig. 3. The choice market and the no-option market
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(c) walking interests
(d) physical health advocates
(e) environmentalists
(f) road planners and advocates.
These stakeholders were shown the results of the research
through a series of presentations over a couple of years
following the completion of milestones in the pilot project and
research. An example was a presentation made to politicians of
all parties of how the project works, followed by a visit to the
telephone room during the first large-scale Individualised
Marketing project.
3.3. Capacity
Having the capacity to deliver programmes is as fundamental
as having proven public value and built community support.
Implementing travel behaviour change using voluntary meas-
ures is a new activity in the transport sector.
This has meant the need to pick and enhance proven
programmes, such as Individualised Marketing developed in
Germany for public transport and Safe Routes-to-School
developed in the UK. These have been enhanced through
continuous improvement after each application of the inter-
vention.
The capacity issue is applicable not only for the Department for
Planning and Infrastructure (DPI) but also for the private sector,
local government and organisations responsible for managing
major trip attractors. This also links closely to empowerment of
these organisations.
4. STRATEGIC ASSET MANAGEMENT
The linkage between voluntary behaviour change and transport
infrastructure in the DPI’s resource allocation process is
through the concept of strategic asset management (SAM). The
application of the campaign paralleled the gaining of resources
through the SAM process.
SAM is a decision process that considers a range of options
before new physical infrastructure is constructed.
‘In many circumstances it is possible, and desirable, for government
to provide services without creating assets. Non-asset solutions may
involve the rationalising of facilities, re-shaping community attitudes
and demands, or changing the rules, for example, by altering
legislation.’4
Proven TravelSmart programmes that deliver sustained behav-
iour change align with the definition of non-asset or non-built
solutions.
Figure 4 shows the SAM decision-making process. The major
infrastructure projects in the transport sector are roads, new
public transport services, networks and stations, cycleways and
footpaths. The first stage is to consider the effectiveness of non-
built solutions, or demand management options. In this case the
aim of non-built solutions, in the context of the MTS targets, is
to maximise the use of existing public transport, cycling and
walking infrastructure and services and defer the demand for
new road infrastructure. Having completed this stage, consid-
eration is then given to modifying existing infrastructure to
maximise its effectiveness in the second stage. The creation of
new infrastructure to satisfy travel demand should only be
considered when there are no cost-effective options available in
the first and second stages.
The outcome of applying the SAM concept to TravelSmart is
that it allows major TravelSmart programmes to be funded
from capital funds. The capital funding process allows an
annual assessment process of projects, a comparison between
projects, and is much more lucrative than recurrent funding.
The reason for this is that recurrent funding tends to remain
fairly constant unless existing programmes are curtailed to
accommodate new programmes. Institutionalised activities
within large departments tend to make this a very difficult task.
Therefore, funding for major new initiatives within the Western
Australian public sector is best achieved from capital funding.
Establishing the conceptual rationale is one step; the next step
is to prove the ability and cost-effectiveness of major
TravelSmart projects to deliver outcomes. It has therefore been
a crucial requirement to quantify the extent and sustainability
of behaviour change achieved, and application of a benefit–cost
assessment to allow comparative judgements against other
capital projects. Community support is also a crucial factor.
5. TRAVELSMART INITIATIVES
This section of the paper provides a description of the
TravelSmart initiatives. It is worth reflecting on the various
aspects within the campaign framework presented so far. The
development of initiatives under the TravelSmart brand can be
categorised as follows.
(a) Centralised programmes delivered by the State Govern-
ment. The two programmes delivered in this way are
TravelSmart Individualised Marketing and TravelSmart
Workplace.
(b) Empowerment of organisations to deliver their own
TravelSmart programmes. Programmes in this category are
TravelSmart to schools, local government, and major
destinations).
5.1. Centralised
5.1.1. Individualised marketing. The main programme designed
to deliver behaviour change on a large scale is the use of a
dialogue marketing technique called Individualised Marketing.
This is a customer-friendly empowerment programme that
combines informing, skilling and motivating people to change
Decision-
making
process
Outcome
Travel demand
satisfaction New infrastructure
strategy
Existing infrastructure
solutions
Non-built solutions
Strategic
asset
management
MTS targets outcome
2
3
1
Fig. 4. Strategic asset management decision model
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some of their car trips to walking, cycling and public transport
trips. Fig. 5 is an outline of how the technique works. The
following description uses the results of the large-scale
application.
The intervention begins by reaching all households by
telephone, where it is possible to match name, telephone
number and address being telephoned. In the case of the City of
South Perth, that meant 15 300 out of an estimated 17 300
households. Some 94% of these were reached and, through a
series of questions, each household was segmented into three
categories as shown in Table 1.
Households with a strong interest in using public transport but
are not regular users are offered a home visit by bus drivers
from the local public transport bus operator. In this circum-
stance, households may be offered a test ticket allowing them
free use of public transport for a period of time. The principle
applied is that people can also change their behaviour through
experience.
of public
transport and
cycling
for using
alternatives
in using an
alternative mode
in using an
alternative mode
Home visit for public transport,
including a test ticket
Direct contact
Random sample travel survey to measure behaviour change
Random or panel sample travel survey to measure behaviour change
Public transport
Bicycle
Walking
Bus stop specific timetables
Cycling maps
Heart-mover kits
6% not reached
15% 40% 39%
Fig. 5. Individualised Marketing process
Category Attributes Action
Regular user Already walk, cycle and use public
transport on a regular basis (15%) Provide requested information and a reward for their current
behaviour
Not interested Not interested in using alternative modes
to the car (39%) Leave alone. This is important as it minimises a negative response
from elements of the community to the programme
Interested Interested in using alternative modes to the
car (40%) These households are offered a range of information materials.
For public transport it includes a local route map and pocket
timetable for the bus stop nearest their house. For cycling, a
series of brochures on cycling issues (e.g. cycling and the law) and
a local cycling route map were offered. For walking, a ‘heart
movers’ kit developed by the Heart Foundation
Table 1. Segmentation of households
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On completion of the intervention and after the test tickets
have expired, a random sample of households in all three
segments complete a one-day travel diary. In future pro-
grammes it is planned to also use a panel sample selection to
allow clearer identification of which population groups change
their behaviour.
The rewards offered were a book on the history of the local
authority area, a TravelSmart mug or water bottle and a carry
bag for shopping.
(a) Pilot test. The pilot test showed a 10% decrease in car driver
trips through a 90% increase in cycling trips, 20% increase in
public transport trips and a 16% increase in walking trips. The
level of mobility measured by the number of trips people made
(3·4 per day) and the number of places they went to remained
constant. People on average increased their daily physical
activity through walking and cycling by 4 min per day. These
results apply to the whole community, including those who
chose not to participate in the programme.
Survey work has shown that this behaviour change was
sustained two years after the pilot project was completed. The
results are shown in Table 2.
A number of control groups were used to ascertain if there were
any changes in travel behaviour over the two years due to
external effects. For the November 1997 ‘after’ survey a control
group with a sample size of 153 households was also surveyed.
A control group with a sample size of 207 households was used
for the November 1998 ‘after’ survey. In both cases there were
no external changes in travel behaviour detected. The control
group samples were randomly selected from households within
the City of South Perth.
The February 2000 sample raised the issue of seasonal effects.
To deal with this, a previous continuous travel survey over a
12-month period in Perth was used. The only available survey
of this nature was undertaken in 1986. The February 2000
results were adjusted accordingly. A control group survey was
not undertaken for the February 2000 survey.
(b) First large-scale application. A large scale application of
this project to the 15 300 households achieved a better result
than the pilot project. The large-scale results are shown in
Table 3.
The town of Victoria Park comes under the jurisdiction of a
neighbouring local government authority. It was used as a
control group as there was a previous travel survey available5
and it was removed from the effects of the Individualised
Marketing programme that covered the entire population of the
City of South Perth. The sample size of the 1999 Victoria Park
travel survey was 426 households. A total of 242 households
were drawn from the original sample to form a panel sample.
The control group results are shown in Table 3 with the modal
split remaining constant except for a shift in walking trips to
car passenger trips.
A second ‘after’ survey was undertaken in November 2001 with
a sample size of just under 800 households; however, the
results are not yet available.
The increase in public transport patronage in the City of South
Perth has been confirmed with an average 24% increase in
After pilot test
Base
Sept. ’97 Main mode Nov. 97 Nov. 98 Feb. 2000
12% Walking 14% 15% 14%
2% Cycling 4% 4% 4%
60% Car as driver 54% 53% 54%
20% Car passenger 21% 21% 21%
6% Public transport 7% 7% 7%
3˝4 Trips per person per day 3˝4 3˝4 3˝4
n= 383 Sample size$households n=172 n=206 n=145
Table 2. Behaviour change achieved by the pilot test
Control group
Victoria Park ‘After’ large-scale
evaluation survey
Base
Sept. ’97 Main mode Before After Oct. 2000 Extent of change
12% Walking 15% 13% 16% +35%
2% Cycling 4% 4% 3% +61%
60% Car as driver 56% 56% 52% 714%
20% Car passenger 20% 22% 22% +9%
6% Public transport 5% 5% 7% +17%
3˝4 Trips per person per day $ $ 3˝4 3˝4
n= 383 Sample size$households n=242 n=242 n=706 $
Table 3. Behaviour change ascertained by the large-scale test
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public transport initial boardings. (Initial boardings are used to
measure increased far revenue as there is no revenue gained
from transfers.) This information was derived from the
Transperth electronic ticketing system covering sections of bus
routes operating within the City of South Perth. The initial
boardings for 1999 were used as the benchmark and the initial
boardings for 2000 and February to June 2001 were compared
against 1999 to derive this 24% increase.
The cost of implementation, including installation of bus stop
specific timetable modules, is just under A$38 per person for
the whole population—a total cost of A$1·3 million. Many
people argue that this is too expensive, which is true if
compared to the traditional cost measure (i.e. the delivery cost
of marketing materials into each household).
A socio-economic evaluation of the benefits and costs showed a
59:1 benefit–cost ratio and a net present value of A$72 million
(discounted at 8% over 15 years). The cost–benefit analysis
method is outlined by Ker and James.6The major benefits were
(a) net savings in car running costs (includes public transport
fares) = A$43·9 million
(b) air pollution and greenhouse impacts = A$15·6 million
(c) health and road trauma benefits = A$8·4 million
(d) reduction in road congestion = A$7 million.
It is worth noting if net savings in car running costs only are
used, the cost–benefit ratio is still very high. For example, the
large-scale project cost A$1·4 million and the net car running
cost savings for one year are A$8·26 million. This is based on
the gross car running cost savings of A$8·8 million minus the
increased public transport fares of A$0·54 million. The car
running costs are based on the per kilometre cost of fuel, tyres
and vehicle servicing; that is 17·2 Australian cents per
kilometre.
The expansion of the programme to other areas is projected to
deliver a benefit-to-cost ratio of 34:1 as the cost of providing
additional public transport capacity is incurred. Therefore,
evaluation of the intervention as a return on investment by the
State Government, rather than identifying the cheapest cost to
deliver information to each household, shows that the pro-
gramme delivers benefits much greater than the capital cost.
(c) Main stream large-scale application. Capital funding has
been secured,* on the basis of the success of the first large-scale
application, to apply the project to reach a population of about
340 000 over a four-year period. The benefit–cost assessment
shows that an investment of A$11 million to reach 340 000
people will return over A$374 million worth of benefits over a
15-year period.
If the same changes achieved by the large-scale test are
extrapolated across the Perth region to 435 000 people, the
impact is as shown in Fig. 6. It is worth noting the
A$14 million required to reach this population represents about
4% of the current annual expenditure by the State Government
on new public transport and road infrastructure.
The beneficiaries of this programme areas follows.
70
50
40
30
20
10
0
60
Percentage of daily trips
0·8% 0·4% 0·4% 1·5%
3·0% of all trips 2029 current trend
2029 MTS target
Effect of planned programme
Car
driver
Car
passenger
Public
transport
Cycle Alternatives
to transport
Walk
Fig. 6. Effect of large-scale application on MTS targets
* A$2·4 million will deliver Individualised Marketing to 60 000 people
in 2001–2002. Capital funding forward estimates of A$5·1 million in
2002–2003 and A$3·1 million in 2003–2004 will reach an additional
220 000 people.
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(a) Commonwealth National Government—reductions in
greenhouse gas emissions and increased level of physical
activity in the community.
(b) State Government—increased public transport fare rev-
enue, deferral of road infrastructure and increased use of
cycle infrastructure, reduced vehicle emissions affecting
regional air quality and reduced health costs from
increased level of physical activity in the community.
(c) Local government—reduced impacts from less local traffic
and increased use of cycle infrastructure.
(d) Private sector—increased fare revenue for private–public
transport operators and increased custom for local busi-
nesses as people walk to local shops rather than drive to
large shopping centres.
(e) Community—savings in travel costs, increased life expec-
tancy from increased physical activity and better air
quality, and increased opportunities for social interaction
with other members of the local community through more
walking.
5.1.2. TravelSmart Workplace programme. The Western Aus-
tralian Department of Environmental Protection has developed
and implemented a TravelSmart Workplace programme. This
programme is delivering similar behaviour change rates to the
Individualised Marketing. It has been delivered centrally by the
Department to eight employers located in the Perth Central
Area.
This programme can also be placed in the empowerment
category if employers implement their own activities (e.g. green
commuter plans). A challenge of the workplace programme is
in identifying employers who have a broader view than their
core business and are willing to help influence how their
employees travel to and from work.
5.2. Empowerment of organisations
5.2.1. TravelSmart to school. The travel surveys undertaken for
the Individualised Marketing programme show that the number
of education trips is the same as the number of journey-to-
work trips. Comparison of travel surveys undertaken in Perth in
1986 with the Individualised Marketing ‘before’ and control
group surveys also shows that many cycling and walking trips
to school have been replaced by car trips (serve passenger).
The reasons for this change are likely to be subjective as the
travel distance and land-use patterns have remained constant.
The outcome includes greater traffic flows around schools,
increased risk of road trauma for children and a growth in
travel dependency by young children.
TravelSmart to school focuses on how children travel to school
by including the children themselves, teachers, parents and the
relevant local authority in the programme. The ‘Safe-routes-to-
school’ programme is an important prerequisite as it identifies
safe routes for children to use and makes unsafe road crossing
points safer.
5.2.2. TravelSmart and local government. Local government is
seen as a vital player in travel behaviour change. It has a major
role in influencing local trips, providing local transport
infrastructure (e.g. cycleways) and enacting land-use planning
measures. Local government also has institutional discretion to
grow into new activities that meet local needs.
The TravelSmart approach with local government is built on
three components.
(a) Undertake random sample travel surveys of households in
each local authority involved. Examples of how this is
presented into resource booklets are available from the
TravelSmart website at www.travelsmart.transport.wa.
gov.au.
(b) Work with the local authority to develop a TravelSmart
action plan. This involves local community consultation
and community learning with the travel survey informa-
tion.
(c) Subsidies for the employment of local TravelSmart officers.
These officers will provide a mechanism to develop and
implement the action plans, continue the community
learning process and influence council decision-making
over a period of time.
5.2.3. Major destinations. Major trip attractors, such as uni-
versities, are in a position to influence how their ‘customers’
access their sites. The impetus for change is often driven by the
pressure to respond to car access by providing expensive multi-
storey car parking. In the case of the University of Western
Australia, over 40% of students and staff live within a 30-
minute bicycle ride of the campus. In this instance, the use of
voluntary travel behaviour change measures become attractive
and can be very cost-effective. This programme is in the very
early days of development.
6. SUMMARY
This paper has provided an outline of the campaign framework
used to achieve the mainstreaming of the voluntary travel
behaviour change paradigm within Perth, Western Australia.
The key features of the framework were proving public value,
garnering community support and building capacity to deliver
the programme. The paper has also shown how this new
paradigm has been incorporated into the capital funding
resource allocation process. The results of the flagship TravelS-
mart Individualised Marketing programme have been presented
to provide strong evidence of the effectiveness of this
programme in proving public value. The smaller programmes
have also been briefly outlined.
7. CONCLUSIONS
TravelSmart has delivered a new transport planning approach
to tackle growing traffic congestion in major cities. It has
been delivered through strong research to collect evidence
(public value), a campaign strategy to build community support
and understanding, and building capacity to deliver TravelS-
mart.
The success of the Individualised Marketing component will be
a major step towards achieving the MTS targets in return for a
small outlay. The linkage of this programme to infrastructure
funding through Strategic Asset Management has provided the
resource opportunity to expand the programme to 400 000
people. Successful delivery could lead to further expansion.
The next step in proving public value is to incorporate the
8Municipal Engineer151Issue ? TravelSmart$a new transport planning approach James
FIRST PROOFS TH i:/Thomas Telford/Me/ME-12746.3d Municipal Engineer—Paper P12746 Page: 8 KEYWORD
DRAFT
Individualised Marketing programme into the models used in
Perth to forecast traffic volumes on the road and public
transport networks.
The current implementation of Individualised Marketing pilot
projects in other cities in Australia and the UK will test the
ability of the programme to replicate similar results in other
locations.
REFERENCES
1. DEPARTMENT OF TRANSPORT.Metropolitan Transport Strategy.
Western Australian State Government, Perth, 1996.
2. LEONARD H. ????????????????. Proceedings of a Seminar,
Perth, 22 May 2000.
3. BRO
¨GW., ERL E., FUNKE S. and JAMES B. Potential for
increased public transport, cycling and walking trips.
Proceedings of the 23rd Australasian Transport Research
Forum, Perth, 1999, 257–302.
4. THE TREASURY.Strategic Asset Management: An Overview.
Western Australian State Government, Perth, 1996.
5. ????????????? Victoria Park Travel Survey. 1999.
6. KER I. and JAMES B. Evaluating behavioural change in
transport—a case study of Individualised Marketing. Pro-
ceedings of the 23rd Australasian Transport Research
Forum, Perth, 1999, 703–720.
Please email, fax or post your discussion contributions to the secretary: email: lyn.richards@ice.org.uk; fax: +44 (0)20 7799 1325;
or post to Lyn Richards, Journals Department, Institution of Civil Engineers, 1^7 Great George Street, London SW1P 3AA.
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