Freedom of Information Request 00

Freedom of Information Act 2000 Information Request: 5110196 Date of Request: 16/08/2016 Date of Disclosure: 13/09/2016

Request and Response

Please find Devon County Council’s response to each of your questions below:

Please provide a copy of the business case regarding the introduction of the staff car parking charges at great moor house during the Summer of 2016 detailing the cost benefit analysis.

Please provide a copy of the minutes of the meetings regarding the introduction of the car parking charges at great moor house.

Please provide a copy of the decision records over the introduction of the car parking charges at great moor house.

These measures are being introduced to improve the management of the car park and in line with DCC corporate car parking policy (as attached) which was approved following the implementation of the County Hall Travel Plan in November 2009. This clearly sets out the approval for introducing parking charges at any DCC site.

The need to look at implementing a new management system for Great Moor House was set out and approved in a paper to CSLT on 24 February 2015. This report clearly sets out the case for introducing a managed car park solution for Great Moor House. The proposals were subsequently discussed and approved by Corporate Leadership Team on 5 May 2016:

Corporate Leadership Team Confidential Decision and Action Log 5 May 2015

Present Phil Norrey (Chair), Mary Davis, Virginia Pearson, Jan Shadbolt and John Smith.

Apologies Heather Barnes & Jennie Stephens.

65/15 Car Parking at Great Moor House and Barnstaple Strategic Centres Confidential

Rob Parkhouse and Matthew Jones attended for this item.

Agreed that: MJ MJ

(a) staff parking at Great Moor House and Barnstaple Strategic Centre will be restricted to three days per week and that parking charges will apply aligned to the system currently MJ MJ operating at County Hall;

(b) the County Hall car park management system is extended to the Strategic Centres at MJ MJ Great Moor House and Barnstaple as set out in paragraph 5 of the report; MJ MJ (c) a visitor car park management system (pay parking) is put in place at Great Moor House;

(d) CLT is satisfied that sufficient flexible All All arrangements will be put in place (as apply at County Hall) for the specific needs of social work professionals;

(e) the importance of staff and managers MJ MJ being aware of, understanding and promoting the above arrangements was emphasised and of managers working effectively with facilities management colleagues to support day to day business; MJ MJ (f) all car park income is ring fenced to support alternative travel measures and corporate travel initiatives;

(g) CLT note that the Planning and Transportation Team is updating the Council’s Travel Plan;

(h) Trade Unions will be consulted and communications will follow initially to the staff groups affected and then to the wider staff group.

Please provide a copy of the planning application related to the changes to the road system and park & ride necessary to implement the car parking changes.

The proposed scheme does not require planning consent.

Please advise much will be spent by the council implementing this change broken down into; project management, roadworks, barrier implementation, staff charging system, etc.

The detailed costings for the project have not been finalised and therefore the final costs and break down of these costs is not yet available.

Please advise how much will be spent by the council operating the parking scheme broken down into; manning the road barrier; car parking attendant costs, etc.

It is intended to use existing collection and management processes and resources and it is anticipated that the costs of operating the scheme at GMH will be de-minimus.

Can you advise whether the aforementioned implementation and operation costs will be taken out of the income from the scheme which is meant for green travel initiatives?

Provision for the costs of implementation have been made in the Corporate Maintenance Budget. As with the County Hall scheme, legitimate management costs for the operation of the car park can be drawn from the car park income.

If the implementation and operation costs are to be taken out of the revenue please advise of your forecast P&L for the scheme through 2016- 2020 based on staff numbers at GMH and how much will be able to be used for the green travel initiatives.

Local Authority accounts do not apply Profit and Loss accounting principles. Financial control is achieved through budget monitoring. The proposed charging arrangements in respect of Great Moor House will be cost and budget neutral, with total income estimated at £32,000, with equivalent costs being borne on green travel arrangements.

How much have the council spent on the green travel options said to be introduced at the same time as the staff charging scheme and from which budget?

The measures that are currently proposed and the costs for the period September 2016 – end of March 2017 are set out in the Great Moor House Annual Action plan (see link below). Any upfront costs will be met from corporate budgets initially and off set as car park income is generated.

What are the green travel options said to be introduced at the same time as the staff charging scheme?

The measures that are currently proposed and the costs for the period September 2016 – end of March 2017 are set out in the Great Moor House Annual Action plan, as attached.

If you wish to speak with someone regarding the above request, please contact the Information Governance Team on 01392 384678 or email [email protected]

Use of car parks: core principles for all DCC sites and staff.

1. The provision of car parking space is not guaranteed at any DCC site for any member of staff, including those in receipt of essential car user allowance.

2. Where there is no on site parking provided, DCC does not pay for alternative parking, including for those in receipt of essential car user allowance or blue badge holders.

3. DCC does not reimburse staff, including those in receipt of the essential car user allowance, for car parking costs at their normal place of work which is that indicated as the employee’s base in their contract of employment.

4. Essential car users will not receive any special or priority treatment in relation to any part of this or any subsequent travel policy.

5. Where parking is available this is entirely at the users own risk and no insurance cover is provided by the Authority for any damage that might be sustained

6. Where car parking spaces are available:

7. The appropriate number of disabled parking bays will be provided at each site for use by staff with Blue Badges.

8. Each site will have an appropriate number of parking bays reserved for loading/unloading only and limited to a stay of 30 minutes maximum duration.

9. Over time, parking charges will be introduced at all DCC sites. The income from this charge will be ring fenced and used to extend the provision of discounted bus travel to all DCC staff or other green travel measures. This will be dealt with on a site by site basis.

10. Each proposal, as it occurs, will be fully consulted on with staff and unions.

Great Moor House Travel Plan

January 2016

PREPARED BY Name: Dominique Humbert Position: Business Engagement Officer Date: December 2015

CHECKED BY Name: Emma Hext Position: Technical Director Date: December 2015

AGREED BY Name: Jamie Hulland Position: Transportation and Road Safety Manager Date: December 2015

ACCEPTED BY Name: Dave Black Position: Head of Planning, Transportation and Environment Date: December 2016

Contents 1. Introduction ...... 4 2. Policy context ...... 5 3. Great Moor House...... 8 4. Staff survey results...... 15 5. Aims, objectives and targets ...... 22 6. Measures ...... 24 7. Roles and responsibilities ...... 28 8. Monitoring and review ...... 30 9. Action timetables...... 31 10. Conclusions ...... 33 Appendix A. Great Moor House site location ...... 34 Appendix B. Exeter Walking Map ...... 35 Appendix C. Exeter Cycle Map ...... 36 Appendix D. Exeter Bus Map ...... 37 Appendix E. Employee postcode map ...... 38 Appendix F. Employee Postcode Map (Walking and Cycling)...... 39

1. Introduction

1.1 What is a Travel Plan?

A Travel Plan is a long term management strategy adopted by an organisation or business to encourage employees, visitors and partners to travel by alternatives to single occupancy car use. It sets out transport impacts, establishes targets and identifies a package of measures to incentivise and encourage the use of alternative transport modes.

While encouraging a business or organisation to improve choice and flexibility through the provision of alternative transport options, a Travel Plan should also be realistic and provide effective solutions which meet the needs of employees and the business objectives of the organisation.

1.1 The need for a Travel Plan

Great Moor House is the second largest strategic site of Devon County Council (DCC) and the home to a number of service areas.

Following the publication of the Estates Strategy 1 in 2012, which set out measures to rationalise the size of the DCC estate and concentrate an additional number of employees in fewer locations, the number of staff based at Great Moor House is rising, placing increasing pressure on the site’s limited car parking resources. As such, a Travel Plan is required to ensure the most efficient use of the car park by encouraging the use of alternative travel modes.

A complementary set of measures are required to achieve this, including the introduction of a car park management system (CPMS) alongside the introduction of a series of incentives to encourage walking, cycling, public transport and car sharing.

The implementation of a Travel Plan also offers additional benefits such as increased workplace accessibility, improved employee health and wellbeing and supporting transport choice and flexibility. Further, a Travel Plan will also provide a range of benefits to the local community, for instance, by reducing localised road traffic congestion and associated air and noise pollution with benefits to air quality and, as a consequence, public health.

Further, as a major local employer and Local Authority, DCC has a responsibility to promote best practice in the uptake of alternative transport options and, as such, lead by example in adopting a Travel Plan.

1.2 Scope

This document will set out a plan to ensure the most efficient use of the car parking resources at Great Moor House by encouraging the adoption of alternative modes of travel and monitoring changes in travel choices as a result of the measures implemented. These measures will also support the implementation of a car park management system at Great Moor House, as outlined in section 3.2.6.

1 Estates Strategy

2. Policy context

2.1 National policy

2.1.1 National Planning Policy Framework (2012)

The Government’s National Planning Policy Framework2 (NPPF) was adopted in 2012 and sets out planning policies for England and how these should be applied.

The document highlights the importance of promoting and facilitating travel by sustainable modes, for instance, by giving priority to pedestrian and cycle movements, and providing high quality public transport facilities in developments. Further, the document states the importance of workplace Travel Plans as a key tool in mitigating the transport impacts of development.

2.2 Regional policy

2.2.1 Heart of the South West Local Enterprise Partnership Strategic Economic Plan (2014 to 2030)

The Strategic Economic Plan3 sets out the Local Enterprise Partnership’s (LEP) strategy for economic development across the region which covers Plymouth, Torbay, Somerset and Devon.

The document highlights the importance of providing high quality transport infrastructure in order to deliver economic growth in the region. The potential for replacing short journeys by car with journeys on foot or by bike is noted alongside the importance of maintaining bus networks in larger conurbations and smaller towns and resilient local, regional and national train services.

2.3 Local policy

2.3.1 Devon and Torbay Local Transport Plan 3 Strategy (2011 to 2026)

The Devon and Torbay Local Transport Plan 3 Strategy4 (LTP) outlines the County Council and the Borough of Torbay’s objectives and policies for transport. The LTP has five key objectives including to: . Work with communities to provide safe, sustainable and low carbon transport choices; . Strengthen and improve the public transport network; and . Make Devon the ‘Place to be naturally active’ i.e. encourage active travel.

The LTP 3 recognises that workplace travel planning is an effective way to reduce demand on the road network and encourage more sustainable travel.

2.3.2 Exeter Core Strategy (2012 to 2026)

Exeter City Council’s Core Strategy5 sets out the vision and strategy for spatial development in Exeter up to 2026. The strategy highlights the importance of adequate transport infrastructure in the successful delivery of sustainable growth and suggests that minimising the need to travel, as well as reducing car dependency, are key objectives.

2 National Planning Policy Framework 3 Strategic Economic Plan 4 Devon and Torbay Local Transport Plan 3 5 Exeter Core Strategy

In particular, the strategy highlights the importance of: . Enhancing transport infrastructure and services; . Creating a step change in the use of sustainable transport; and . Providing easy access to jobs and community facilities.

The document also highlights the importance of improving facilities for pedestrians, cyclists and public transport users, and the continued importance of both school and employer Travel Plans in managing demand and delivering behaviour change.

2.3.3 Sustainable Transport Supplementary Planning Document (2013)

Exeter City Council’s Sustainable Transport Supplementary Planning Document6 offers guidance on the design features which may be required to satisfy planning policy and ensure that development results in sustainable travel outcomes. The document states that ‘it should be instinctive to design developments so as to encourage people to walk, cycle or use public transport’.

In addition, the document highlights the significant role an effective Travel Plan can play in encouraging sustainable travel and suggests a comprehensive Travel Plan should be implemented by workplaces with 20 or more staff.

2.3.4 Devon County Council’s Estates Strategy (2012 to 2017)

DCC’s Estates Strategy7 sets out the ways in which the Council will reduce and reshape the authority’s property portfolio to provide a sustainable estate. The strategy focuses on making revenue budget savings, releasing capital assets and lowering carbon emissions to create connected and flexible workspaces.

The implementation of the strategy will see an increase in the number of employees, and visitors, at the Council’s strategic sites, including County Hall. However, it will also increase the flexibility of the workforce by encouraging more remote, mobile and tele working across locations with the potential to positively impact travel demand for commuting and business purposes.

The ICT Roadmap will underpin the way people are able to work. In particular, ICT will support and promote the following, which in turn will help to support a reduction in travel demand: . Improved collaboration and information sharing with organisations and partners; . Increasing the use of social media and maximising the amount of business undertaken electronically; . More flexible and creative ways of working; . Openness and transparency by making information and intelligence available; . Citizens managing their own personalised services; . Strengthened decision-making by helping provide technical platforms to provide insight and evidence; and . Supporting people in getting the most from new technologies.

2.3.5 Devon County Council’s Environmental Policy (2011)

Devon County Council recognises its responsibility to minimise the impact on the environment of its own operations, and acknowledges the contribution the authority can make to protecting

6 Sustainable Transport Supplementary Planning Document 7 Estates Strategy

6 and enhancing Devon’s distinctive natural, historic and cultural surroundings whilst being sensitive to economic and social considerations.

The Devon County Council Environmental Policy 8 outlines the organisation’s environmental objectives and demonstrates its commitment to managing the environmental impacts of its operations and improving its environmental performance.

The policy aspires to ‘help employees, Members and school communities minimise the environmental impact of commuting, reducing the need for fleet, work and school-related travel and minimise the environmental impact of that which is necessary’.

8 Environmental Policy

3. Great Moor House

3.1 Site details

Great Moor House is located on Bittern Road in the Sowton Industrial Estate on the outskirts of Exeter, a city in the rural county of Devon (Appendix A). Benefiting from close proximity to M5 / A30 junction 29, and a key transport corridor on Honiton Road, the site also has direct links to the local and regional bus network, and local strategic cycle network.

As the Council’s second largest strategic site, Great Moor House is home to 450 workspaces and a range of service areas, with employees from both DCC and external partner organisations travelling from across the city, county, and beyond, to reach their workplace.

3.2 Site accessibility

3.2.1 Walking

Despite the peripheral location of Great Moor House within Exeter, a number of residential areas are located within a reasonable walking distance; these include Heavitree, Whipton, St Loyes, Wonford, Newcourt, Monkerton and Pinhoe (Appendix B). Access to the site is via good quality footways and controlled crossings on Honiton Road. The site is also within walking distance of a range of local bus services and transport interchange points, including Digby and Sowton Railway Station with a walking time of 22 minutes.

3.2.2 Cycling

Great Moor House is situated within close proximity to a series of traffic-free and advisory cycle routes which ensure the site is easily accessible for journeys by bike (Appendix C).

Traffic-free cycle routes connect the site to the residential areas of Pinhoe and Whipton as well as Heavitree (avoiding the busy A315 Honiton Road) and Exeter city centre. Good traffic free cycle routes also exist to areas of new residential growth on the edge of the city including Monkerton, Newcourt and Cranbrook. Sowton Business Park is linked to the traffic-free National Cycle Network 2 route which serves the Exe Estuary catchment area.

A range of facilities for cyclists are provided across the Great Moor House site. There are 50 cycle parking spaces in total; however these are not sheltered or secure. Changing and shower facilities are available, comprising one male, one female and two unisex. For employees who wish to cycle on business journeys, two pool bikes are available to use free of charge.

3.2.3 Bus

Situated on a major bus corridor into Exeter city centre (Appendix D), and located within walking distance of a number of bus stops (Figure 3-A), Great Moor House is well-served by a variety of bus services to the city centre and destinations to the east (Table 3-A).

Figure 3-A: Bus stop locations

Bus stops on Honiton Road provide regular links to services into Exeter city centre. However, for employees based in certain areas of the city, such as Alphington and St Thomas, the use of multiple connecting bus services are required to access Great Moor House, leading to increased journey times despite employees being within a 5 km radius of the site.

Number of services per hour Services Route Morning (7am-9am) Evening (4pm-6pm) Westbound Eastbound Westbound Eastbound Millwey Rise – Axminster – Kilmington – Wilmington – Honiton – 4 1 1 1 1 Alfington - Ottery St Mary – Cranbrook - Exeter Millwey Rise – Axminster – Kilmington – Wilmington – Honiton – 4A 1 1 1 1 Alfington - Ottery St Mary - West Hill – Cranbrook - Exeter Millwey Rise – Axminster – Kilmington – Wilmington – Honiton – 4B - 1 1 1 Alfington - Ottery St Mary - West Hill – Cranbrook - Exeter City Centre - Honiton Road Park and RED 6 5 5 5 Ride Met Office - Business Park – Pinhoe - B Exeter City Centre - Marsh Barton - 2 2 2 - Exminster Exeter - Exeter Airport - Ottery St 56B 2 - 1 2 Mary – Honiton - Sidmouth Exeter - Exmouth Estates - Budleigh 58 - 1 1 - Salterton Exeter - Clyst St. Mary - Newton 52A Poppleford – Sidmouth – Sidford - 1 1 1 2 Seaton. Exeter - Clyst St. Mary - Newton 52B Poppleford – Sidmouth – Sidford – 2 1 3 1 Sidbury - Honiton

Table 3-A: Summary of bus service provision at Great Moor House

Journeys on the regional bus network may not be perceived as favourable for employees travelling to Exeter from a south or south west direction (e.g. St Thomas, Exwick, Newton Abbot, Teignmouth) given the radial nature of bus routes, which terminate in the city centre and require a connecting service to access Great Moor House.

The nearby Honiton Park and Ride provides a regular and direct bus service into the city centre. Staff and visitors to Great Moor House are not eligible to utilise the car parking facility at the Park and Ride site, unless they are utilising the bus service. However, anecdotal evidence suggests a number of staff do utilise the Park and Ride site. This activity could present a risk to the successful implementation of a CPMS at Great Moor House.

To incentivise bus use, all staff whose salary is paid through DCC payroll are able to obtain a 10% discount on Stagecoach annual bus season tickets which offer unlimited travel in the Exeter, Barnstaple and Devon Stagecoach network areas (Table 3-B).

Standard Discounted Ticket Coverage fare fare 52 Week Megarider Stagecoach Exeter network £560 £504 52 Week Megarider Gold Stagecoach Devon network £940 £846

Table 3-B: Stagecoach annual bus season tickets fares (October 2015)

In 2016, a new real time information system will be launched on bus services across Devon. As such, Great Moor House employees will be able to benefit from up to date information on the location and arrival time of bus services which serve the site and nearby area. A free smartphone app will be available for download and information will also be displayed on a series of real time screens at key locations in the city.

3.2.4 Train

Great Moor House is equidistant between two railway stations which offer connections to local, regional and national destinations. Great Moor House is situated 1.9 km from Digby and Sowton Station which provides a half-hourly connection to Paignton and Exmouth, and an hourly connection to Barnstaple (Table 3-C). The station can be reached on foot in 22 minutes and by bike in 5 minutes.

Destination Calling Points Frequency

St James Park - Polsloe Bridge - Digby and Sowton - Newcourt - Topsham - Exmouth Half-hourly Exton - Lympstone - Exmouth Digby and Sowton - Polsoe Bridge - St James Park - Exeter St Davids - Paignton Exeter St Thomas - Starcross - Dawlish Warren - Dawlish - Teignmouth - Half-hourly Newton Abbot - Torre - Torquay Digby and Sowton - Exeter Central - Exeter St Davids - Newton St Cyres - Barnstaple Crediton - Yeoford - Copplestone - Morchard Road - Lapford - Eggesford - Hourly Kings Nympton - Portsmouth Arms - Umberleigh - Chapleton - Barnstaple

Table 3-C: Digby and Sowton Station service information

Great Moor House is situated 1.7 km from Pinhoe Station which provides a regular connection to stations on the London Waterloo line (Table 3-D). This station will also provide a link to the residential area of Cranbrook when Cranbrook station opens. The station can be reached on foot in approximately 22 minutes or by bike in 8 minutes via Pinn Lane or along the off-road cycle route adjacent to Ambassador Drive. The B bus service also connects this station with bus stops on Honiton Road, a 2 minute walk from Great Moor House.

Destination Calling Points Frequency Pinhoe – Cranbrook9 - Whimple - Feniton - Honiton - Axminster - Crewkerne - London Waterloo Yeovil Junction - Sherborne - Templecombe - Gillingham - Tisbury - Salisbury - Hourly Andover - Basingstoke - Woking - Clapham Junction.

Table 3-D: Pinhoe Station Service Information

As an area undergoing rapid growth, rail has the potential to offer attractive and fast alternatives to travel by car. The Devon Metro project, led by DCC, aims to enhance the rail travel experience for journeys into Exeter through the construction of new stations, enhancing station facilities and improving rail services (Figure 3-B).

9 Planned to open in late 2015.

Figure 3-B: Devon Rail Network

3.2.5 Car

Car sharing is when two or more people travel together instead of in separate cars. They may take it in turns to drive, or regularly use a single car and contribute to the costs. The website ‘Carsharedevon.com’ sits within the national ‘Liftshare’ scheme and enables employees to simply and securely find others travelling in the same direction and arrange to share a car.

DCC has a private group which operates through the Carshare Devon website and allows exclusive membership to DCC employees who can search for a car share partner who works at DCC. Registering with Carshare Devon is free of charge and the DCC private group currently has over 400 members with over 11,000 members across the whole Devon network.

DCC employees can also use dedicated Park and Share areas situated at the Park and Ride sites at Sowton and Digby in Exeter, and at Crediton Railway Station to car share for the final leg of their journey.

A series of Park and Change sites are due to open in locations in the outer perimeter of Exeter in 2016. These sites will offer free car parking for individuals who wish to walk, cycle, use public transport or car share for part of their journey. Parking at these sites will be on a first come first served basis, but could offer employees who live further afield the opportunity to commute by an alternative mode for part of their journey.

3.2.6 Car parking

Vehicle access to Great Moor House is via Bittern Road which provides access to a staff car park with space for 158 vehicles, and additional space for visitors. At present, employees can park free of charge and access to parking is allocated to individual services which have responsibility for managing their allocation amongst staff.

The availability of alternative car parking facilities in the vicinity of Great Moor House is extremely limited, with no public pay and display car parks nearby. However, on-road parking is possible along limited sections of Bittern Road and cars are regularly parked on either side of the access road to the site, reducing accessibility and visibility.

The Honiton Park and Ride is situated adjacent to Great Moor House, with free parking facilities openly available with no enforcement at present. While DCC employees are not permitted to park at the Park and Ride site unless they are using the bus service, anecdotal evidence suggests this does occur.

3.2.7 Alternative ways of working

To support the Workspace Strategy10, which aims to ensure DCC employees are able to work productively and flexibly from any place at any time, a range of measures have been introduced which enable alternative ways of working.

. Home and tele working Employees, with prior agreement from line management, are able to work remotely from home or elsewhere utilising information technology to support their work. Employees who take advantage of these options are able to reduce the number of days on which they need to travel to work, therefore reducing overall travel demand on / to the site.

. Audio conferencing Employees are able to use audio conference telephones located in meeting rooms at Great Moor House to hold meetings with anyone at any other DCC or non-DCC site with access to a telephone. Employees who utilise these facilities reduce unnecessary travel on business journeys.

. Flexi-time DCC operates flexible working arrangements in the form of flexi-time to staff where the needs of the service are met. These arrangements enable employees to be flexible with regard to their start and finish time at work which is conducive to utilising alternative transport modes including timed public transport services and car sharing. In addition, the system enables staff to build up hours and take flexi-days each month which reduces the number of days on which they need to travel to the site.

. ICT DCC’s ICT Roadmap sets out a series of measures to improve ICT provision and give staff the ability to work anywhere at any time. Measures include the provision of a range of ‘always connected’ mobile devises (e.g. laptops, tablets and phones) and providing better ways of working together (e.g. instant messaging, Skype, telephone and video conferencing and SharePoint).

10 Workspace Strategy

3.2.8 Business travel

As a local authority covering one of the largest geographical areas in the country, travel on the course of business is often essential. To effectively manage the impact of business travel the Corporate Business Travel (Allowances and Expenses) Policy and Procedure11 sets out the Council’s policies and procedures in relation to business travel.

In the document, a business journey is defined as ‘journeys made from an employee’s normal place of work (or other designated place of work), with the authority of an appropriate manager, for the purpose of carrying out work on behalf of DCC’.

The document highlights DCC’s commitment to promoting alternative modes of travel and reducing the number of miles travelled on business journeys. As such, employees are required to think about the following before they travel: . Is the journey necessary? . Could the meeting be held in another way e.g. telephone or video conferencing? . What mode of travel is more appropriate for the destination, distance or time of travel?

To support employees in travelling by alternative modes on business journeys, DCC has a series of initiatives in place which include:

 20p cycle mileage rate Employees who cycle on their own bikes during the course of business are eligible to claim 20p per mile in travel expenses.

 Pool bikes There are two pool bikes situated at Great Moor House for use on short distance business journeys. The bikes are stored in individual secure lockers and can be booked via the Great Moor House Facilities Management Team.

 Co-Cars Co-Cars is a pay as you go car club service which provides members with quick and easy access to a car for short term hire. DCC is a corporate member of Exeter Co- Cars and as such, all members of staff are able to book vehicles for their business use with no upfront cost.

Whilst there are no vehicles located at Great Moor House, there are vehicles located at County Hall and across the city at Southernhay, Heavitree and Bartholomew Street which can be used by DCC employees. The availability of the Co-Cars vehicles for use on business journeys enables staff that wish to walk, cycle or use public transport to commute to work to do so.

11 Corporate Business Travel (Allowances and Expenses) Policy and Procedure

4. Staff survey results

4.1 Overview

In order to develop an effective Travel Plan for Great Moor House, a clear understanding of current travel behaviour is required. As such, a travel survey was undertaken over a four week period in July 2015. The online survey was open to all DCC employees and employees from partner organisations who were encouraged to respond via an all-staff email from senior management, weekly features in the all-staff newsletter Insider and an On-going article on The Source homepage.

In total, 227 responses were received by employees who work at Great Moor House. This represents a response rate of approximately 35%. Of the total responses received, the majority were from DCC employees (98%) with the remainder from other partner organisations (2%).

Legal Services and Communications

Human Resources

Devon Finance Services

Business Strategy and Support

Services for Communities

Planning, Transportation and Environment

Social Care Comissioning

Education and Learning

Adult Social Care

0% 10% 20% 30% 40%

Figure 4.A: Survey respondents by DCC department

The breakdown of responses received by departments (as a percentage of total respondents) demonstrates the spread of services based at Great Moor House (Table 4-A).

4.2 Mode share

Table 4-A displays the mode share for staff based at Great Moor House. The modal split shows that the majority of respondents travel alone by car (single occupancy) with lower modal shares for journeys by alternative modes. The results indicate that the proportion of journeys by single occupancy car, cycle and bus are broadly in line with the national average. Walking and train journeys are below the national averages of 9.8% and 5% respectively12.

12 2011 Census Analysis - Method of Travel to Work in England and Wales Report

Great Moor National average County Hall Met Office Mode of transport House England and Wales (2015) (2014) (2015) (2011)

Walk 7% 13% 9.8% 9%

Cycle 4% 11% 2.8% 21%

Bus 7% 9% 7.2% 8%

Train 1% 2% 5.0% 2%

Car share 12% 14% - 25%

Motorcycle 2% 3% - 0%

Single occupancy vehicle 67% 48% 64%13 35%

Table 4-A: Comparison of local Exeter organisations travel survey results

While the mode share achieved at County Hall may not be directly replicable at Great Moor House, given the site’s edge of city location and more limited alternative travel options, the proximity of the site to the Met Office, which has achieved a high proportion of journeys by alternative modes, suggests there remains scope to influence travel behaviour.

4.3 Journey distances

Figure 4-B demonstrates that 37% of respondents currently live within walking (11%) and cycling (26%) distance of Great Moor House. In addition, the majority of employees (80%) live up to 20 km from Great Moor House, a distance range feasible for commuting by public transport, subject to the proximity and availability of regular and direct bus or train services.

A smaller proportion of respondents (20%) live over 21 km from Great Moor House. Besides those who live near to a rail service with a direct connection to Digby and Sowton or Pinhoe stations, respondents who live over 21 km from Great Moor House are likely to have more limited alternative transport options. However, car sharing, park and cycle and park and change could prove feasible for some.

35%

30%

25%

20%

15%

10%

0% 0-2.5km 2.5-5km 5-10km 10-20km 20-30km 30-40km 40-50km 50+ km

Figure 4-B: Journey to Work Distance

13 Consists of drivers and passengers of cars and vans, taxi users and motorcyclists.

4.4 Alternative travel options

4.4.1 Walking Only 7% of respondents walk to work despite 11% living within a 2.5 km radius of Great Moor House, a reasonable walking distance, indicating some potential to increase the walking modal share. 57% of question respondents would not consider walking with the biggest barriers to doing so being distance, health or disability issues. However, of those who would consider walking, 10% suggested an incentive or reward would encourage them to do so (Figure 4-C). Of the respondents who suggested ‘other’ measures would encourage them to walk, the majority suggested a free parking space within walking distance of Great Moor House would be most likely to change their behaviour, suggesting scope for promoting Park and Change sites nearby.

Other

Would not consider walking

None, happy to walk

Free pedometer to track progress

Help to plan a route

Incentive or reward 0% 10% 20% 30% 40% 50% 60%

Figure 4-C: Measures to support walking

4.4.2 Cycling

Levels of cycling to Great Moor House, at 4%, are slightly above the national average of 2.8%,14 but below the average for Exeter (6%)15. However, with 37% of respondents living within a 5 km radius of Great Moor House, a distance considered to be reasonable for journeys by bike, there is significant scope to increase levels of cycling.

40% of question respondents would not consider cycling more with the greatest barriers cited as distance and safety concerns. However, the provision of lockers for clothing and equipment, showers, drying rooms for wet clothes, covered cycle parking and incentives were all cited as popular measures to support cycling (Figure 4-D). A number of free text responses were also received regarding desired improvements to security and weatherproof cover of cycle parking. Improvements to existing showers and changing facilities were identified as desirable to reduce waiting times for showers / changing rooms in the morning.

Although concerns about safety featured regularly as a barrier to cycling, provision of cycle training was not a significant motivator which would encourage respondents to cycle more. This is suggestive that safety concerns are related to cycling in traffic and represents an opportunity to promote the traffic free/advisory cycle routes around Great Moor House.

14 2011 Census Analysis - Method of Travel to Work in England and Wales Report 15 Cycling to Work Data – 2011 Census

Other

Would not consider cycling

None, happy to cycle

A park and cycle permit

Incentive or reward for travelling sustainably

Access to a cycle maintenance kit

Provision of showers

Provision of lockers for clothing and equipment

Provision of cycle parking/bike lockers

Cycle training

Help to plan a route

0% 5% 10% 15% 20% 25% 30% 35% 40% 45%

Figure 4-D: Measures to support cycling

4.4.3 Public transport

The proportion of respondents who currently travel by bus (7%), is in line the national average for commuting journeys (7.2%)16. With a high proportion of respondents living within the city boundary (Appendix F), where proximity to bus services into the city centre is reasonably high, there appears to be substantial scope to further increase the proportion of employees travelling by bus. Although, the lack of direct bus services on routes from a south or south west direction within the city means this may not be a feasible option for all commuters within this radius.

46% of respondents would not consider using public transport more. Of those who stated a reason why, the biggest barriers were; journey time, a lack of suitable routes, unsuitable service times and cost. A high proportion of respondents (19%) stated that a staff discount on Stagecoach daily fares for non-County Hall staff would encourage them to travel to work by bus (Figure 4-E).

Other

Would not consider using public transport more

None, happy to use public transport

Free public transport taster tickets

Annual season ticket discount

Staff discount on daily fares

Help to plan a route 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

Figure 4-E: Measures to support public transport use

16 2011 Census Analysis - Method of Travel to Work in England and Wales Report

A number of free text responses were received regarding the extension of subsidised bus travel to Great Moor House employees. However, a similar number of responses highlighted that existing bus service provision is considered unsatisfactory for travel to Great Moor House.

A smaller proportion of respondents currently travel by train (1%). There is some potential to increase journeys by train for employees who live outside the city with direct services to Digby and Sowton station on the Avocet line and Pinhoe station on the London Waterloo line. Direct journeys are feasible from Exmouth and Paignton, Torquay, Newton Abbot, Teignmouth and Dawlish, where postcode analysis indicates clusters of employees who currently travel by car (Appendix E). Pedestrian walkways and traffic-free cycle routes connect the station with Great Moor House, although the walking distance between the station and Great Moor House, and restrictions on carrying bicycles on trains, may make this a less attractive option for some.

4.4.4 Car sharing

The number of respondents who car share on their journey to work was high at 12%. However, with significant clusters of employees who currently drive alone, there is substantial scope to encourage further uptake by non-participants.

Only 26% would not consider car sharing more. Of those who stated a reason why, the biggest barriers were commitments during or after work and unwillingness to be flexible with start / finish times. However, 37% of question respondents indicated that free or guaranteed car parking for car sharers would encourage them to car share (Figure 4-F).

Other

Would not consider car sharing

None, already happy with my car share

Incentive or reward for travelling sustainably

Transport home in emergency

Free car parking for car sharers

Guaranteed car parking for car sharers

Help to find a car share partner

0% 5% 10% 15% 20% 25% 30%

Figure 4-F: Measures to support car sharing

Analysis of the postcode data indicates significant clusters of single occupancy car journeys from Exmouth, Newton Abbot, Taunton, Tiverton and Cullompton (Appendix E) which is highly conducive to encouraging car sharing. It is therefore suggested that there is significant potential to increase car sharing for shorter and longer distance journeys.

However, it should be noted that a large number of staff based at Great Moor House are non- DCC staff such as Scomis and Virgin Care for example. As such, consideration should be given to expanding the private Carshare Devon group to enable non-DCC employees based at Great Moor House to join.

In addition to the existence of a private Carshare Devon group for DCC employees, Great Moor House employees also have the option of sharing with employees from a number of large organisations on Sowton Business Park, such as the Met Office, Ashfords and EDF, within short walking distance of the site.

4.5 Awareness

Overall, awareness of alternative travel options at Great Moor House is low with only a quarter of survey respondents indicating they feel well informed about their alternative travel options for getting to work. 75% agreed that DCC have been successful in raising their awareness of the options available to replace the need to travel for work, indicating that employees feel well informed about the alternatives to travelling for business journeys.

Of the specific measures available to Great Moor House employees, 81% of respondents are aware of the private Carshare Devon group for DCC employees.

Free text responses indicated the need to improve promotion through internal channels such as the ‘Insider’ newsletter and as part of the staff benefits package through better links with HR.

As such, it is suggested that there remains scope to raise awareness of measures which already exist for employees at Great Moor House, as well as new measures which will be implemented as part of this Travel Plan.

4.6 Business travel

53% of respondents stated their job required them to travel on business journeys. Of these respondents, the majority stated they travel using their own vehicles or by car sharing (Table 4-B). The purpose for undertaking business travel was largely to attend internal and external meetings. A significant number of respondents also indicated that they are based in schools around the county when not working at Great Moor House.

With 25% of business travel undertaken to attend internal meetings, there is an opportunity to encourage employees to reduce the number of such trips by utilising audio conference facilities.

Mode of transport Mode Share (%)

Walk 7%

Cycle (own bike) 4%

Cycle (pool bike) 0%

Bus 10%

Train 9%

Car sharing 19%

Fleet vehicle 0%

Hire car 10%

Single occupancy vehicle 41%

Taxi 0%

Table 4-B: Business travel employee mode share (2015)

For employees who require a car for their business journeys, considering the use of Co Cars, fleet or hired vehicles as a Travel Plan measure for Great Moor House may encourage these employees to consider alternative transport modes on their commuting journeys. Offering a Co Cars car or fleet vehicle for business journeys will provide staff with more flexibility with

20 regard to commuting mode and remove the barrier of requiring access to a vehicle during the course of the working day.

In addition, given 0% of respondents stating they utilise the pool bikes located at Great Moor House, awareness raising and promotion of the scheme should be undertaken.

5. Aims, objectives and targets

5.1 Aims

The aims of the Travel Plan are to: . Reduce the proportion of single occupancy vehicle trips to Great Moor House; and . Increase the proportion of walking, cycling, public transport and car sharing trips to Great Moor House.

5.2 Objectives

The objectives of the Travel Plan are to: . Implement a car park management system for Great Moor House and complementary measures to provide alternative travel options; . Improve accessibility to Great Moor House by alternative travel modes; . Promote the financial, environmental and health benefits of alternative travel modes; . Raise awareness of the incentives and measures set out within the Travel Plan; and . Regularly monitor and review progress against the actions set out in the Travel Plan.

To achieve these objectives, modal split percentage targets have been identified (Table 5-A). The targets are expected to be achieved within five years and should be reviewed on an annual basis as outlined in Chapter 8.

Mode of transport Baseline (2015) Target (2020)

Walk 7% 9%

Cycle 4% 10%

Bus 7% 9%

Train 1% 2%

Car share 12% 15%

Motorcycle 2% 3%

Single occupancy vehicle 67% 52%

Table 5-A: Modal split for Great Moor House

The rationale for the targets outlined in Table 5-A is taken from a review of the literature on; workplace travel planning, census data on national averages for commuter journeys and the modal split achieved at County Hall, where car park management has been introduced, and the Met Office, who are based in a similar location to Great Moor House.

Experience from existing Travel Plans shows that, for a well-designed plan, a 15% reduction in car driver trips to site over three years is a typical result17. Therefore, a 15% reduction in single occupancy car journeys is considered to be a reasonable and achievable target for the lifetime of this Travel Plan.

County Hall modal share results demonstrate the success of previous measures to promote the use of alternative modes of transport, as evidenced in the reported modal share from the 2015 staff travel survey, with over half of all respondents travelling to County Hall by

17 Making travel plans work: lessons from UK case studies (see reference 1), median of 21 case studies.

22 alternative modes. As such, the achievement of a 15% reduction in single occupancy car use is reliant on both the introduction of a CPMS and supporting measures to encourage the use of alternative modes.

6. Measures

6.1 Walking

With 11% of employees living within a reasonable walking distance (2.5 km radius) of Great Moor House, but only 7% currently walking to work, there is scope to increase journeys on foot. To encourage uptake, promoting the benefits of walking and exploring opportunities to offer incentives are likely to be most effective according to survey respondents. The following measures are proposed to encourage walking: . Raise awareness of walking routes to and from Great Moor House and the benefits of walking; . Continue to maintain onsite pathways as far as reasonably practicable; . Distribute the Exeter walking map to staff and visitors; . Consider offering incentives to walkers. For example, providing a loyalty card for a free cup of coffee at designated points throughout the year; . Promote walking as part of multimodal journeys e.g. bus and train; and . Participate in events such as Walk to Work week.

6.2 Cycling

With 26% of employees living within a reasonable cycling distance (5 km radius) of the site, there is significant scope to increase the proportion of cycling journeys. Raising awareness of the range of traffic-free / advisory cycle routes in close proximity to the site and opportunities to purchase new and second hand bikes will assist in removing the stated barriers to cycling (Section 4.4.2). Opportunities to improve existing cycling facilities such as cycle parking, lockers and showers, should also be sought. As such, the following measures to encourage the uptake of cycling are proposed: . Encourage participation in adult cycle confidence sessions; . Purchase and maintain a basic cycle maintenance kit for use by Great Moor House employees; . Review the provision of cycle parking facilities and upgrade existing facilities to ensure they are secure; . Review the provision of shower and changing facilities in relation to building occupancy; . Promote traffic-free and advisory cycle routes to Great Moor House; . Promote the benefits of cycling; . Promote the purchase of bikes and equipment through Cyclescheme; . Raise awareness of opportunities to purchase low cost and second hand bikes; . Conduct a quarterly cycle parking count to monitor usage of cycle parking facilities; . Offer incentives to cyclists e.g. twice annual free Dr Bike events; and . Participate in Bike Week and Cycle to Work Day.

6.3 Bus The travel survey data indicates there is potential to improve on the existing mode share of 7% for bus journeys. Although 46% of respondents would not consider using public transport, 50% of survey respondents live within 10 km of Great Moor House, a distance considered to be reasonable for commuting distances by bus where a regular and direct service exists, such as from Exminster via the B bus service. However, with limited connectivity for bus journeys from a south or south west direction within the city, this may not be a feasible option for all commuters within this radius.

Introducing reduced priced bus tickets is likely to have the greatest impact on travel choices, according to survey results, with 19% of respondents stating that this would encourage them to use public transport more.

The following measures are proposed to encourage the use of the bus: . Introduce a discount on single, return and season tickets on Stagecoach services to Great Moor House employees; . Raise awareness of the new real time information system and feature data on screens in Great Moor House reception; and . Continue to offer a 10% discount on annual bus season tickets in the Exeter, Barnstaple and Devon Stagecoach network areas to employees.

6.4 Rail

There is some potential to increase journeys by train for employees who live outside the city with direct services to Digby and Sowton train station on the Avocet and Riviera lines, connecting Exmouth and Paignton, Torquay, Newton Abbot, Teignmouth and Dawlish. Pedestrian walkways and traffic-free cycle routes connect the station with Great Moor House. Although, the walking distance between the station and Great Moor House and the restrictions on carrying bicycles on trains may make this a less attractive option for some, measures should provide practical support to encourage these journeys.

The following measures are proposed to encourage the use of the train: . Investigate options to offer discounted rail tickets; . Explore feasibility linking into Co Cars e-bike hire scheme which will operate bikes at Digby and Sowton rail station; . Raise awareness of walking and cycling routes to Pinhoe and Digby and Sowton rail stations; . Raise awareness of the B bus service to Pinhoe rail station; and . Promote the option of buying folding cycles through Cyclescheme which can be carried on trains and buses.

6.5 Car sharing

Several factors indicate there is potential to increase the number of car share journeys to Great Moor House with 65% of respondents suggesting they could be encouraged to car share more with support / incentives in place. Therefore, it is important that measures to incentivise and promote car sharing are incorporated into the design of a CPMS for Great Moor House from the outset.

As such, the following measures to encourage the uptake of car sharing are proposed: . Investigate options to introduce dedicated parking for registered car sharers; . Introduce an emergency travel home scheme for registered car sharers; . Expand the private car share group to enable non-DCC employees based at Great Moor House to join; . Raise awareness of the private Carshare Devon group; and . Raise awareness of the flexi-time policy to enable employees to alter their start / finish times to enable car sharing.

6.6 Park and Change

The following measure is proposed to encourage the use of Park and Change sites in close proximity to Great Moor House:

. Investigate the Park and Change sites in proximity to Great Moor House and raise awareness of the walking and cycling routes, bus services and opportunities for car sharing from these sites.

6.7 Motorcycling

Given 2% of employees already travel by motorcycle, raising awareness of the benefits of motorcycling, and opportunities for vehicle and equipment storage on site could support further uptake:

. Raise awareness of the benefits of motorcycling.

6.8 Business travel

With the majority of business travel as a result of internal meetings, there is substantial scope to reduce the need to travel by utilising alternative working practices already in place.

For business travel which does require a journey, there is scope to reduce the proportion of essential car users travelling to Great Moor House by single occupancy vehicle by providing a bookable pool vehicle at Great Moor House. The following measures are proposed to encourage the use of alternative modes during the course of business: . Explore options to offer a Co-Cars pool car at Great Moor House; . Continue to offer pool bikes for travel on business journeys and better promote their use; . Continue to offer a cycle mileage rate of 20p per mile; . Raise awareness of audio-conferencing facilities and processes; and . Raise awareness of key ICT tools to help remote working.

6.9 Car park management

With the present availability of free car parking on site providing limited incentive for employees and visitors to travel to Great Moor House by alternative modes, and with pressure on car parking resources increasing as a result of the implementation of the Estates Strategy, a CPMS should be introduced.

A CPMS would restrict access to the car park and introduce a charge for car parking, in line with arrangements already in place at County Hall. Not only would this ensure the car parking resources at Great Moor House are utilised most efficiently, the income generated by the introduction of a charging regime will also provide a funding source to enable the implementation of measures to support the use of alternative transport modes, as set out in this Travel Plan.

As such, the following measures are proposed: . Introduce a CPMS at Great Moor House to ensure the most efficient use of the sites car parking resources; . Introduce charges for car parking at Great Moor House; and . Ring fence the income generated by car parking charges at Great Moor House for the implementation of the Travel Plan measures stated in this document.

6.10 Communication and awareness

A low level of awareness of alternative travel options was reported amongst employees at Great Moor House. Therefore, there is scope to improve the information available to existing and future staff and visitors, and ensure On-going communication on alternative travel options is undertaken.

The following measures to improve communication and awareness are proposed: . Update and maintain the travel information pages on ‘The Source’ and public facing travel information for visitors to Great Moor House; . Include regular articles on alternative travel options and incentives in the ‘Insider’ newsletter; . Provide a regular stock of walking, cycling, public transport and car sharing information and leaflets to visitors via reception; . Work with Human Resources to ensure cross-promotion of incentives as part of staff benefits campaigns; and . Produce a travel information welcome pack for new starters and staff relocating to Great Moor House.

In order to ensure the aims, objectives and targets contained within the Travel Plan are met the measures set out above should be implemented effectively. To achieve this, an overall lead to oversee the implementation of the Travel Plan should be appointed: . Appoint a Travel Plan Coordinator to oversee the implementation and monitoring of the Travel Plan.

7. Roles and responsibilities

This chapter identifies the individuals and groups responsible for coordinating, implementing and reviewing the Travel Plan for County Hall and its measures.

7.1 Environmental Performance Board

The Environmental Performance Board (EPB) was established to manage the Council’s Environmental Policy, adopted in 2011. The purpose of the Board is to maintain the Environmental Policy and ensure it addresses significant environmental aspects, give direction and leadership, manage a programme of environmental performance improvement projects and publish and annual Environmental Performance Statement.

The EPB also provides strategic overview of the County Council’s Travel Plans and will monitor the implementation of actions and measures set out within them.

7.2 Planning, Transportation and Environment

Planning, Transportation and Environment (PTE) are responsible for delivering the planning, transportation and environmental priorities of the Council. They have responsibility for areas including strategic spatial planning, highway development management, environmental services and road safety.

PTE are also the budget holders for the income generated from car parking at County Hall. This income is ring-fenced to fund the measures set out in the Travel Plan. As such, representatives from PTE will be responsible for monitoring the implementation of the measures set out in the Travel Plan to ensure the annual budget is allocated in an appropriate manner.

7.3 Estates and Facilities

The Estates team are responsible for strategic corporate asset management, safety compliance, maintenance, accommodation solutions and the implementation of the Estates Strategy (2012). The team also have involvement in the provision of cycle parking, shower and locker facilities, and overall responsibility for car park management.

The Facilities team are responsible for the day to day management of the County Hall site and, in particular, the management of the sites car parking resources.

The Estates and Facilities teams will work in partnership with the Travel Plan Coordinator to implement Travel Plan measures and provide information on car park and facilities use to aid the monitoring and review of the Travel Plan.

7.4 Unions

Consultation with the recognised trade unions on the Travel Plan takes place via the Corporate Forum, the DCC-wide consultative body for management and trade unions. Any issues relating to the measures contained within the plan will be discussed via this forum.

7.5 Travel Plan Coordinator

The Travel Plan Coordinator (TPC) is responsible for the development, implementation and review of the Travel Plan. As part of this role the TPC will be responsible for: . Raising awareness of alternative travel options for commuting and business travel; . Overseeing the implementation of measures contained within the Travel Plan; and

. Collect and analyse data to demonstrate progress towards targets and behaviour change.

8. Monitoring and review

8.1 Monitoring

To effectively monitor progress against the aims, objectives and targets set out in the Travel Plan, the TPC will: . Conduct annual staff travel surveys; . Undertake quarterly cycle parking counts across the Great Moor House site; . Monitor the uptake of staff travel incentives including Cyclescheme and discounted annual bus tickets; . Monitor membership on the private DCC group on Carshare Devon.

The results from the above monitoring activities should be reported formally through the Environmental Performance Board, as set out in Section 7.1.

8.2 Review

Following the collection of the information set out in Section 8.1, a review of the Travel Plan should be completed on an annual basis. The completion of an annual review will enable the production of an action plan for the implementation of measures for the year ahead. A new Travel Plan should be produced on expiry of this Travel Plan in five years.

9. Action timetables

Actions, timescales and persons responsible for measures related to the County Hall Travel Plan are detailed in Table 9-A.

Action Timescale Responsibility

Walking Raise awareness of walking routes to and from Great Moor House and the On-going Travel Plan Coordinator benefits of walking. Continue to maintain onsite pathways as far as reasonably practicable. On-going Estates and Facilities Distribute the Exeter walking map to staff and visitors. On-going Travel Plan Coordinator Consider offering incentives to walkers. On-going Travel Plan Coordinator Promote walking as part of multimodal journeys e.g. bus and train. On-going Travel Plan Coordinator Participate in events such as Walk to Work week. Annually Travel Plan Coordinator Cycling Encourage participation in free adult cycle confidence training. 15-16 Travel Plan Coordinator Purchase and maintain a basic cycle maintenance kit for use by employees. 16-17 Travel Plan Coordinator

Review the provision of cycle parking facilities and upgrade existing facilities Travel Plan Coordinator / 16-17 to ensure they are secure. Facilities / Estates Review the provision of shower and changing facilities in relation to building Travel Plan Coordinator / 16-17 occupancy. Facilities / Estates Promote traffic free and advisory cycle routes to Great Moor House. On-going Travel Plan Coordinator

Promote the benefits of cycling. On-going Travel Plan Coordinator Promote the purchase of bikes and equipment through Cyclescheme. On-going Travel Plan Coordinator Raise awareness of opportunities to purchase low cost and second hand On-going Travel Plan Coordinator bikes. Conduct quarterly cycle parking counts to monitor usage of cycle parking On-going Travel Plan Coordinator facilities. Offer incentives to cyclists e.g. twice annual Dr Bike events. On-going Travel Plan Coordinator Participate in Bike Week and Cycle to Work Day. Annually Travel Plan Coordinator Bus Introduce a discount on single, return and season tickets on buses in the Transport Coordination Stagecoach Exeter and Devon network areas to Great Moor House 16-17 Service / Travel Plan employees. Coordinator Raise awareness of the new real time information system and feature data 16-17 Travel Plan Coordinator on screens in Great Moor House reception. Continue to offer a 10% discount on annual bus season tickets in the Exeter, On-going Travel Plan Coordinator Barnstaple and Devon stagecoach network areas. Rail

Investigate options to offer discounted rail tickets. 16-17 Travel Plan Coordinator

Explore feasibility linking into Co Cars e-bike hire scheme which will station 16-17 Travel Plan Coordinator bikes at Digby and Sowton rail station.

Raise awareness of walking and cycling routes to Pinhoe and Digby and On-going Travel Plan Coordinator Sowton Railway Stations.

Raise awareness of B bus service to Pinhoe Railway Station. On-going Travel Plan Coordinator

Promote the option of buying folding cycles on Cycle to Work Scheme which On-going Travel Plan Coordinator can be carried on trains and buses. Car sharing

Investigate options to introduce dedicated car parking for registered car Travel Plan Coordinator / 16-17 sharers at Great Moor House. Facilities

Introduce an emergency travel home scheme for registered car share 16-17 Travel Plan Coordinator teams.

Expand the private car share group to enable non-DCC employees based at 16-17 Travel Plan Coordinator Great Moor House to join.

Raise awareness of the private Car Share Devon group. On-going Travel Plan Coordinator

Raise awareness of the flexi-time policy to enable employees to alter their Human Resources / Travel On-going start/finish times to enable car sharing. Plan Coordinator

Park and Change

Investigate the Park and Change sites in proximity to Great Moor House and raise awareness of the walking and cycling routes, bus services and 17-18 Travel Plan Coordinator opportunities for car sharing from the Park and Change sites. Motorcycling

Raise awareness of the benefits of motorcycling. On-going Travel Plan Coordinator Business travel Explore options for offering a Co-Cars pool car at Great Moor House. 17-18 Travel Plan Coordinator Continue to offer pool bikes for travel on business journeys and better On-going Estates and Facilities promote their use. Continue to offer cycle mileage rate of 20p per mile. On-going Human Resources Raise awareness of audio conference facilities and processes. On-going IT / Travel Plan Coordinator Raise awareness of key ICT tools to help remote working. On-going IT / Travel Plan Coordinator Car park management Introduce a car park management system at Great Moor House to ensure 16-17 Estates and Facilities the most efficient use of the sites car parking resources. Introduce charges for car parking at Great Moor House. 16-17 Estates and Facilities Ring fence the income generated by car parking charges at Great Moor House for the implementation of the travel plan measures stated in this 16-17 Estates and Facilities document. Communication and awareness

Update and maintain the travel information section for Great Moor House on 16-17 Travel Plan Coordinator ‘The Source’ and public facing travel information pages for visitors.

Provide regular articles on alternative travel options and incentives in the On-going Travel Plan Coordinator Insider newsletter.

Provide a regular stock of walking, cycling, public transport and car sharing On-going Travel Plan Coordinator information and leaflets to visitors via Reception. Work with Human Resources to ensure cross-promotion of incentives as Travel Plan Coordinator / On-going part of staff benefits campaigns. Human Resources Provide new employees with a travel information welcome pack. On-going Travel Plan Coordinator Other Appoint a Travel Plan Coordinator to oversee the implementation and Planning, Transportation 16-17 monitoring of the Travel Plan. and Environment

Table 9-A: Action timetable

10. Conclusions

This Travel Plan aims to reduce single occupancy car trips and encourage the use of alternative, healthy and sustainable modes of travel to the Great Moor House site, thereby achieving the modal split targets outlined in Section 5. The suggestions contained within this Travel Plan should not be considered definitive and further consideration should be given to alternative measures as appropriate to site specific and staff specific needs.

Situated on a key transport corridor into and out of the city centre, and with close proximity to a number of bus services and traffic-free cycle routes, accessibility to Great Moor House by alternative modes is reasonable for employees who live nearby or those who live near to a convenient public transport service. In addition, as Appendix D demonstrates, a large proportion of existing car drivers live within potential car share clusters which make car sharing a potentially feasible option. As such, with the majority of survey respondents stating they would consider using an alternative transport mode if appropriate support measures were established, it is evident that there is scope to increase the proportion of employees who travel to Great Moor House by alternative modes.

However, the current availability of free car parking on site provides limited incentive for employees and visitors to travel to Great Moor House by alternative transport modes and with further staff relocations to the site planned, pressure on car parking resources it likely to rise. As such, the implementation of a CPMS is highlighted as an essential measure to reduce unnecessary car use and encourage employees to think differently about their travel options. It is suggested that, given there is limited accessibility to the site for employees who do not live near to a convenient public transport service or within walking and cycling distance, a needs-based approach to car park management is likely to provide a fair and effective approach.

To complement the CPMS, a range of measures including the introduction of discounted bus fares, enhanced cycle parking and the promotion of car sharing should be introduced to incentivise the use of alternative travel modes. On-going measures to reduce the need to travel by promoting flexible working should also complement measures to increase the range of options available to staff who travel on business journeys. Offering a Co Cars car or fleet vehicle will provide staff with more flexibility with regard to commuting and remove barriers relating to requiring access to a vehicle during the course of the working day.

It is noted that the adoption and implementation of the recommended Travel Plan measures, and the attainment of the modal split targets, will be contingent upon the availability of a budget. As such, it is suggested that income from car parking charges be ring fenced specifically for this purpose. Further, the appointment of a Travel Plan Coordinator will enable the effective implementation and on-going communication of the range of opportunities for travel by alternative modes.

Appendix A. Great Moor House site location

Appendix B. Exeter Walking Map

Appendix C. Exeter Cycle Map

Appendix D. Exeter Bus Map

Appendix E. Employee postcode map

Appendix F. Employee Postcode Map (Walking and Cycling)