Travel Plan
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Sign Off
Ian Mackenzie Director of Information & Facilities Surrey and Sussex Healthcare NHS Trust
Steve Abbotts Head of Logistics
Surrey and Sussex Healthcare NHS Trust
Martin Gilmour Senior Transport Development Planning Officer Surrey County Council
Lynne Howard Travel Plan Officer Surrey County Council
Originated by
Bespoke Logistics Solutions June 2014
Circulation List
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Contents
Section Page 1. Introduction 2. Background 4 7 3. Location 8 4. Issues 10 5. Current Situation 116. Existing and Proposed Measures
7. Objectives, Targets and Measurements
12 18 8. Implementation 9. Remedial Measures 10. Contact Details 20 20 21 Appendices
Appendix 1 Detailed Project Plan 22
Appendix 2 Bus Routes
Appendix 3 Staff & Patient Numbers
24 26
Appendix 4 Staff No’s & Parking Demand 27
Appendix 5 Site Map 29
Appendix 6 Car Parking Charges Appendix 7 Events Diary
Appendix 8 Websites and Posters Appendix 9 Staff Travel Handbook
30 31 32 33
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1.
Introduction
Surrey and Sussex Healthcare NHS Trust (SASH) was formed on 1st April 1998 following the merger of Crawley, Horsham and East Surrey NHS Trusts. The Trust employs just over 3,500 staff, providing a comprehensive range of emergency and non-emergency services to the residents of East Surrey, North East West Sussex and South Croydon.
The Trust owns East Surrey Hospital (ESH) which is located just south of Redhill. The hospital is situated at the heart of our local community of over half a million people and provides a full range of district general hospital services. Supporting care closer to home, SASH staff delivers a range of out-patient, diagnostic and day case services at Dorking, Caterham Dene Hospitals, Oxted Health Centre in Surrey and at Crawley & Horsham Hospitals in Sussex. ESH is a Trauma Unit and the designated hospital for Gatwick Airport and sections of the M25 and M23 motorways.
SASH is an associated university hospital of Brighton and Sussex Medical School and has established partnerships with Royal Surrey County Hospital to provide chemotherapy and radiotherapy services, and with Guy’s & St Thomas’ NHS Foundation Trust and BOC to establish a step down respiratory unit as part of our plans to bring specialist services to ESH.
Range of services and activity summary
Trust Clinical Services
The Trust provides the following services at ESH:
Surgical Medicine Women & Children Clinical Support Services Anaesthetics
Breast Surgery Critical Care Colorectal Surgery Dentistry & Orthodontics (including paediatrics) Ear, Nose & Throat General Surgery Gastroenterology/ Endoscopy Ophthalmology Oral and Maxillofacial Surgery
Pain management Trauma & Orthopaedics Urology
Vascular Surgery
Emergency Care (ESH only) Cardiology Clinical Haematology Clinical/Medical Oncology Dermatology Elderly Medicine Endocrinology End of Life Care General Medicine Neurology Respiratory Rheumatology Thoracic Medicine Maternity Gynaecology Neonatology
Paediatric Medicine & Surgery Diagnostic Imaging HSDU Pathology Pharmacy Therapies - Occupational Therapy - Physiotherapy - Speech & Language
Therapy - Dietetics
Outpatients and Medical Records
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Services provided at community hospitals include:
Physiotherapy
Speech and language therapy
Dietetics
Radiology
Mammography Gynaecology outpatient clinics, diagnostics and day surgery
Paediatric outpatient clinics
Ante natal clinics
Activity Summary
In 2013/14 the Trust treated in excess of 70,000 in-patients and 290,000 out-patients. We delivered 4,500 babies and had over 83,000 attendances to our Emergency Department.
2011/12 2012/13 2013/14 A&E Attendances 74128 80745 83064 Emergency admissions 32773 35883 35798 Births 4485 4258 4563 Outpatient attendances 251623 252257 293597 Elective admissions 34403 36195 37296 Cardiology 1104 1155 1205 Respiratory medicine 161 172 161 Haematology 1092 2108 1855 Oncology 97 337 264 Rheumatology 500 1380 1618 General Medicine 4287 2289 2064
Trauma & Orthopaedics 3142 3079 3350
GI surgery 104 1599 1659
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ENT 1676 1580 1737
Ophthalmology 3342 3291 3542
Urology 2968 3325 3250
General surgery 8593 7241 7639
Gynaecology / women’s health 1878 1912 1859
Obstetrics 140 376 327
Paediatrics 418 420 401
Total elective admissions 33403 36195 37296
Total 465,243 481,779 528,905
Future forecasts
Demographics
Significant population growth in the older age groups is forecast for the next 20 years. The table below shows the projected population growth for those aged over 65
Area 2011 Census 2031 Change % Change
Horsham 12,640 19,900 7,260 57.4%
Mid-Sussex 12,260 17,730 5,470 44.6%
Crawley 6,550 10,600 4,050 61.8%
Mole Valley 9,000 12,000 3,000 33.3%
Reigate & Banstead 11,000 18,000 7,000 63.6%
Tandridge 8,000 12,000 4,000 50%
The table below shows the projected population growth aged over 75
Area 2011 Census 2031 Change % Change
Horsham 12,070 24,050 11,980 99.3%
Mid-Sussex 11,740 21,930 10,190 86.8%
Crawley 8,150 11,530 3,380 41.5%
Mole Valley 10,000 14,000 4,000 40%
Reigate & Banstead 11,000 19,000 8,000 72.7%
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Activity
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 Total Total Activity Total Activity Projected Outturn Projected Outturn Projected Outturn Day Cases 37,693 41,541 42,670 42,670 42,670 42,670 Elective Inpatients 4,881 5,245 5,245 5,265 5,286 5,286 Non Elective Including Maternity Births 42,308 35,406 35,406 35,782 36,164 36,164 Outpatients 307,700 320,036 321,196 323,009 324,673 324,673 Accident & Emergency Attendance 81,238 81,238 81,238 81,238 81,238 81,238Staff
The Trust currently employs 3,503 whole time equivalent (WTE).
2
. Background
The Trust is an extremely busy 618 bed acute hospital working 24/7/365 and as such has complicated staff rotas spread over the 7 days. Nursing staff, for example, may work day or night and often when public transport is not operating so the mode of transport available can be limited. In 2008 the Trust developed a Travel Plan to comply with National Policy - PPG13 & Transport Policy, NHS - Estatecode / Estate Strategy
and have successfully introduced a number of alternative travel facilities, ranging from walking, cycling, car-sharing and subsidised public transport.
In 2013 the Trust submitted a planning application (13/00292/F) to develop a car park to ease pressure on car parking and the local road network. The first phase started in May 2014 and take approximately 8 weeks to complete. Conditions of planning consent were:
“Within three months of the commencement of the development hereby permitted, an updated Travel Plan shall be submitted to and approved by in writing by the Local Planning
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Authority. The development hereby permitted shall be implemented in accordance with the approved Travel Plan”.
This Travel Plan therefore was developed to comply with the condition of the Planning Application stated above.
3
. Location
Situated just off the busy A23 Horley Road, the site is constrained by one main access and exit road for staff and public combined with another minor entry/exit at the back of the hospital. There is a good public transport network to the hospital by local bus services and from three local railway stations at Earlswood, Salfords and Redhill.
Key
Tag Location Distance From Trust
A Hospital -
B Earlswood Railway Station 1.4miles
C Redhill Railway/Bus Station 2.6miles
D Salfords Railway Station 1.9miles
E M23 J9 5.7miles
B
D
E
A
C
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Public Transport
The Trust has a good public transport service with three railways stations within three miles and a number of bus routes from the surrounding area that stop on site, please see Appendix 2.
Cycling
There are a number of cycle routes/path from most directions leading to or close to the Trust. Staff are encouraged to cycle where possible. The Trust recently made significant investment (£70,000) on a hard standing area, bike sheds, new showers and changing facilities and is currently working with Travelsmart Surrey County Council to introduce a cycle loan scheme based at the Trust.
Walking
The Trust is considering the introduction of a 20 minute walk zone within the area shaded on the attached Appendix 10. Under this plan staff living within the zone will be expected not to bring a vehicle on site unless to deliver or pick up equipment for example but to use an alternative method of transport such as walking, cycling or catching a bus.
Page | 10 Exceptions may be made for staff who would have to travel in and /or out over night or in the early hours of the morning and staff with certain carer responsibilities or those with conditions that limit their mobility. Staff who walk, run or cycle will have access to showers and changing rooms and the Trust is introducing a new process where staff can find a walking buddy. NB: Some areas within the draft walk zone as per Appendix 10 would not be suitable for walking due to the lack of street lighting and /or pavements and will be excluded.
4
. Issues
The Trust conducts staff surveys every 12 months and regular alternative travel events. The Trust receives comments from patients, visitors and employees which are analysed and where possible acted upon to find a solution. Staff travel is clearly an emotive and complex issue and the Trust recognises its responsibility and limitations. Where it can the Trust is investing to make improvements.
The five top issues raised by staff are:
1. Public Transport: is seen as being too expensive by staff, particularly for shorter journeys and if prices were reduced then a number of staff would switch from car to bus. 2. Cycling: staff commented that there is a lack of continuous cycle lanes on the main roads they would use to get to the hospital and they feel that this is a big disincentive to them deciding to cycle to work.
3. Walking: a large number of staff (77%) are female and most work shifts. Some say they feel unsafe particularly after dark although crime statistics confirm the hospital’s catchment area is a very safe area with very low street crime both theft and assault. 4. Location: the hospital is off the main A23 on a minor road that runs through one of the railway arches which seriously restricts traffic flows at busy times of the day. This can result in delays for all road users including patients, staff and emergency services.
5. Complaints: Staff parking in nearby streets when car parks are fully can cause complaints from residents. The trust does try to dissuade staff from parking in residential
Page | 11 areas but is limited in what it can do and through this Travel Plan will be working to provide alternative travel to relieve the situation.
5
.Current Situation
The Trust continues to implement alternative staff travel facilities to meet its overriding objective “To facilitate easier sustainable travel to the Hospital for staff, patients and visitors, through improvements to the availability of alternative and sustainable transport contributing to the overall reduction of congestion in the local area.’’
The Trust continues to grow by 4.5% year on year. Staff numbers are expected to remain the same with productivity and efficiencies being achieved through the use of technology.
Activity
2012/13 Actual 2016/17 Projected 2018/19 Projected Patient 481,779 546,819 596,032 Staff (Headcount) 3,503 3,503 3,503Page | 12
6
.Existing and Proposed Measures
The Trust is committed to minimising its impact on the environment by supporting and implementing alternative forms of travel and a sustainable approach to energy and waste management. The Trust understands its impact on the wider environment and its responsibilities to key stakeholders e.g. patients, visitors, employees, neighbours and the wider public. To this end the Trust has developed a detailed action plan within this Travel Plan, please see Appendix 1. To reduce vehicle emissions the strategy is to promote certain initiatives in improving access to alternative and sustainable transport that will reduce the movement of vehicles.
The Trust has made and continues to make considerable investment in sourcing and supporting sustainable transportation on site.
The Trust supports a range of alternative transport initiatives and continues to invest in promoting sustainable travel and healthy lifestyle. The Trust provides the following:
Interest free season ticket loans for public transport Discounted public transport costs via EASIT
Reduced car parking fees and dedicated spaces for car sharing is due to be reviewed
Free parking for Eco vehicles (staff only) Free parking for cyclist and motorcycles
Cycle purchase scheme save over 30% with tax free savings Shower/changing room facilities
Free access to alternative travel websites Electric car charging points
Electronic bus timetables and real time arrival information Cycle Pool Bike Scheme (Travelsmart SCC)
During the course of this Travel Plan the Trust will be implementing:
Walking club Cycle club
Access to a dedicated staff travel website with an individual’s travel planner
Discounted electric vehicle lease schemes (salary sacrifice)
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Pays mileage rate for cycling to meetings Electric bike trial
Other Green travel initiatives such as electric vehicle demonstrations/cycle maintenance master classes
The Trust has partner agreements in place with Bespoke Logistics Solutions, a Travel Plan Specialist, Lift-share and Bikes for the NHS who provide dedicated systems and specialist support.
To support the travel plan the Trust has made significant investment in:
Cycle Park
Four secure cycle parks providing parking for 136 cycles which are located at convenient points on the estate, the most recent being installed March 2014 at a cost of £13,000 t o pro vide 8 0 addit io nal c ycle park ing. Cycle parks are open to both staff and visitors.
Newly refurbished staff changing rooms and showers.
I n add it io n t o t he ne w cy cle pa rks f urther investment totalling £70,000 was made in 2 0 1 4 to provide a hard standing area, t h r e e modern dedicated showers and changing rooms. Please see green travel location map A ppendix 5 attached.
Page | 14 The Trust promotes health & wellbeing for staff and actively encourages staff to take regular exercise and where possible cycle,
not only when commuting to work but also socially and for leisure. Bikes for the NHS provide the ‘cycle to work purchase scheme’ on behalf of the Trust and 31 staff have purchased bicycles in the period.
Motorcyclists
Motorcyclists are offered free on-site parking and access to showers and changing rooms with 25 dedicated spaces provided for motorcyclists.
Car Sharing
Car share facility is provided by Surrey County Council Liftshare and Easit, staff are able to search for others to share their journey with. Our promotional theme this year will be to increase car share numbers
Car Parking Fees
The Trust charges all staff for parking to encourage the use of alternative travel by making it financially attractive. Charging for car parking is a sensitive issue with hospital staff and parking fees are negotiated annually and are in line with other NHS Trusts. Visitors are also charged for parking; please see Appendix 6 for current fees.
Public Transport
The trust is considering introducing a bus route through the site with a stop at the East Entrance. Recently the trust has requested funding from Surrey County Council and a new larger more comfortable bus shelter will be installed by September unless any unforeseen matters arise.
Page | 15 The most frequently used railway stations are Redhill, Earlswood and Salfords. A project to improve signage and cycle availability is underway. The hospital is working with Harris Vallianatos Travelsmart Engagement Officer SCC and is represented in the Redhill Business Travel Forum where a variety of schemes and funding arrangements are discussed
Most frequently used railway stations are Redhill, Earlswood and Salfords.
The Trust has extensive on site facilities to reduce the need to travel for both staff and patients/visitors:
Boots and WH Smiths Restaurant
Friends snack bar ATM cash machine Purpose built nursery Video conference facility Telephone conference facility
Information and Technology
The Trust is committed to ‘easy to access’ accurate information, making alternative travel available to everyone. A new website was recently introduced with new information centres located at key points throughout the Trust
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Staff Travel Guide
An easy to understand pocket size staff travel guide that provides accurate information to compare various forms of alternative travel including journey planning etc.
Staff Travel Website
A new integrated website will be launched in July 2014 to simplify the various processes to access alternative travel.
Website Control Panel Dashboard with real time data
Telephone and Video Conferencing Facilities
Those who regularly need to use teleconferencing and/or Video conferencing already have the facility to do so. Should anyone else need to use it, they can contact the Estates Department who can provide them with teleconferencing phones. Most meeting rooms
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Staff Transport Surveys
It is intended that staff travel surveys are completed every 12 months and the data analysed to understand trends, changes and staff opinions. The last survey was completed in August 2012 and the data gathered is used in this travel plan
Patient Travel
With the increased numbers of patients expected year on year it will add pressure to patient parking. More information will be circulated highlighting alternative methods of travel and better use made of Patient Transport Service, Community Transport and Volunteer drivers. Systems are being developed to allow patients to share journeys to hospital with other patients in their area.
Car Parking: there are several car parks onsite, please refer to site map Appendix 5
Car Parking Facility
Public
Onsite (includes 7 disabled spaces) 210
Golf Club 200
Disabled (outside car park) 44
Staff
West Car park 372
East 410 South 106 HQ 97 Social Care 3 Football Club 125 Disabled 38 Total 1605 Public 454 Staff 1151
From previous studies peak pressure on car parking and the local road network is between 09.00 and 17.00hrs weekdays. See Appendix 4 Staff Parking Demand by Hour.
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. Objective, Targets and Measurement
Objectives
Objectives
Reduce single vehicle occupancy to a sustainable level and increase the use of alternative means of travel Reduce pressure on road network
Reduce incidents of abuse to staff related to traffic congestion Reduce the number of staff parking on residential roads Make visitors aware of alternative travel that is available
Tasks, Target and Owner to be achieved by April 2019 unless otherwise stated
Task
Target
Owner
The overall objective is to reduce staff single vehicle occupancy to a sustainable level 60% Travel Co-ordinator
Reduce staff parking on residential roads by 30% Car Parking Manager
Reduce congestion on access roads by 20% Car Parking Manager
Develop a process to record the number of complaints made by residents and take
actions to reduce by 30%
Head of Logistics Increase proportion of visitors using sustainable travel 5% Head of Logistics
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Monitoring and Measuring
Performance and Trends. Progress of the above tasks and objectives will be monitored through a combination of the following:
Task
Frequency
Owner
Management Reports Six Monthly BLS
Record main entrance congestion Daily Car Park Attendant
Record car parking congestion Daily Car Park Attendant
Record staff parking on local roads Annual Head of Logistics
Staff Surveys, which will capture staff numbers working nights/days and quantify numbers of staff parking on local residential roads
Annual Head of Logistics
Visitor Surveys to determine method of travel Annual Head of Logistics
8
. Implementing the Travel Plan & Managing
Change
The Trust recognises that producing a Travel Plan is only the start of the ongoing process to achieve the Trust’s aims and objectives set out in the plan. A detailed implementation strategy will be developed (identified in the action plan Appendix 1) to ensure the Travel Plan achieves its objectives. In addition to the action plan an events timetable see Appendix 7 will be introduced to publicise alternative travel.
The Trust has made significant investment over a number of years to provide excellent facilities on site to support alternative travel and at the same time the Trust understands the challenge ahead to change culture and get staff out of the car and using other sustainable alternatives.
The Trust has contracted in specialist skills to facilitate and assist with the change process and provide the necessary tools such as a new website, travel information centres and promotional events to 1) make people aware 2) provide alternative travel options 3) support and encourage change.
The Trust will ensure the Travel Plan is delivered and will monitor performance against set targets and objectives to ensure the Travel Plan is successful.
The Trust will use a balance of control (parking restrictions and fees etc) against incentives (financial support) to encourage the necessary behaviour change.
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. Remedial Measures & Escalation Process
The Trust will be supported in the delivery of the Transport Plan in the first instance by the BLS Travel Co-ordinator, who will spend at least 16 hours per week implementing the Travel Plan, please see Appendix 1 Detailed Implementation Plan.
To achieve a reduction in staff driving from 71% to 60% means that an additional 11% of staff will travel by other means, walk, cycle or by public transport. Please see section 7 for detail of Targets, objectives and monitoring.
The success of the implementation of the Travel Plan will be monitored through monthly performance reports and any delays and/or failures escalated to the Travel Steering
Page | 21 Group and the Head of Logistics. Review meetings will be held quarterly to ensure progress is being made in line with the Travel Plan.
Escalation Process
The Travel Steering Group consists of 12 members and they meet quarterly to monitor the performance of the Travel Plan. Membership is from management, staff representatives, and external stakeholders.
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. Contact Details
BLS Travel Co-ordinator
Kevin Dempsey kevin.dempsey@blsgroup.org SASH Head of Logistics
Steve Abbotts Steve.Abbotts@sash.nhs.uk SASH Director of Information & facilities
Ian Mackenzie Ian.Mackenzie@sash.nhs.uk Travel Co-ordinator/BLS
Travel Steering Group
Head of Logistics
APPENDIX 1
Detailed Travel Action Plan
TASK
Completion Date Risk of Failure Owner
June 14 Submit a Travel Plan for approval SASH/SCC June 14 Medium BLS
June14 Formal Sign off and launch the new Travel Plan June 14 Low BLS
June 14 Launch new website and poster campaign targeting car share June 14 High BLS
July 14 Develop a TP reporting process and internal strategy document July 14 Low BLS
July 14 Review car parking policy, enforcement and charges July 14 Medium SASH
Low
Jun 14 Promote Cycle to Work Week & organise events, competitions and prizes June 14 Low BLS
Low
Aug 14 Roll out agreed amendments to Parking Policy Aug 14 High SASH
Low
Sep 14 Organise Staff Travel Survey Sept 14 Low BLS
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Nov 14 Develop a Car Club Nov 14 Low BLS
Jan 15 Milestone 2.5% reduction in SoV Drivers Jan 15 Medium BLS
Feb 15 Prepare Travel Plan Update Report Feb 15 Low BLS
Mar 15 Review car parking policy and enforcement Mar 15 Medium SASH
Apr 15 Distribute new posters targeting public transport and Park & Ride Apr 15 Low BLS
May 15 Set up a Cycle Club May 15 Low BLS
May 15 Promote & organise ‘Walk to Work Week’ events, competitions and prizes May 15 Low BLS
Jun 15 Promote Cycle to Work Week & organise events, competitions and prizes Jun 15 Low BLS
Jul 15 Review parking charges Oct 15 High BLS
Sept 15 Organise Staff Travel Survey Oct 15 Medium BLS
Oct 15 Milestone 2.5% reduction in SoV Drivers Oct 15 Medium BLS
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APPENDIX 2
Bus Routes
400 Bletchingley 315 Blindley Heath 424 Burstow 400 Caterham 400/424 Copthorne 100/400 Crawley 315 Dormansland 430/435 Earlswood 400 East Grinstead 400 Felbridge
100 Gatwick Airport North Terminal
100/400 Gatwick Airport South Terminal
400 Godstone 100,400/424 Horley 315 Horne 315 Lingfield 100 Maidenbower 100 Manor Royal 424 Meadvale 430/435 Merstham 100 Northgate 400 Nutfield
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315 Outwood
100,315,400
424,430/435 Redhill Bus Station
424,430/435 Reigate
315 Ridge Green
430/435 Royal Earlswood Park
100,400/424 Salfords 424 St Johns Park 315/424 Smallfield 430/435 South Merstham 315 South Nutfield 430/435 South Park 100/400 Three Bridges 430/435 Watercolour 424,430/435 Whitebushes 424,430/435 Woodhatch
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APPENDIX 3
Staff and Patient Numbers
Fig 2.1 Patient Activity
Year 2012/13 2016/17 2018/19
Patient Numbers 481,779 546,819 596,032
Growth % - 13.6 9.0
Fig 2.2 Staff Numbers
Year 2012/13 2016/17 2018/19
Staff Numbers 3,503 3,503 3,503
Growth % - 0.0 0.0
Fig2.3 Staff Category 2012/13
Category % by Category # by Category
Administration, Clerical and Management 19.6 687
Allied Health Professionals 9.8 343
Medical 10.4 364
Nursing and Midwifery 47.2 1,654
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APPENDIX 4
3,503 staff are employed by the Trust and 2,487 travel by car
Total Staff Headcount Staff Driving SOV
3,503 2,487
The total staff employed is 3,503 and of these 2,627 (75%) work weekdays The hospital operates 27/7 and the peak demand on car parking is weekdays between 09.00 and 16.00hrs.
Category Average W’day Staff
Administration 515 Health Professionals 257 Medical 273 Nursing 1240 Support Services 342 Total 2,627
Parking Demand (weekdays)
2,627 staff that work weekdays, of these, 71 % currently drive to work
Year Staff Working Weekday % Staff Driving Staff No Driving Parking Spaces 2012/13 2,627 71 1,865 1151 2016/17 2,627 65 1,708 1151 2018/19 2,627 60 1,576 1151
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Staff Parking Demand by Hour (Weekday)
Time
Demand Spaces Balance
7.00 423 1151 728 8.00 902 1151 249 9.00 1151 1151 0 10.00 1151 1151 0 11.00 1151 1151 0 12.00 1151 1151 0 13.00 1151 1151 0 14.00 1151 1151 0 15.00 1151 1151 0 16.00 1151 1151 0 17.00 1151 1151 0 18.00 833 1151 318 19.00 715 1151 436 20.00 715 1151 436 21.00 715 1151 436 22.00 715 1151 436 23.00 715 1151 436 24.00 423 1151 728 1.00 423 1151 728 2.00 423 1151 728 3.00 423 1151 728 4.00 423 1151 728 5.00 423 1151 728 6.00 423 1151 728
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APPENDIX 6
Staff & Public Parking Fees
Staff Parking
Staff pay £1 per day or part of a day using scratch cards. Staff may also buy season tickets for:
3 months £50 6 months £100 12 months £190
Visitor Parking
Hours £ 0-2 2.20 2-3 3.20 3-4 4.00 4-5 5.00 5-6 6.00 6-7 7.00 7-8 8.00 8-9 9.00 9-10 10.00 10-24 12.00 Over 24 24.00Visitors Car Parks Capacity
Public car parks (Trust visitor car park and Golf Range Car Park) are 100% full between 2.00pm until 5.00pm Monday to Friday with vehicle queue to enter the Trust car park or Golf Range for up to one hour with the queues stretching on some days up to and along the main A23 in both directions.
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APPENDIX 7
Events Diary
July-14
Launch Travel Plan/Staff Website
July-14
Car share promotion
July-14
Launch Loan Cycle Scheme
July-14
Cycle Club
Aug-14
Cycle Training
Sep-14
Car Club
Oct-14
Cycle Maintenance Master Class
Nov-14
ECO driving Master Class
Dec-14
Staff Travel Survey
Events are to be held monthly to keep staff aware of alternative travel, the most recent event promoted the trust’s strategy and action plan which included a draft of the Staff Travel Guide and a demonstration of an electric car.
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APPENDIX 8
Related Websites and Posters
Staff Travel Website
Lift Share Website
Trust Website
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