1 / 43

HOK Potential

HOK Potential. parking, planet, physical fitness, public image Value. Parking The Big ‘Issue’. “The (university) chancellor’s job has come to be defined as providing parking for the faculty, sex for the students and athletics for the alumni” Clark Kerr, UC-Berkeley chancellor, 1967

karen-stephenson
Télécharger la présentation

HOK Potential

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. HOK Potential parking, planet, physical fitness, public image Value

  2. ParkingThe Big ‘Issue’ • “The (university) chancellor’s job has come to be defined as providing parking for the faculty, sex for the students and athletics for the alumni” Clark Kerr, UC-Berkeley chancellor, 1967 • “Parking is the most important issue for everyone” Albert Carnesale, UCLA chancellor, 2003

  3. But Parking Costs‘Love Affair with Automobile’ • American cars in motion five percent of day • 95 percent of American automobile commuters park free • Standard 4 park spaces per 1,000 office feet • Parking adds 27 percent to office building costs 67 percent if below ground • Urban construction per space: $16,000 to $32,000 Various articles, Shoup 1995-2005

  4. Our ‘Love Affair’ CostsOne Los Angeles deck built in 2003 • UCLA’s 1,500 new spaces Generated 5,630 one-way car trips/day 3.8 trips per space 1.1 million new vehicle miles traveled/month $57 a month to park in each space which cost CA taxpayers $233 for debt service and operating expenses

  5. Auto ExternalitiesOur ‘Love Affair with Automobile’ Parking issues Employee Health Personal Costs Pollution-air & water Congestion Foreign Policy International Trade Global Warming Safety Time

  6. Change InevitableOur ‘Love Affair with Automobile’ Peak Oil, Global Warming “There’s really no doubt we’re going to have to change our habits. We’re going to have to design our cities differently…We could be in deep trouble as a social system. How do we achieve fairness when the gridlock between rich and poor already stops us from having an energy policy?” “We could see democracy entering its death throes” Charles Maxwell, American energy guru often called ‘dean of energy analysts”

  7. Parking Our ‘Love Affair with Automobile’ Time right for new thinking TDM thinking

  8. TDMSynonymous w/transportation sustainability • Transportation demand management: “any set of actions influencing people’s travel behavior in such a way that alternative mobility options (non-personal auto) are presented” “A toolbox for enhancing mobility,”Meyer, 1997 • TDM actions focus on short-term mitigation of existing congestion and on avoiding future, long-term issues through strategic thinking “Demand management as element of transportation policy,”Meyer, 1999

  9. TDM Around WorldThe United Kingdom “Toward a Sustainable Transport System” Study over five years, 92,500 locations • A 10-percent reduction in car miles • Corresponding increase in transit use, bike & hike • Prior pilots showed a 14-percent reduction And the UK now plans “free transport advisors” nationwide at equivalent cost of building 17 interstate miles

  10. TDM Around WorldWestern Australia For a decade, TravelSmart or “individualized dialogue” marketing 350,000 citizens • Shows a 14-percent reduction in car-miles driven • 27-percent increase in “muscle-powered” transport • 67:1 benefit-cost ratio – (construction projects 4:1) • Little bounceback Today, opening a new commuter rail line with 90-percent approval ratings

  11. TDM Around WorldWestern Australia Perth-area expanding TravelSmart to individually, dialogue market citizens in Energy, Water, Recycling “People want to be part of the solution. They just don’t know how.” Brög, TravelSmart founder, 2007

  12. TDM – American Concept“Think Globally, Act Locally” • Employer Based 1. To save on parking construction 2. To save on health care costs • Utilize Social Marketing • Utilize Individualized Dialogue Marketing • Underscored by extensive communication, marketing, behavioral change and consumer behavior data • Utilize “Carrots, sticks AND tambourines”

  13. TDM – Martha Jefferson Hospital“Think Globally, Act Locally” • C-ville, parking space construction averages $23,000 • Martha Jefferson is moving by 2012 primarily due to need for parking • Original plans call for 1,265 space parking deck • But try TDM before building $29 mil deck Use savings for better, more beautiful, functional hospital building

  14. Social MarketingTDM – Martha Jefferson Plan Discuss auto externality issues w/staff at monthly department/division meetings for 1 year. Socially market externalities in short, five-minute segments (one externality each meeting) led by “know-nothing” upper management 1. Illustrates management behind sustainability, behind “doing right thing.” Upper management follows short basic script 2. Allows “framing” discussion. Max 10 slides keeps upper management directing info flow 3. Eliminates off-message questions. “Keep meeting short for department’s benefit” 4. Allows monthly reiteration of same, simple “right thing” message. “The hospital cares. Hope you do too” 5. Reinforces “changers.” Assures them they made right decision

  15. Social MarketingHealth Externality Discussion Greatest potential for organizational health benefits accrue if sedentary adults begin regular, moderate activity • Like walk to transit stop daily • Or active daily transportation • Doctors prescribe walks today • Business: Every $ spent on fitness returns $3.15 in health benefits • Some employers pay bonus for fitness -- $7 to $14 per percentage/pound lost

  16. Social MarketingCongestion Externality Discussion • In US, 226 million vehicles • Over 3.7 billion hours of travel delay…2.3 billion gallons of wasted fuel annually in congestion • Cost… $63 billion in 2003 • Individual drivers spent three times as much time stuck in traffic in 2003 – an average 47 hours – than 1983 Texas Transportation Institute, 2005

  17. Social MarketingGlobal Warming Externality • Transportation causes 33 percent of US CO2 emissions – 1,959 million metric tons; the largest single amount in economy – while producing 11 percent GDP • C02 emissions to GDP fell 23 percent since 1990 due to drops in industrial and commercial emissions amid overall economic gains • U.S. vehicle miles traveled are increasing over two percent annually and as much as 6.2 percent, erasing those industrial/commercial C02 gains • Americans drive 2.9 trillion miles/year in 411 billion car trips, 87 percent alone US-DOT, US-EIA, US-DOC

  18. Social MarketingForeign Policy Externality • Americans drive 2.9 trillion miles/year in 411 billion car trips, 77 percent alone • 60-65 billion car trips are commutes • 70 percent of 19 million oil barrels/day into fuel tanks. 163 billion gas/diesel gallons annually in cars • 63 percent of oil imported (12.2 million barrels daily) • $251 billion in 2005 to import oil. Largest $ amount in US trade deficit US-DOT, US-EIA, US-DOC

  19. Social MarketingForeign Policy Externality US – 2.7 % of world’s oil reserves, 5 % of population, uses 26 % of world’s oil (USGS) • Much oil from countries who don’t like America • 9 of 11 OPEC nations are Islamic. Two major exporters, Iran and Venezuela, angry at US, w/Nigeria in civil war • 2 in 3 barrels of proven oil in Persian Gulf states

  20. Social MarketingForeign Policy Externality • Past 30 years, US engaged in “petro-imperialism” • US “puts up a democratic façade, emphasizes freedom of the seas (or pipeline routes) and seeks to secure, protect, drill and ship oil” • US military become “global oil protection force” Kevin Phillips, “American Theocracy” • Three in four worldwide call US in Iraq “blood for oil” in 2002 survey of 33,000 Pew Charitable Trust, 2003

  21. Change Inevitable • Writing on wall IF we allow ourselves to see it • In our lifetime, parking decks become white elephants? • The visionary firm that recognizes and addresses has key to mitigation of global warming, congestion, and other externalities of auto usage • While providing key value to clients New, value pricing revenue stream???

  22. Dialogue MarketingTDM – Martha Jefferson Plan Monthly ask employees following externality discussion if want more info or consider another transportation mode Sign each up for dialogue marketing 1. Allows work with only employees predisposed to act 2. Allows bypass/isolation of advocates for auto lobby 3. Builds towards individual and corporate “tipping point” 4. Similar to ‘TravelSmart’ but employer focused

  23. TDM – Martha Jefferson Plan“Think Globally, Act Locally” Have knowledgeable advocate individually market that employee with data and rewards for attempting other commute styles. Perhaps requires several individual meetings. Again, similar to Western Australia’s successful TravelSmart program. 1. About 35-50 percent of telephoned households refuse to hear more 2. Still so effective that 135,000 families targeted this year 3. Cost: $50 per household 4. All demographics – including professionals – utilizing alternative transport With social marketing, moves the mass as well as quickly gathers “low hanging fruit.”

  24. Dialogue MarketingTDM – Martha Jefferson Plan • Discover commute needs • Show options: Hike, bike, car-van pool, transit, telecommute Bus schedule from nearest stop; Perhaps free pass Bike shop discounts Nearby employees working similar hours • Emphasize guaranteed ride home program • Emphasize flex car possibilities • Solve other disincentives • Research: Why Americans drive? What causes change?

  25. Dialogue MarketingTDM – Martha Jefferson Plan In each company department, train “first commute changers” to become individualized marketers 1. As known entities, they become living proof 2. And can be compensated for educating others Constantly connect driving externalities to media coverage Illustrates personal rewards of those changers 1. Personally lose weight 2. Personally save money 3. If Cash-Out, can invest saved money as will

  26. HOK Client • Generate company background data • Preliminary cost and environmental impact • Devise program for that location • Provide PowerPoint/video for five-minute externality social marketing over year-long program • Train/provide dialogue marketer/champion for each firm Turn parking savings into greater buildings

  27. Will Work in America? In 1990, Cornell University in NY began TDM program for faculty and staff • Today 52 percent of faculty/staff arrive on alternative transportation • Student parking permits halved in six years and 26 percent today purchase transit passes • Both happier. Staff morale up. Turnover down • Re-utilizing former parking spaces

  28. Will Work in America? • U.S. Census Bureau: 1.4 mil sq ft. complex for 6,000 employees. Suitland, MD. • Opened Nov. 2006 with 4,000 parking spaces after three-year TDM program increased carpooling 17.9 %, transit 30.6 % and decreased SOV by 8.2 % • National Capital Planning Commission limits parking to one space for every two employees • Washington: Commute Transport Reduction

  29. Will Work in America? • IRS Tax Credits • Cash Out Parking • World Kyoto Pressure • Media: Car driving connected to Global Warming • LEED ND Pilot • CAFÉ ‘rebound’ effect • New York considering congestion charging Obama, McCain, Clinton, Romney: ‘carbon taxing’

  30. HOK Potential parking, planet, physical fitness, public image Value Randy Salzman 434-987-2754 salz@rocketmail.com

  31. American Policy to date – State of DenialThe Miracle Cure ALL scenarios – even ‘best case’ – predict we WILL be forced to change our behavior • Saul at Damascus is a miracle because instantaneous behavioral change DOES NOT happen • Individuals do not hear one argument, one time and change their minds, much less their behavior • Behavioral change, instead, is a long, complicated, variable process unique to each individual

  32. Reprogramming ‘Default’Self-Determination • “To be autonomously motivated involves feeling a sense of choice and volition as a person fully endorses his or her own actions” Richard Ryan, “Psychological Needs and the Facilitation of Integrative Processes,1995 • “Autonomous choice requires a decision that is accompanied by the experience of endorsement and willingness” Moller, Ryan & Deci, “Self-Determination Theory and Public Policy,” 2006 Autonomous choosers often become additional “mavens,” and “salesmen” to move society TO/FROM the necessary sustainable tipping point

  33. Doing because it’s interesting, fun, satisfying, enjoyable No coercion Satisfies our basic psychological needs Helps personal growth and affirmation Pull or “soft” methods Doing due to pressure, cost, to forestall a punishment, achieve an outer-directed goal To illustrate to others Drives wealth, fame and image-consciousness Push or “coercive” methods Intrinsic & Extrinsic MotivationAutonomy vs Control

  34. Gov’t/Media MORE Rational… • The economic concept of the ‘rational consumer’ does not exist… • Marketers seek the child market because, once hooked, we rarely changes brands… • We “see” more advertising AFTER buying… • We have been taught since birth that “buying equals happiness”… • We have learned to expect “instant gratification”… • We love simplicity, not complexity… • We do not want to hear bad news… • We don’t have the time…

  35. The ‘Default’ PositionChange inevitable but most resist change • Early childhood theories are “engravings in brain” • Education piles up but fundamental engravings generally remain unchanged • When forced to connect outside formal training “respondent reverts to earlier engraving” • Cognitive dissonance. We try to square what we do with who we claim to be… We rationalize our behavior Gardner, 2004

  36. Reprogramming ‘Default’Change inevitable but most resist change REASON: Identifying, weighing relevant assessment factors RESEARCH: Collection relevant data RESONANCE: “affective component” *LIEDTKA’S AUTHENCITY: Must feel right to an individual, fit current situation and seem doable *ARISTOTLE’S ETHOS: Feels relation/respect to mind-changer, finds him/her reliable REPRESENTATIONAL RE-DESCRIPTIONS: Express in multiple compatible formats RESOURCES and REWARDS: “positive reinforcement” *Rewarded for one course of behavior over other *New course concordant with reason, resonance, research. REAL WORLD EVENTS: What’s happening which reinforces, detracts RESISTANCES: Selective attention, retention, perception Gardner, “Changing Minds,” 2004

  37. Reprogramming ‘Default’ Of 10 worst Int’l per-capita energy-use cities, nine American Ozone Alerts reduce individual driving Down 3.6 mile/day Reduce it ‘significantly’ if employer program Down 11.6 mile/day In the world’s worst driving city Atlanta, Georgia Henry & Gordon, “Driving less for better air,” 2003 Newman & Kinsworthy, “Sustainability and Cities,” 1999

  38. Behavioral Change Model“Seven Stages of Change” 1. Awareness of Problem Issues of automobile externalities, like congestion, global warming, foreign policy 2. Accepting Responsibility (“We have met the enemy and he is us!”) Understanding the personal, corporate, organizational relevance 3. Perception of Options Recognize that there are other methods of transport 4. Evaluation of Options Consider if one or more option is viable 5. Making a Choice Truly desire to modify own behavior 6. Experimental Behavior Getting out and trying that choice 7. Habitual Behavior Adopting for long-term

  39. 1. Awareness of Problem 2. Accepting Responsibility Whenever individual moves from one stage to next… Provide positive feedback “Thanks for becoming part of the solution” Public Info/Media Coverage Seek Small Groups Reiterate Externalities Reiterate Specific Facts Tell Positive Stories Accept Defensiveness Distance from Arguments “Seven Stages of Change”To affect consumer in stages…

  40. 3. Evaluation of Options 4. Making a Choice Whenever individual moves from one stage to next… Provide positive feedback “Good thinking. For all options, you know there’s a guaranteed ride home, right?” Target “Leaners” Personalized Marketing Focus on Journey Type Bypass Defensiveness Address Disincentives to Change Provide Incentives to Try Emphasize: “Doing what’s right” Keep Press Distant “Seven Stages of Change”To affect consumer in stages…

  41. 5. Making a Choice 6. Experimental Behavior 7. Habitual Behavior Whenever individual moves from one stage to next… Provide positive feedback: “I can’t wait to see you in six months. Everybody’s healthier and happier.” Focus on Type of Journey Solve Disincentives Illustrate Positive Personal Effects Encourage Defensiveness Ask for Feedback Use as Example for Media, Internal Coverage Ask for Support and Promotion “Seven Stages of Change”To affect consumer in stages…

More Related