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IN THE ROUND CASE STUDIES
Case Studies Our people have worked on a wide portfolio of projects. We have focused on a selection of these below to highlight some of our key areas of expertise.
CASE STUDY: Japan 2019 Rugby World Cup Transport Planning and Operations Client: Japan 2019 Rugby World Cup and World Rugby (March to November 2019)
The context
The Rugby (Union) World Cup takes place every four years and sees the world’s top rugby nations competing for the coveted accolade of being crowned World Championships. In 2019 (from September to November) across 12 different host cities and venues Japan hosted the Tournament that was expected to attract over 1.5 million spectators. As a large nation with many logistical challenges the organisers were concerned about inter-city spectator travel movements and venue transport operations. There was concern as to whether the transport network would be able to cope, particularly at some of the more challenging matches.
Our objective
In the Round was appointed to advise World Rugby and Japan 2019 Rugby World Cup organising body on a range of transport operations and travel demand management (TDM) solutions for the event. In addition to advising on spectator travel demand forecasting we reviewed the TDM elements of venue transport operations plans and coordinated readiness testing on all aspects of transport and spectator travel communications.
We were required to work across venue transport, fleet management, security, city operations, spectator experience and venue management. We also worked closely with those responsible for the management of the venue access parking and permit scheme for the event.
Our overall approach
This project had several elements:
1. Transport analysis and demand forecasting: Initially we worked with colleagues from Steer (transport planning consultants) who undertook spectator travel demand forecasting to form the basis of comparison with work undertaken by Host Cities. As part of this exercise the team were asked to identify potential hotspots on the local and strategic transport network where a combination of spectator and background demand travel demand could result in significant congestion issues. This included a focus on the long-distance rail movements expected to be made between the host cities, the demand and capacity issues associated with spectator shuttle bus services and park & ride. At the end of the assessment a prioritised list of venues/matches was identified with proposed mitigation.
2. Review of venue transport operating plans: This involved benchmarking the draft plans for each of the 12 venues against best practice across all aspects of the transport functional area including all client groups as well as traffic management, travel demand management and spectator travel experience. The review took the form of a SWOT analysis initially and then the development of a series of venue specific and pan-Tournament mitigations which were presented to senior board members.
3. Management of remedial measures: In the Round’s Jon Foley was then seconded into the Transport Team to work with several parts of the organising committee to push through the required changes. This included working with cluster transport managers and host cities to adjust the spectator travel solution and to ensure that negotiations with rail operators were brought to a satisfactory conclusion in terms of enhanced services. Liaison was also required with spectator services colleagues and the venue operations team to ensure spectator transport movements could be facilitated.
4. Testing and Readiness: Jon led integration of readiness testing on transport within the overall readiness programme for the event. In addition to developing appropriate scenarios for inclusion in pan-Tournament testing and running bespoke workshops on transport readiness with the transport team and host cities Jon also undertook observations at venue test events and identified areas for improvement which were then introduced in amendments to the operation.
5. Spectator travel communications and TDM support: The investigative work indicated that organisers were behind the curve in relation to providing information to spectators on travelling to the event and making use of the wide variety of travel options to each venue. Additionally, for those priority venues/matches identified where congestion could be an issue, the organisers had some work to do with host cities to ensure communications to regular travellers not going to the event was accurate, timely and consistent. Jon set about an intensive period of support working with the Organising Committees communication team, World Rugby’s digital team and external agencies including Google, Jorudan (a national journey planning provider) and host cities to ensure communications were as effective as they could be particularly for the more challenging venues.
6. Event time venue operations observations: During the Tournament Jon was deployed to observe the transport operations at key venues across all client groups including spectators and dignitaries to ensure the robustness of the vehicle permit access activity, the effectiveness of the load zones for the T1 and T vehicles and also for spectator shuttle services. Jon worked closely with the lead on Fleet Management to ensure the robustness of the fleet operation including the fulfilment of journeys. Based on Jon’s recommendations a variety of changes were introduced to the venue transport operation.
What was achieved
The Tournament was widely acknowledged, from a sport perspective, as being the best edition in its history. While there were certain areas for improvement in relation to the transport functional area that could have been avoided if transport planning advice had been sought earlier in the piece overall the transport operation was a success.
CASE STUDY: Transport Planning for Harlequins Rugby and Twickenham Stadium
Client: Harlequins Rugby and Twickenham Stadium (December 2019 to January 2020)
The context
Twickenham Stadium, the home of the England Rugby Union team, was to host one of its most complex sporting events ever called ‘Big Game 12’ with
over 70,000 people expected to attend a two-match spectacular, run by Harlequins Rugby Club, on one day (28 December 2019). The complexity being compounded by the reduction in rail capacity to one-third of usual event day due to industrial action and only four weeks to develop and implement a mitigation plan.
Our objective
In the Round was commissioned to identify and implement changes to travel arrangements for the event to accommodate the expected demand and to focus on communications to spectators and background demand to spread the demand for travel. All of this had to be done in such a way that potential ticket-buyers for the event were not deterred from doing so in the context of the national rail strike.
With many either expecting ticket sales to be down or for transport chaos to ensue In the Round worked with the Stadium and Club to develop a comprehensive series of measures aimed at spectator and background demand travel. In the Round also worked closely with local government, Uber, Google, Waze, Highways England and the train company who were going to be key to the delivery of the proposed interventions.
The result was a series of measures from changed venue opening/closing times to stagger arrival/departure profiles, amended taxi operating arrangements to reduce local congestion, enhanced spectator coach and shuttle bus timetables to enable staggered arrivals/departures and wide ranging multi agency communications to spectators and background demand including through radio, websites, social media, fan emails and notifications on Uber, Google and Waze platforms.
What was achieved
Over 75,000 spectators attended a successful event with no or few issues on the transport network and an assured spectator travel experience.
CASE STUDY: Highways England Travel Demand Management Specialist Advice
Client: Highways England, UK (September 2019 to January 2020)
The context
Highways England, one of the UK’s national highway agencies, recognised the potential advantages of using a variety of innovations to influence travel behaviour on England’s strategic highway network including travel demand management (TDM). TDM has been
used as a means of addressing concerns about congestion associated with major disruption of infrastructure improvements for several years and Highways England were keen to explore the potential for this in new highway projects as well as using TDM in steady state. The focus was the A27 Corridor along the Kent and Sussex coastline in southern England.
Our objective
In the Round was commissioned, alongside WSP transport planning consultancy, to develop a strategy for the use of TDM interventions by Highways England as part of its highway improvement programme. In the Round’s specific responsibility was to investigate the role of new advances in marketing communications to influence travel behaviour both in relation to business as usual and in connection with minimizing the disruption associated with new infrastructure works. Our key objective was to identify best performing interventions that Highways England could consider including in its forward programme.
Our overall approach
There were three elements to the commission:
1. Review of best practice: This was a desk-top review of several case studies including work on disruption led TDM by Transport for London, the role of TDM in managing impacts of major sports events and examples of international best practice. The review confirmed the marketing communications interventions that were present across all/majority of the case studies. In addition to confirming the importance of having a single source of truth for travel information related to the intervention, understanding the audience was also a key feature together with relevant messaging and creative to target the key audience(s). Finally, whilst paid for advertisements was not commonplace, there was recognition of the value of having creatively designed campaign, full engagement with all potential stakeholders and the use of integrated communication channels.
2. Benchmarking current practice: This stage of work included one to one interview’s with key individuals within Highways England and local authorities, participation in workshops with local authorities and desk-top review of websites/social media and so forth. The benchmarking took the form of a SWOT analysis and RAG rating of current practice using best practice as the reference point.
3. Optioneering and identification of best performing options: A long list of possible interventions was then identified. This ranged from proposals to amend Highways England’s current governance and organisational structure in relation to marketing communications within highways projects, to the development of toolkits and advice to project sponsors and local authorities. It also included recommendations on the need for centrally identified and coordinated approaches to audience segmentation, development of travel messaging and engagement activities with large trip generating/attracting uses. The long list of interventions was assessed using a multi criteria-based approach adopting the Department for Transport’s best practice assessment framework. The long list also included non-marketing communications TDM measures (WSP’s responsibility).
What was achieved
The key outcome of this piece of work was the development of a delivery plan that included costed, robust, value for money TDM marketing communications interventions. These recommendations went forward for consideration in funding applications to Highways England’s internal capital and revenue programme.
CASE STUDY: UEFA Euro 2020 Football Championships Mobility Communications Strategy Client: UEFA, Nylon, Switzerland (December 2018 to April 2019)
The context
The Euro 2020 tournament presents UEFA with new and unique opportunities for commercial success and reputation building, as well as mobility-specific
challenges and risks. For the first time, the tournament will be held in multiple countries. Spanning 11 countries and 12 host cities across Europe, means that unlike previous Euro tournaments, there will be no single country taking responsibility for the hosting and all associated logistical arrangements.
It is expected that some spectators will follow their team from country to country, with others attending multiple games at their closest venue. It is therefore anticipated that all audiences and stakeholders will increasingly look to UEFA to provide centralised guidance and communications.
Our objective
In the Round produced a strategy to assist UEFA with the development of their spectator mobility communications plan. Our overarching objectives included:
• Protecting both the organisation and tournament reputations, making Euro 2020 the best tournament yet. • Improve the spectator experience by “putting spectators at the heart of the tournament”. • Meet the increased mobility expectations of spectators. • Deliver operational success within tournament time.
Our overall approach
As a multi-country tournament is a new proposition, mobility related behavioural theory, best practice regarding mobility communications at other sporting events, and risks based on research informed the analysis of the mobility risks and opportunities in each host city were considered.
The subsequent development of a core risk matrix informed the recommended approach to mobility messaging and communications channels, on a country-by-country basis. The approach to communications was structured according to risk, with increased messaging, detail and media spend recommended for those cities where mobility challenges were expected to be greatest.
In addition, all audiences were considered; from spectators and their anticipated mobility information needs, to internal and external stakeholders who provide opportunities to amplify messaging. The potential requirement to communicate with the local community was also a consideration particularly where there was expected to be an undue impact on them. The recommended phasing of communications included consideration of stakeholder
channels, to ensure that spectators and the local community receive information in a timely, relevant manner. Consideration was also given to the role of alternative travel demand management interventions to mitigate the potentially negative travel impacts.
Critically, the strategy recommended integration with the wider Euro 2020 context in mind, with mobility comprising one out of six key communications pillars for UEFA.
What was achieved
Following several workshops with the client to ensure full knowledge of the plans, opportunities and risks surrounding the event, a strategic recommendation was presented. The final strategy was delivered to the client, with delivery plans pending.
CASE STUDY: Cricket World Cup 2019 Travel Communications Strategy Client: Cricket World Cup 2019, ICC and England and Wales Cricket Board, United Kingdom (December 2018 to March 2019)
The context
The Cricket World Cup 2019 (CWC19) is taking place across the UK in summer 2019, with the England and Wales Cricket Board (ECB) responsible for all planning and delivery of the tournament. The success of spectator communications for sporting events in recent years has resulted in a high bar for spectator experience.
CWC19 identified the importance of having comprehensive spectator communications across the Tournament to address the following:
• Spectator expectations for travel communications, which are at an all-time high in the UK following the successful delivery of: UEFA Champions League Final (Cardiff) 2017, England 2015 Rugby World Cup, the Glasgow 2014 Commonwealth Games and London 2012 Olympics.
• The overall spectator experience, which should be excellent from the moment they leave home to attend an event, until the moment they return home afterwards.
• Additional audiences, especially local background demand, whose journeys may be affected by events. • Operational success, ensuring that spectators make best use of the transport network in each city. • Reputational impact, for the CWC itself, the ECB, and the UK as a sporting event leader.
Our objective
In the Round developed a Transport Communications Strategy for CWC 2019, detailing the requirements to deliver a travel experience at the level that has become expected at a world class major event. This included:
• Aligning with CWC19 City Operations and Spectator Experience goal to enhance the overall spectator experience as much as possible.
• Integrating the travel experience into the overall event delivery. • Highlighting opportunities to work with venues, incumbent providers and stakeholders to deliver the
spectator travel plans and experience. • Considering all possible audiences, ensuring all spectators have access to good quality, up-to-date and
accurate travel information. • Advice for supporting Host Cities as necessary to help ensure that the local community understand local
travel impacts.
Our overall approach
All knowledge about ticketholders was analysed to develop a thorough understanding of the spectator audience, their knowledge of travel options, as well as their expectations and planned behaviours. This significantly informed the strategic recommendation, ensuring that all messaging and channels met the needs of the audience while considering best practice at previous sporting events.
In addition, the operational landscape and transport infrastructural plans for tournament time were assessed, with risk levels assigned, informing the need for communications. This also influenced the development of the recommendation for stakeholder management, the approach to local partnerships and opportunities to amplify messaging and / or reach local ‘background demand’ audiences.
With a limited delivery budget available, the communications recommendation presented was proportionate to the travel risks of each match, to ensure a cost effective and efficient approach.
What was achieved
Following workshops with the client a strategic recommendation was presented. The final strategy was submitted to the client. It included a series of alternative delivery models. The Strategy is now being delivered by internal teams.
CASE STUDY: Abu Dhabi Digital Marketing Strategy to Influence Travel Behaviour
Client: Abu Dhabi Department of Transport, United Arab Emirates (July 2018 to November 2018)
The context
A Digital Media Strategy was required to outline opportunities to influence the travel behaviours of all residents, workers and visitors in Abu Dhabi. The overarching travel objective for the region is to decrease car use in favour of more sustainable modes of transport, including bus, carpooling and cycling.
Existing mobility management activity for Abu Dhabi is in its infancy but is based on the principles of encouraging small changes to travel behaviours, as a means of achieving long-lasting and wide ranging behaviour change.
Our objective
In the Round was commissioned to deliver a Strategy outlining best use of relevant digital marketing activity to influence travel behavior amongst all residents and visitors to Abu Dhabi, aligning with existing and developing Department of Transport (DoT) activity – from PR communications to community and stakeholder engagement.
Specifically, the Strategy needed to complement the existing Transport Mobility Management programme, including: • Using the existing sustainable travel brand to unite all travel activity • Aligning messaging with schools and business engagement programmes.
Our overall approach
The Strategy focused on the requirement for the development of a core narrative, founded on the model of reduce, retime, re-mode and re-route car-based journeys.
Delivery recommendations promoted a four-phase approach to communications, that emulated the stages of behavior change from awareness raising, through to sustained action. This incremental strategy also built from year to year to make most effective use of skills and resources available to the DoT, with ‘quick wins’ identified for short-term delivery; focusing activity in the more easily accessed channels early on, before moving to the more challenging channels allows for key building blocks to be put in place.
Key to the development of the Strategy was recognition that digital activity is only one part of the marketing communications mix, and that the digital activity recommended would form only one part of a broader Department of Transport activity. To be truly effective, it was noted that the digital activity promoted in the Strategy should be integrated across all forms of marketing communications, under the overarching behaviour change programme.
What was achieved
A strategic recommendation was presented following in-person workshops. The final strategy is now being implemented by the internal Mobility Management Team. Emphasis was placed on year one activity, including:
• Create a hub for sustainable travel and modal information on the DoT website, housing a central narrative. • Secure buy-in from internal and external stakeholders. • Create a deliver a three-month rolling organic social media plan, ideally with engaging visual content. • Develop a presence on LinkedIn to support the business engagement programme. • Focus on upcoming events, works and infrastructure updates may offer opportunities to encourage trial of
sustainable transport modes.
CASE STUDY: Gold Coast 2018 Commonwealth Games (Transport Marketing Communications and Travel Demand Management) Client: Queensland Government (Australia) in partnership with Gold Coast 2018 Commonwealth Games and Gold Coast City Council (April 2016 to May 2018)
The context
We were commissioned by a Client concerned about managing the travel impact of 1.2 million spectators in a car dominated environment attending 13 venues over 11 days where analysis had determined that at times the transport network could be 60% over capacity.
Our objective
To develop and implement a marketing communications campaign that, using pre-event and in-event activities, would support a required change in travel behaviour of 30% of background demand at the same time as ensuring that spectators used the full range of travel options available and get to their events on time.
Our overall approach
Initially we were commissioned to develop a transport marketing communications strategy for the Games as well as Travel Advice for Business Strategy.
We approached the transport marketing communications strategy work by capturing background information on the event, communications and transport from a range of stakeholders including the Client Group, creative and media agencies. We also worked with others to develop a good appreciation of the transport challenges for the event. We developed our initial ideas and then facilitated a workshop with the Client Group to obtain confirmation on overall direction of the Strategy. We then pulled together a final strategy document including a business case for resourcing.
We were also commissioned to develop a Travel Advice for Business Strategy. We did this by capturing information on the local business demographics, details of how they were expected to be impacted by the event whether that was in relation to delivery and servicing or workforce/visitor travel and information on other activities with businesses on the Games being adopted by others. The draft strategy was presented to the Client Group before being finalised.
Our Strategy work was approved and we then moved into an operational phase. We were embedded in the Client team to deliver the following:
• A fully integrated transport marketing communications and business engagement strategy that supported the overall aims and objectives of the Event for spectators and background demand.
• Management of a team responsible for delivering the fully integrated transport marketing communications plan.
• Deployment of communications across a wide range of integrated channels including: Website including interactive travel impacts and other mapping Social media and digital Radio, press, out of home, television and cinema On public transport channels (including on/in vehicle, at
station) On highway channels (including permanent and
temporary variable message signing) In-venue channels (including digital screens and public
announcements) Event-wide smartphone App Spectator journey planner
• Management of external agencies responsible for creative campaign development, innovative interactive public facing mapping and travel behaviour research and insights.
• Advice to those leading on the development of the Event Spectator Journey Planning solution. • Advice on the design and implementation of the Transport Co-ordination Centre for the event.
• Design, implementation and management of the Games Time Transport Communications Operations Centre for Spectators and Background Demand. • Design and delivery of an extensive readiness and testing programme, integrated with that of the Event, together with full training of the staff to be deployed in the specialist Transport Communications Hub, including those of partner organisations. • Development and management of a Multi-Agency Transport Communications Stakeholder Group to secure access to a wide range of additional communications channels managed by Police Authority, Public Transport Operators, Tourism Agencies, Local Authorities, Government Departments, Highway Authorities and
others • Participation in senior leadership meetings and discussions including at a ministerial level.
What was achieved
We successfully delivered all key components to time and budget with programme impacts exceeding the expectations of the Client group. Key outcomes include:
• Best practice levels of transport marketing communications campaign awareness of 92%
• Changes in travel behaviour by more than 30% of the background demand audience leading to a reduction in traffic levels below usual levels (by as much as 20% in some instances).
• A spectator audience satisfied with the nature, timing and quality of transport communications received leading to higher than expected levels of public transport.
• A legacy in relation to the management of transport communications integrated across a range of stakeholders that previously did not exist.
• The ‘Get Set of the Games’ campaign won a national Australian Institute of Marketing Award for Best Integrated Marketing Communications Campaign and a state award for Best Public Sector Campaign.
Overall we are proud to have made a positive contribution to what was regarded as one of the most successful Commonwealth Games on record.
CASE STUDY: UEFA Champions League Final 2017 (Transport Marketing Communications, Travel Demand Management and Transport Operations) Client: UEFA, Welsh Government, Football Association for Wales, Cardiff Council (December 2016 to July 2017)
The context
We were commissioned by a Client Group concerned about the potential travel impact of up to 200,000 descending on Wales capital City to enjoy Europe’s premier Club competition Final match along with the 50,000 expected to visit the 4 day Football Festival.
Our objective
To develop and implement a travel demand management marketing communications campaign that, using pre-event and in-event activities, would support a required change in travel behaviour of 20-30% of background demand at the same time as ensuring that spectators used the full range of travel options available. In addition to working closely with local stakeholders the campaign needed to engage with the communications teams of UEFA and the two finalist Clubs (Juventus and Real Madrid).
Our overall approach
Our team was embedded in the Local Organising Committee (Football Association of Wales). Our initial task was to develop an overall Strategy for the transport marketing communications activity which was to include integrated programme of marketing communications alongside a business and community engagement programme. The Strategy and associated business plan was developed in conjunction with all local stakeholders, the finalist Clubs and UEFA. It was approved for implementation and the funding secured.
We then moved into the operational phase of the project. In relation to our travel demand management activity this included:
• Management of those responsible for delivering fully integrated multi-lingual transport marketing communications. • Extensive liaison with UEFA spectator services, marketing communications and event management teams along with
liaison officers for the finalist Clubs. • Deployment of communications across a wide range of integrated channels including:
Website (including bespoke spectator focused mapping) Social media and Digital Content for spectator emails On public transport channels (including on/in vehicle, at station) On highway channels (including permanent and temporary variable
message signing) In-venue channels (including digital screens and public
announcements) Spectator journey planner
• Management of external agencies responsible for creative campaign development, innovative interactive public facing mapping and travel behaviour research and insights.
• Development and deployment of Business and Community Engagement materials and co-ordination of local public road shows.
• Management of the Mobility Journey Planning solution for spectators. • Management of the Park and Ride Booking Tool for the Event including innovative demand management solution. • Securing innovative demand management solution for spreading use of the problematic rail network for ingress and
egress. • Advice on the design and implementation of the Transport Co-ordination Centre for the
event. • Design, implementation and management of the Event Time Transport Communications
Operations Centre for Spectators and Background Demand. • Design and delivery a readiness and testing programme, integrated with that of the
Event, together with full training of the staff to be deployed in the specialist Transport Communications Hub, including those of partner organisations.
• Development and management of a Multi-Agency Transport Communications Stakeholder Group to secure access to a wide range of additional communications channels managed by Police Authority, Public Transport Operators, Tourism Agencies, Local Authorities, Government Departments, Highway Authorities and others.
• Participation in senior leadership meetings across the Client Group.
In relation to the broader transport planning support for the Event our team engaged in the following:
• Co-ordination of a full press briefing on ‘A City Prepares’ to ensure a transparent appreciation of the full impact of the event.
• Development of a Venue Transport Operating Plan for Cardiff’s Millennium Stadium (location of the Men’s Final) and Cardiff City Stadium (location of the Women’s Final). • Regular liaison meetings with the Rail Operator Technical Working Group and the lead for Air Travel Management for the event. • Management of site-meetings in relation to crowd management arrangements at Cardiff’s Central Train Station. • Management of the Park and Ride contractor for the Event. • Management of the bus operator responsible for delivering the Accessible Transport Bus Services for the Event. • Participation in discussions with the Welsh First Minister and Under Secretary.
What was achieved
We successfully delivered outcomes in excess of the expectations of the Client group. Key outcomes included:
• Changes in travel behaviour by more than 30% of the background demand audience leading to a reduction in traffic levels below usual levels by as much as 25% in some instances.
• A spectator audience satisfied with the nature, timing and quality of transport communications received leading to higher than expected levels of public transport use.
• Avoided the negative press previously received form other large scale events held in Cardiff. • A legacy in relation to the management of rail
related bookings and communications and a fully established and ongoing Stakeholder Working Group on transport communications for Events.
• Best practice levels of business and community engagement in a cost-effective manner without the need for time consuming and costly site-specific advice for businesses.
A key outcome, of which we are proud, is the subsequent support we provided to the Welsh Government to provide them with a Roadmap for the development of a National Strategy on Transport Communications for Major Events which is currently being implemented.
CASE STUDY: England 2015 Rugby World Cup (Transport Marketing Communications and Travel Demand Management) Client: England Rugby 2015 Ltd (November 2014 to November 2015)
The context
Our Client (England 2015 Rugby World Cup) was concerned that the transport network would not be able to accommodate the travel demand generated during the Event, particularly around key venues, and required a marketing communications demand management solution which also ensured spectators travelled as required.
Our objective
We were appointed to lead on Travel Demand Management which for this event included leading a Transport Marketing Communications Campaign for Background Demand, Travel Advice for Spectators and to manage the development of Games Time Transport Communications arrangements. Our team were senior managers in the Transport Functional Area for the Tournament.
Our overall approach
As a first step our team led the development of a fully integrated transport marketing communications strategy that supported the overall aims and objectives of the Tournament for spectators and background demand. This included developing thorough appreciation of the Tournament including ticketing arrangements, established marketing communications for the event, transport planning arrangements and so on. In addition we met with each of the Host Cities to develop a thorough appreciation of their aspirations and expectations with respect communications activities in their areas. The draft Strategy was presented to the Client and also the National Transport Co-ordination Group for the Tournament which included representatives of the Host Cities. This was all undertaken as an embedded part of the Client.
We then continued to be embedded in the Client’s Transport Functional Area as we moved to the operational phase of delivering the Strategy. Our people were specifically responsible for delivering:
• Management of the transport marketing communications work area (for background demand and spectators).
• Management of the In-Tournament Transport Communications Operations Hub work stream. • Management of the booking service for spectators requiring accessible parking at venues.
• Integration of transport communications with broader marketing communications for the Tournament which included close working outside of the Transport FA with Spectator Services, Venue Management, Marketing Communications, Volunteering and others. Beyond England 2015 we worked closely with World Rugby’s Marketing Communications Team as well as Comms leads from other stakeholders in the Host Cities.
• Deployment of communications across a wide range of integrated channels including: Website A dedicated travel and transport social media presence Radio announcements (planned and real time) On public transport channels (including on/in vehicle, at station) On highway channels (including permanent and temporary variable message signing) In-venue channels (including digital screens and public announcements) Spectator journey planner Targeted venue specific emails to Spectators Park and ride booking tool Spectator travel and accommodation surveys
• Development of a ground-breaking Stakeholder Toolkit approach to developing background demand marketing communications collateral that could be used across multiple channels by stakeholders as a cost-effective way of avoiding duplication of effort.
• Management of external agencies responsible for creative campaign development and travel behaviour research and insight.
• Client Management of the Tournament’s Spectator Journey Planning. • Management of the customer facing mapping requirement in relation to travel and transport. • Extensive liaison with Highways England, Traffic Wales and their partners to ensure effective use of real time radio messaging as well as planning for all their communications channels. • Advice on the design and implementation of the Transport Co-ordination Centre for the Tournament. • Design, implementation and management of the
Tournament Time Transport Communications Operations Centre for Spectators and Background Demand. • Design and delivery of readiness and testing programme, integrated with that of the Tournament, together
with full training of the staff to be deployed in the specialist Transport Communications Hub, including those of partner organisations.
• Development and management of a Multi-Agency Transport Communications Stakeholder Group for each of the Host Cities to secure access to a wide range of additional communications channels managed by Police Authority, Public Transport Operators, Tourism Agencies, Local Authorities, Government Departments, Highway Authorities and others.
• Application of demand management thinking to Park and Ride Booking tool to spread demand where possible in relation to arrivals and departures at park and ride sites.
• Coordination of a tiered approach to transport marketing communications programme to ensure that resources focused on those venues where greatest impacts were required.
• Participation in senior leadership meetings including regular participation in the National Transport Coordination Group.
What was achieved
Key outcomes included:
• High proportions of background demand claiming that they would change their travel behaviour during the event.
• Spectators using the transport system in the required way. • A spectator audience satisfied with the nature, timing and quality
of transport communications received leading to higher than expected levels of public transport.
CASE STUDY: Glasgow 2014 Commonwealth Games (Transport Marketing Communications and Travel Demand Management) Client: Glasgow 2014 Commonwealth Games Ltd, Transport for Scotland and Glasgow City Council (January 2014 to September 2014)
The context
Our Client (Glasgow 2014 Commonwealth Games, Transport Scotland and Glasgow City Council) were concerned that the transport network would not be able to accommodate the travel demand generated during the event and required a marketing communications demand management solution.
Our objective
We were appointed to lead on Transport Marketing Communications for Background Demand, Travel Advice for Spectators and to manage the development of Games Time Transport Communications arrangements. Our team were senior managers in the Travel Demand Management Team for the Event. It was necessary to influence the travel behaviour of 20-30% of background demand and to ensure that spectators used the mix of public transport, park and ride and active travels in a balanced way.
Our overall approach
As a first step we developed a transport marketing communications strategy for background demand and a strategy for travel advice to spectators. We developed both strategies in parallel including a business case for the marketing spend required to support the transport marketing communications strategy. Once developed the Strategies were presented to the Transport Board for approval prior to implementation.
As our commission then transitioned into operational delivery we were embedded in the Transport Functional Area of the Glasgow 2014 Commonwealth Games organising body as part of the Travel Demand Management Team. Our people were specifically responsible for delivering:
• A fully integrated transport marketing communications strategy that supported the overall aims and objectives of the Event for spectators and background demand.
• Management of a team responsible for implementing the fully integrated transport marketing communications plan for background demand.
• Management of the Travel Advice for Spectator work stream. • Management of the Games Time Transport Communications Operations Hub
work stream. • Management of the booking service for spectators requiring accessible parking at venues.
• Integration of transport communications with broader marketing communications for the Event, • Deployment of communications across a wide range of integrated channels including:
Website (both for Background Demand and Spectators) A dedicated travel and transport social media presence Radio announcements (planned and real time) On public transport channels (including on/in vehicle, at station) On highway channels (including permanent and temporary variable message signing) In-venue channels (including digital screens and public announcements) Modified existing journey planner for Spectators Direct operational emails to Spectators. Park and ride booking tool.
• Development of a ground-breaking Stakeholder Toolkit approach to developing background demand marketing communications collateral that could be used across multiple channels by stakeholders as a cost-effective way of avoiding duplication of effort.
• Management of external agencies responsible for creative campaign development and travel behaviour research and insight.
• Management of Transport Scotland’s Spectator Journey Planning contractor. • Extensive liaison with Traffic Scotland and their partners Inrix to ensure effective use of real time radio messaging as well as planning for all their communications channels. • Advice on the design and implementation of the Transport Co-ordination Centre for the event. • Design, implementation and management of the Games Time Transport Communications Operations Centre for Spectators and Background Demand. • Design and delivery of an extensive readiness and testing programme,
integrated with that of the Event, together with full training of the staff to be deployed in the specialist Transport Communications Hub, including those of partner organisations.
• Development and management of a Multi-Agency Transport Communications Stakeholder Group to secure access to a wide range of additional communications channels managed by Police Authority, Public Transport Operators, Tourism Agencies, Local Authorities, Government Departments, Highway Authorities and others.
• Participation in senior leadership meetings with the Transport Project Board.
What was achieved
Key outcomes included:
• 42% of background demand claiming that they would change their travel behaviour during the event. Factored down to a change of about 20% during the event.
• Spectators using the transport system in the required way including higher than usual proportions cycling and walking to events as well as using park and ride and public transport as required.
• A spectator audience satisfied with the nature, timing and quality of transport communications received leading to higher than expected levels of public transport.
• A legacy for Transport Scotland who adopted aspects of the innovations introduced during this event into their usual working practices and events.
