UNIVERSITY OF CAMBRIDGE Transport Strategy 2019-2024
UNIVER SIT Y OF C AMBRIDG ETransportStrategy2019-2024
Transport Strategy:Foreword from Professor Ian Leslie,Senior Advisor to the Vice-Chancelloron Environmental SustainabilityWe have the great fortune to work in a world-leading institution that people want towork in, study in and visit. Every day the University attracts staff, students and visitors intothe city, and when they are here, they travel between our many sites, learning, workingand discovering.All of these journeys present a complicated challenge. Increasingly, the people who workand visit Cambridge are travelling in from outside the city, partly because it is an expensiveplace to live. The public transport system is not currently comprehensive enough to meetthe needs of people travelling into the city to work, or those who need to make cross-cityjourneys, and so many people choose to drive, usually alone, because this is the mostconvenient and affordable solution for them.However, Cambridge is congested and air quality is below national targets in some areas.In order to improve congestion in Cambridge and to and minimise our environmentalfootprint from transport, the University would like to encourage our staff, students andvisitors to travel more sustainably. We want to reduce the number of journeys made by carbut in order to do so, staff and students need affordable and convenient alternative ways totravel. Although many people do cycle or walk within the city, the University could do moreto encourage people to make more of their journeys on bikes, on foot, or by public transport.This strategy sets out the measures we will take to improve people’s experience of cycling,walking and public transport, and to encourage them to travel more sustainably. It won’talways be possible for everyone to so. There are many reasons why some people need touse cars: limited mobility, health issues and caring responsibilities are among them. Wewon’t succeed if it makes travel more difficult: a long and frustrating commute can have adetrimental effect on well-being and work-life balance. But we must meet the challenge ofreducing car journeys to make a difference to our local and global environment. This is partof the University’s commitment to reducing its environmental impact.ContentsVision and Objectives3Achievements to Date10Executive Summary4Aims and Commitments12Context6Implementation, Monitoring and Review18Key Transport Issues and Challenges82 Transport Strategy 2018
Vision and ObjectivesVision and ObjectivesThis Transport Strategy provides a framework to guide investments inimproving transport facilities on the University estate and across Cambridgeand to ensure that the University’s decisions that impact transport areconsistent with the University’s vision for transport.The Vision for TransportObjectivesSupport the day-to-day operation andthe planned growth of the Universitywhile maintaining the specialcharacter of Cambridge. This includesminimising traffic impact, providingsustainable travel options andcontributing to the framework fordeveloping the estate in a way thatreduces the need to travel, as wellas supporting staff wellbeing andwork-life balance. facilitate convenient and predictable travelto the University sites and between Universitysites for all staff, students and visitors; minimise the University’s environmentalfootprint from transport and improve airquality in Cambridge; make a positive contribution to thewellbeing of staff and students and thequality of place, protecting and enhancingCambridge’s historic and attractiveenvironment; contribute to the development ofthe University estate and workingpractices in the University to reducetransport demand and reliance onmotorised modes; exploit emerging and future technologieseffectively and make best use of worldclass research within the University.These objectives are inter-related and on thewhole self-reinforcing but where commitmentsconflict the priority for implementation is asshown above.This strategy is limited to consideration oftravel to work and travel within the University,that is, within the local Cambridge vicinity.Although this strategy will have an impact onthe 31 independent Colleges and there is aclear need to work with them, this strategy islimited to the University, excluding CambridgeAssessment and Cambridge University Press(both of which have their own Staff Travel Plans).While the University will make someimprovements to journeys to work and journeysat work, these are likely to be marginal giventhe current transport context in Cambridgeand the sub-region. Significant improvementswill come through strategic proposals beingdeveloped by the Greater CambridgePartnership, the Combined Authority, andcommercial transport providers. We arecommitted to working with these partners todeliver on the vision within this strategy.Transport Strategy 2018 3
Executive SummaryExecutiveSummary1.1 There is a great disparity intravel-to-work experiencesfor our staff. For a significantfraction, it is a ten or fifteenminute cycle; for others it is agruelling journey on congestedroads or on an over-crowdedtrain that lasts for over an hour.Over the past two decades theUniversity has expanded from afootprint largely contained withinthe historic centre of Cambridgeto encompass two large peripheralsites, the Cambridge BiomedicalCampus and West Cambridge,as well as other smaller sites.Additionally the Universitycontinues to develop NorthWest Cambridge as a housingdevelopment and for operationalUniversity space. The challenge,which in the past was simplygetting people in and out of thecentre, is now more difficult:it is about getting people tothe right part of Cambridge.4 Transport Strategy 20181.2 There are a number of factors which aregermane to transport in Cambridge: The University is geographicallydispersed around and inside a citywhich has grown from a modestmarket town with an historic core tothe fastest growing city in the UK1; The city is of a sufficient size to becongested, but as yet is not largeenough to give rise to an economic,comprehensive, public transportsystem; The city has a strong cycling culture,and most students, in particular, travelby cycling or walking; The success of the University and theinnovation cluster has madeaccommodation within Cambridgevery expensive – most of those whohave joined the University in the pastdecade have been priced out of thelocal housing market; The arrangements of localgovernment are complex, withresponsibilities for planning andtransport not lying with the sameauthority, but many of the actionsthat the University would like to takeforward can only be done incollaboration with local government.Planning decisions by localgovernment regarding future housingdevelopment will have a profoundimpact on our transport strategy.1.3 The proposals being developed by theGreater Cambridge Partnership andthe Combined Authority, including theproposed CAM Metro2, and the LocalTransport Plan being drafted by theCombined Authority, seek to addressmany of these issues in the widerCambridge and sub-regional context.1.4 The University has a duty, wheretransport facilities are provided, toensure that disabled students andstaff are not excluded.1.5 Promoting the cycling culture ofCambridge must be a key componentof the University’s Transport Strategy,and it must not be taken for granted.Travel by bicycle meets the keyobjectives of our strategy, except whereit puts cyclists (and pedestrians) indanger. We should ensure that cyclingremains an attractive and safechoice. But for a significant number ofour staff, cycling is not an option.1.6 Single-occupancy car journeys are theleast-desirable form of transport inthe context of the vision, and yet formany this is the only realistic option.Our strategy should be targetedat reducing the number of suchjourneys, but we must do this inthe context of the aim of convenientand predictable journeys.
1.7 Reducing single-occupancy car journeys3 can be done either by providingrealistic alternatives (for example by subsiding public transport) or by makingsuch journeys less attractive (for example by eliminating or charging for parking).The University’s focus should be on providing realistic alternatives,recognising that external factors are likely to make some car journeysonto University sites less attractive. Car parking spaces will be a diminishingresource and the University should manage this resource more effectively andwith better regard to need and equity.1.8 The University currently subsidisesa bus route. Work should be doneto provide guidelines for theUniversity to enter into suchagreements and evaluate theirbenefit so as to provide a clearerlong-term planning framework withthe aim of creating the biggest upliftin public transport with the mostefficient investment. This shouldinclude the nature of such agreements,which might include different forms ofpartnership with operators.1.9 Transport demand will be a keyconsideration of the University’sSpatial Strategy which will addressthe long-term plans for the estate andfor future housing developments overwhich the University has influence.It is vital that the University works inpartnership with local governmentand other partners on short andlong-term development withrespect to transport.1.10 Electrification of vehicles providesopportunities to improve air quality, butof course does not in itself reducecongestion. Our strategy should befocused on the vehicles that getused most – our fleet, buses thatwe subsidise, taxis or sharedvehicles that we use – ratherthan private vehicles.1.11 The strategy’s interrelated objectivesare in general aligned with each other.The aims and commitments link in tothe objectives and, with the focus onreducing single occupancy car journeys,through the provision of attractivealternative choices, will both reduce theUniversity’s carbon footprint and theUniversity’s impact on congestion.Cambridge was the fastest growing UK city at the end of2017, according to the latest UK Powerhouse report fromIrwin Mitchell and the Centre for Economics and BusinessResearch (CEBR)2CAM Metro is the Cambridgeshire Autonomous Metro3 Single Occupancy Car journey refers to the journey on arrivalat the workplace, there may be other passengers in the carduring the journey being taken to a destination prior to thestaff member arriving at work. (At the time of writing the stafftravel survey does not allow for the recording of car sharingwith people outside of the University).1 Transport Strategy 2018 5
ContextContextPurpose2.1 The University of Cambridge is oneof the world’s leading academicand research centres and makes asignificant contribution to the local,regional and national economy.⁴ TheUniversity’s 12,182 staff and Oakington19,204students represent a significantproportionof the CambridgeBar Hillpopulation; ensuring their travelis as sustainable as possible playsan importantpart in reducingDry DraytonM11congestion in Cambridge.2.2 The University also has a vital role to2.3 Furthermore, in developing transportplay in the future success of Cambridgeinfrastructure and services to serveas a major developer building housingexisting and new University space, thestock and employment space withinUniversity, as a partner in the city’sWaterbeachthe city. The University, in its role as adevelopment, can help to improveresponsible developer, needs toaccess to sustainable transport choicesmaximise the uptake of sustainablefor the wider community in Cambridgetravel modes to manage traffic levels soand across the sub-region.Impingtonthat these developments can move2.4 University sites are becoming moreahead without having a negativeMiltondispersed with the result that a numberHorningseaimpact on the highway network.of strategic links can be ngtonWaterbeachA14Bar HillHardwickImpingtonMiltonDry ambridgeGrantchesterFulbournA14HardwickPotential hesterM11KEYGreat ShelfordMajor University sitesPotentialCambridgeSouthStationExisting Park & RideExisting rail stationsHaslingfieldM11Great ShelfordPotential future rail stationKEYMajor University sitesKey strategic linksExisting Park & RideExisting rail stations4 Source HR department (31 January 2019)6 Transport Strategy 2018Potential future rail stationKey strategic links
Linking with wider University policy2.11 The Transport Strategy links with the followingUniversity policy documents: Environmental Sustainability Vision, Policy andStrategy 2015-2020 5 Strategic Framework for the Development of theEstate, 2016 6 Carbon Reduction Strategy 2018 7 People Strategy 2016-2021 8Scope2.5 This Strategy sets out the University’s role and responsibility insupporting its staff, students and visitors and in working withother delivery partners in the Cambridge sub-region to reducethe University’s wider transport impact.2.6 This policy does not directly apply to the 31 Cambridge Collegeswhich are independent institutions with their own transport policies.However there are matters where collaborative working withColleges will deliver benefits to all parties.2.7 This policy also does not apply to NWCD which has its ownFramework Travel Plan. Department or site-specific travel plansrequired as part of the planning process will be aligned with theTransport Strategy where possible to ensure the aspirations of thestrategy are met across the full University’s estate.2.8 The document provides context for the proposed StrategyCommitments, setting out a 5 year vision for the period 2019-2024.To deliver the Strategy, an implementation plan will be developedunder the oversight of the Transport Working Group and usinginput from its four themed sub-groups.2.9 This Transport Strategy replaces the Staff Travel Plan adopted in 2011.Strategy Development2.10 This Strategy has been developed by the University’sTransport Working Group and its four themed sub-groups: Car Parking Cycling and Walking Public Transport Transport Electrification.2.12 The Carbon Reduction Strategy, which aims forcarbon neutrality by 2050, covers all of theUniversity’s carbon emissions, including commutertravel and all forms of business travel. The aims andcommitments in this Transport Strategy will onlyhave an impact on commuter travel, and businesstravel within Cambridge and the immediate area.Partnership Working2.13 The University’s staff represent a significantproportion of the Cambridge workforce at 16%.It is therefore vital that we do what we can to bringabout positive change and work in partnership withthe large number of other organisations who alsocontribute to the high levels of traffic across theCambridge sub-region2.14 The University is one of the five partners formingthe Greater Cambridge Partnership (GCP) whichcomprises: Cambridge City Council Cambridgeshire County Council South Cambridgeshire District Council The University of Cambridge Cambridgeshire and Peterborough BusinessBoard.2.15 Working in Collaboration with the Cambridgeshireand Peterborough Combined Authority, the GreaterCambridge Partnership is the local delivery body fora City Deal with central Government, bringingpowers and investment, worth up to 1 billion over15 years, to vital improvements in infrastructure,supporting and accelerating the creation of 44,000new jobs, 33,500 new homes and 420 additionalapprenticeships.2.16 The partnership is working across the three keyareas of transport, housing and skills, to growand share prosperity and improve quality of lifefor the people of Greater Cambridge, now andin the future.See ronmental sustainability vision policy and strategy for web.pdfSee c-framework7See /6507/Carbon-Reduction-Strategy-2018.pdf8See y2.pdf56Transport Strategy 2018 7
Key Transport Issues and ChallengesKey Transport Issuesand Challenges3.1 Key transport issues and challenges identified throughanalysis of current University travel patterns and issues, aswell as the broader planning and transport context forthe Greater Cambridge City Region areas follows: Congestion Limitations of the public transport network Affordability of housing Poor air quality8 Transport Strategy 20183.2 These challenges impact on the Universityin three ways: Productivity: congestion and the resulting extendedjourney times lead to staff arriving late and not in thebest frame of mind for working. In-work travel is alsoa drain on time and affects productivity. Pain: commuting results in stress (lack of work-lifebalance), tiredness, anxiety and frustration forstaff members. Equity: staff have different options availablethat come at different costs.
CongestionLimitations of the Public Transport Network3.3 High levels of congestion in Cambridge result inunreliable and unpredictable journeys to work andbetween University sites, affecting public transportusers and those who drive.3.5 In common with many towns and cities outside the largeconurbations, Cambridge has a radial, city-centric busnetwork with limited orbital links. The impact of congestionalso works against the provision of cross-city routes. Inaddition there are only a few services where the frequency ishigh enough to make reference to the timetableunnecessary.3.4 Congestion is likely to increase dueto future growth in employment and housing:Cambridgeshire is one of the fastest growingsub-regions in the UK. It is estimated there will be35,000 new homes and 44,000 new jobs in Cambridgeand South Cambridgeshire (the GCP area) by 2031, which,if delivered, will place additional pressure on thetransport network, resulting in higher levels ofcongestion and delays to journeys.93.6 As University sites are becoming more dispersed, more staffare making cross-city journeys, most of which will involve achange of bus. West Cambridge in particular, has fewer directbus services from surrounding towns and villages, than the citycentre or Biomedical Campus. As a result staff travelling inalong the A428 corridor are highly car-reliant.3.7 The placing of Cambridge Station, by historical accident, overa mile from the city centre means that it is poorly placed foraccess to most University sites; those who do commute bytrain are faced with an onward walk, cycle or bus journey.Affordability of Housing3.8 An increasing proportion of University staff live out ofCambridge, resulting in more journeys to work by car, partlydue to the lack of affordable housing close to their work. In2018, 56% of staff responding to the annual travel surveylived outside the city, and 51% of these travel by singleoccupancy car to work, compared to only 6% of the staffwho live in the city.Poor Air Quality3.9 All of central Cambridge is an Air Quality Management Area(AQMA) and levels of nitrogen dioxide are above the nationaltargets in some locations. If this trend continues, these levelsare expected to cause significant health issues and have animpact on mortality rates.3.10 This strategy, by targeting a reduction in single-occupancycar journeys will deliver benefits in three of these four areas: Congestion: fewer car journeys will result in less congestion; Limitations of the Public Transport Network: fewer carjourneys will result in less congestion, improving theoperating conditions for bus services; Poor Air Quality: fewer car journeys will result in improvedair quality, and less congested roads reduce emissions forthose journeys still undertaken.9There is of course the potential for this expansion to bring about a transformation in public transport in the region.Transpo
1 Cambridge was the fastest growing UK city at the end of 2017, according to the latest UK Powerhouse report from Irwin Mitchell and the Centre for Economics and Business Research (CEBR) 2 CAM Metro is the Cambridgeshire Autonomous Metro 3 Single Occupancy Car journey refers to the journey on arrival at the workplace, there may be other passengers in the car during the journey being taken to a .
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