Making Car Sharing and Car Clubs Work - Case ... - The Civil Service

More documents

Recommendations

Info

MAKING CAR SHARING AND CAR CLUBS WORKCASE STUDY SUMMARIESSupport/Consultation1.26 The system developed was driven by the staff consultation process, and the real need toaddress a clearly identified parking problem. The scheme made good use of the travel plancoordinators ability to understand the technical solutions (coming from an IT background),combined with her enthusiasm and commitment, and ability to motivate those around her.1.27 In developing the scheme, E.ON UK did not use any local authority or consultancy support,but have drawn upon the travel plan best practice guidance notes. This was primarily as aresult of a strong corporate focus, without the need for support. Since launching the schemeE.ON UK have become more aware of local authority support (particularly through theTravelwise team), and do coordinate activities with the local authority and local businessesthrough the business park Forum.User Perceptions1.28 All users interviewed provided strong support for the scheme (only one of the intervieweessolely used the car share scheme, the other 2 used a range of sustainable transportmeasures, most notable cycling and rail). There is clear recognition of the value of the carshare scheme, and the professional way in which it has been implemented and promoted.All users had noticed a considerable improvement in local congestion around the site, andreduced difficulties with parking.1.29 The financial incentives were generally considered as a ‘nice perk’, and whilst users hadn’tundertaken any specific calculation on savings, they did recognise both the direct financialgain (as a result of the payment for usage), and the wider gains associated with reducedtravel costs (in one case, the user had sold-off one of the family cars). In addition, usersexpressed reduced stress levels (from driving on less days), combined with improvedfreedoms and flexibilities on working hours (not having to arrive early to ensure a parkingspace).Other General Issues1.30 A number of key messages can be derived from the E.ON UK case study, namely:The importance of a well motivated and influential coordinator, with allocatedresponsibilities (from the board) and a budget to work with.The importance on setting an image which meets the corporate identity – not treatingcar share as second class.A strong and well organised marketing campaign (not just photocopied posters)A robust technical solution, that enables easy access for usersEnsuring the scheme meets user needs based upon robust questionnaire data analysisOffering a range of incentives for all sustainable modesFinal V1.1, Dec. 2004 - 6 -
MAKING CAR SHARING AND CAR CLUBS WORKCASE STUDY SUMMARIES2 BARCLAYCARD (NORTHAMPTON)General Background2.1 Barclaycard’s HQ at Northampton is approximately 2 miles from Northampton town centreon a business park. The building was designed for 2,300 staff and now accommodates3,000 staff. The organisation has 1,900 car parking spaces.2.2 The business operates on a 24hr/7day basis but the majority of staff, 70-80%, work withinthe traditional 08:00-18:00 core hours.2.3 By Christmas 2003 car parking on site was becoming a major problem. Questions andcomments to management by staff were increasingly concentrated on car parking issues.Around 90-100 staff each day were unable to find a car parking space for their car on thesite. Staff were parking their cars anywhere on the business park they could find space.Grass verges and link roads near to the Barclaycard building were blocked with parked cars,and some staff were parking on the grass verges on the approach to the roundabout leadingfrom the business park to the main road.2.4 Barclaycard purchased a car sharing website from Liftshare in Summer 2003. Ben Brakes,the Environmental Manager, began to promote the car sharing scheme seriously in January2004.Operating Structure2.5 The Barclaycard Scheme uses Liftshare’s internet based software to match car sharers. Thecompany has a dedicated car sharing car park, for 300 cars, located in front of the mainentrance to the building. The car park is staffed until 12:00 and only staff cars with two ormore people are admitted to the car parking area.Impact and Effectiveness2.6 The scheme has 300 registered car sharers. However, many of these have found their carsharing partners informally from within their Department, rather than signing up throughLiftshare. Ben likes the ease of administration of the Liftshare scheme, but thinks that staffwould be more likely to use the matching service if it was provided and developed byBarclaycard’s usual IT provider, as staff have expressed concerns about giving personalinformation to a third party. The scheme has effectively been promoted by word-of-mouth asstaff have discovered that they can park easily and quickly in the car sharing car park, ratherthan waste time searching for spaces elsewhere on site.2.7 Barclaycard has carefully monitored the car sharing car park area over the past two months.They have been running a prize draw, open to car sharers only: the prize was to be aSmartCar but only if at least 750 different cars had used the car sharing car park over thetwo month period. By the closing date, July 31st 2004, just 670 different car registrationnumbers had been included in the draw, so the main prize will not be given. Instead,Barclaycard will provide a range of smaller prizes for staff who registered for the draw.Final V1.1, Dec. 2004 - 7 -
Page 1: Department forTransportMaking Car S
Page 4 and 5: MAKING CAR SHARING AND CAR CLUBS WO
Page 12: MAKING CAR SHARING AND CAR CLUBS WO
Page 17: MAKING CAR SHARING AND CAR CLUBS WO
Page 61 and 62:
MAKING CAR SHARING AND CAR CLUBS WO
Page 63 and 64:
Page 65 and 66:
Page 67 and 68:
Page 69 and 70:
Page 71 and 72:
Page 73 and 74:
Page 75 and 76:
Page 77 and 78:
Page 79 and 80:
Page 81 and 82:
Page 83 and 84:
Page 85 and 86:
Page 87 and 88:
Page 89 and 90:
Page 91 and 92:
Page 93 and 94:
Page 95 and 96:
Page 97 and 98:
Page 99 and 100:
Page 101 and 102:
Page 103 and 104:
Page 105 and 106:
Page 107 and 108:
Page 109 and 110:
Page 111 and 112:
Page 113 and 114:
Page 115 and 116:
Page 117 and 118:
Page 119 and 120:
Page 121 and 122:
Page 123 and 124:
Page 125 and 126:
Page 127 and 128:
Page 129 and 130:
Page 131 and 132:
Page 133 and 134:
Page 135 and 136:
Page 137 and 138:
Page 139 and 140:
Page 141 and 142:
Page 143 and 144:
show all

Making Car Sharing and Car Clubs Work - Case ... - The Civil Service

Create successful ePaper yourself

Delete template?

Save as template?