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

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MAKING CAR SHARING AND CAR CLUBS WORKCASE STUDY SUMMARIESthe approach to physically count access at the entrance gates in order to assess anaccurate view of numbers sharing).7.10 The initial scoping exercise for the car share scheme (and wider travel plan initiatives) wasdriven by a strong staff consultation process, encouraging local ownership of the outcomes(the travel group sought to ‘facilitate, coach and guide’). The development of the solutionswas derived by a team comprising 2 representatives from each building on the Campus.7.11 An issue was the lack of continuity of staff in the post of coordinator. The company hasworked hard to ensure continuity to instil confidence in the scheme and the current postholder has been in place for 18 months.7.12 Whilst the scheme can be accessed via any internet terminal (through a secure password), itis more difficult for hourly paid staff (not on the payroll, and often without PC internet accessat work) to access the database. In many cases, hourly paid staff are not provided with aLand Rover e-mail address (a prerequisite for the system registration), and hence have touse the address of a work colleague or home e-mail account. Actions to overcome thisproblem are being addressed to improve the take up by these hourly staff members.Supporting Measures / Alternative Approaches Considered7.13 Given the large distances staff travel (typically 20 miles or more), combined with localconcentrations of staff around previous Land Rover sites (e.g. Coventry and Solihull), carsharing remains as the priority approach to reducing car use, and achieving the targets setin the S106 Agreement. Car sharing was seen as a means of both achieving corporatetravel objectives, and reducing the cost and strain for staff by sharing the expense anddriving time of travelling to/from work.7.14 The site does not offer any specific financial incentives, nor an emergency ride home (staffare supported in finding alternative sharing partners in this case).7.15 The site continues to look for other opportunities, and is exploring the possibility of providing‘works buses’ to shuttle staff to/from key urban areas.Integration with Other Schemes7.16 The scheme integrates fully with the wider 234car database. Staff currently register with theLand Rover private group (part of the wider Ford group), but have the ability to use the234car matching software to meet with other external sharers. The 234car softwareenables matching ‘on-route’ and hence could be more widely promoted amongst otherbusinesses served by the routes taken by Land Rover employees.7.17 The car share scheme also fits within a wider travel plan for the Gaydon site, whosemeasures include (some of which have been implemented):Work from home / flexible working policiesImproved inter company site communications (e.g. video-conferencing)HGV routing policyFinal V1.1, Dec. 2004 - 48 -
MAKING CAR SHARING AND CAR CLUBS WORKCASE STUDY SUMMARIESImproved information on bus services, and on-going discussions with operatorsCompany bus for staff travelImproved cycle routes and on-site facilities for cyclists (parking, lockers, showers)Marketing and Promotion7.18 The scheme is marketed to staff through quarterly e-zine style newsletters, combined withregular road shows. These road shows have proven particularly successful in gainingsupport and momentum, with the personal contact considered to be a significant issue.Much of the promotional material focuses on the wider travel plan objectives andopportunities.7.19 Land Rover is also currently examining the further possibility of specific incentives, forexample prize draws for the ‘100 th car sharer’ from a certain time of day (avoiding staff tryingto arrive at a certain time to gain the prize). These incentives are likely to be ‘Land Roverproducts’ (to limit costs and tax issues), given to the driver and all sharers.7.20 In addition, the Land Rover scheme relies heavily on the cascading of advice by managers,who are briefed on the scheme objectives. These managers then encourage workers withintheir teams to adopt car sharing if possible, and to use the 234car web-site to register forpotential partners.Financial Performance / Targets7.21 There are no specific financial targets, although Land Rover does have a stated ambition toreduce single occupancy car use by 15%.Research and Development7.22 Land Rover continues to explore best practice, through links with Warwickshire CountyCouncil and attendance at sustainable transport events and seminars. In particular it islooking to provide preferential car share spaces, provide improved services to reduce ‘intersite’travel, and to improve the marketing potential of the 234car scheme. It is also planningto tailor information for new starters (including focussed e-mails and car share flyers), andprovide an on-going refresh of the publicity material displayed on-site. A text messagingsystem is also being looked at.Support/Consultation7.23 An important element of the success of the scheme has been the board support for theinitiative, and the advice and guidance of the County Council officers. As discussed above,extensive staff consultation under-pinned the scheme development, and staff are continuingto be consulted through annual surveys, web-site and e-mail feedback, and open advicedesks at the road shows.User Perceptions7.24 All of the staff interviewed were active car sharers, and provided a rounded view of theFinal V1.1, Dec. 2004 - 49 -
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