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

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MAKING CAR SHARING AND CAR CLUBS WORKCASE STUDY SUMMARIESMode 2000 2003 %’age point changeCar (single occupancy) 68% 10% -58%Car (multi occupancy) 2% 70% +68%Bus 25% 15% -10%Train, walk, cycle, other 5% 5% 0%8.11 Much of this success is driven by the imposition of car sharing on staff (there is noalternative due to the limited number of spaces available). As a result there are currently1210 registered car sharers, all of whom car share on a daily basis.Successes / Failures8.12 Despite the significant level of modal shift, car sharing remains a strong talking point (bothpositive and negative) amongst staff. One of the main drivers of success was the strongmanagement support, and the high level of consultation from the outset. The planningcondition on the number of available spaces ensured that the site was accessed in asustainable way from the outset. The supporting infrastructure (including negotiated busservices, on-site bus stops and a range of measures to support cycling) offered choice tousers, and the personal approach to car share matching through a dedicated team enabledemployees to discuss access issues on a one-to-one basis. Similarly the involvement oftrade unions from the outset has added a further degree of credibility to the scheme.8.13 Enforcement has been important, and has worked effectively through the on-site securitycompany that manages the car parking. A strong line is taken with regular registrationchecks, and offenders given 2 warnings before losing their right of access for a year. Whilstthis is staff intensive, it ensures the scheme works effectively for the staff as a whole, and isconsidered as a positive benefit of the way the scheme is run. A similar enforcement line istaken with staff that ‘tailgate’ to avoid swiping their access card through the barrier (andhence potentially arriving by single occupancy vehicle).Supporting Measures / Alternative Approaches Considered8.14 The car share scheme is well supported by a range of sustainable transport measures,branded under the companies green travel policy. These include:Secure cycle / motorcycle parking (modified access to avoid the need to negotiatebarriers)Showers, Changing facilities and lockers on each floor of the buildingNegotiated on-site bus services, that are regularly assessed to match travel demands.This has been established through a close partnership arrangement with both the localauthority and the bus companies.Final V1.1, Dec. 2004 - 54 -
MAKING CAR SHARING AND CAR CLUBS WORKCASE STUDY SUMMARIESGuaranteed ride home for car sharers (although the first approach is through thetransport team, to identify if an existing car share group is undertaking the trip)Travel notice-board in main reception, providing bus and train information, and a tripmatching register for business / long distance travel.8.15 The scheme does not offer any specific incentives for staff car sharing, other than aguaranteed (free) car parking space, and the personal financial benefits (reduced cost ofmotoring) that arise. British Gas offer regular AA inspections of vehicles in the car park,including tyres and general maintenance.Integration with Other Schemes8.16 The scheme currently operates as a stand-alone database for British Gas, although theBlythe Valley Business Park (of which British Gas is the largest employer) have recentlyprocured their own car share database (internet based). Given that all staff have theopportunity to share (given the large scale nature of the workforce), there is no currentintention to merge with the Blythe Valley system, although discussions are on-going. One ofthe main issues to resolve would be the need to define a common ‘car share’ car park for thebusiness park, requiring land to be allocated (each business only has limited spaces, andhence, it would be difficult to administer and manage spaces, if sharers worked for differentemployers within the park). Some informal car sharing already exists with staff from thelocal children’s nursery.Marketing and Promotion8.17 The scheme is marketed through:regular E-mail newslettershigh profile notice-board in main reception areageneral internal staff discussions and direct access to the transportation teamInduction training pack, detailing the car share requirement for new starters (the carsharing scheme is also discussed during staff interviews)Financial Performance / Targets8.18 No specific targets have been set for financial performance, although the scheme relies on afull time transportation team to administer the scheme (1 full time, 1 part time staff member).No comparison of car parking costs saved has been undertaken, as the previous site wasowned by British Gas, and hence car parking was not explicitly charged as an operatingcost. However, based upon average costs per space, the amount saved by reducing spacesfrom 2000 to 386, could be in the order of:£646,000 annual maintenance costs (assuming average cost of £400 per space peryear – ref. Making Travel Plans Work, DfT, 2003)Final V1.1, Dec. 2004 - 55 -
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Making Car Sharing and Car Clubs Work - Case ... - The Civil Service

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