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

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MAKING CAR SHARING AND CAR CLUBS WORKCASE STUDY SUMMARIESThere is a large proportion of people working in the Park Royal area for whom Englishis not their first language.Some women workers will not share a car journey with a man who is not a member oftheir family, due to cultural or religious reasons.Risk of stranding: there is no guaranteed ride home available.Supporting Measures / Alternative Approaches Considered9.16 There are leaflets and travel information packs, with the Freeflow Park Royal brand.9.17 The Commuter Centre has a Transport for London EPOS (electronic point of sale) licence,and can sell all travel cards, season tickets and the new Oyster smartcard. Sales arecurrently running at between £800 and £1,500 per calendar month.Integration with Other Schemes9.18 KP felt that there is confusion amongst the general public about the difference between carsharing and car clubs, and exactly what car sharing actually means. She is trying to get thePark Royal publicity re-written to refer to car sharing as lift-sharing. Car sharing appears tobe seen as sharing your car with someone, rather than giving them a lift. In the same vein,there is the west London internet-based car share matching service being offered byLiftshare.com. TfL is paying for this to be introduced, but KP feels that people will not sign upfor an open public scheme like this, and that it could add even more confusion to an alreadyconfusing situation.Marketing and Promotion9.19 Up to August 2003, the Centre worker used to go out and rustle up car sharers at roadshows, but this is now not possible. There is a leaflet with a form on it, and people cantelephone, email or complete the form on the website. The web form has just beenrevamped; the previous one from Intrinsica had white lettering on a blue background andwas difficult to use. It is expected that Park Royal Carshare will become Park RoyalLiftshare, in response to the feedback received about people’s confusion over terminology.Financial Performance / Targets9.20 No detailed analysis was available.Research and Development9.21 The key issue is to obtain funding to establish the proposed Transport ManagementAssociation.User Perceptions9.22 The McVities (UK) biscuit factory was visited, and four staff were interviewed. McVities’Human Resources Administrator, Selena Dawkins, explained that the firm has recentlyexpanded to incorporate a new line producing Mini Cheddars. As they needed to squeezeFinal V1.1, Dec. 2004 - 60 -
MAKING CAR SHARING AND CAR CLUBS WORKCASE STUDY SUMMARIESmore staff (from 350 to about 470) onto the same site and car parking was already tight, theyhave set aside a car park for car sharers. The Commuter Centre travel information pack ishanded to new staff at their Induction session; a car share lunch and a breakfast wasorganised. About 100 staff registered on the car share database at the Commuter Centre,some of whom were car sharing before the scheme started. There is a Travel Board situatedbetween the shop floor and the canteen, with travel information from the Commuter Centreand TfL. Car sharers are guaranteed a space in a locked car park; currently the key is heldby security staff, but it is likely this will move to access via a magnetic swipe card (althoughthey are also considering giving out keys on deposit). There are 40 spaces in the car sharersarea, and the factory’s General Manager, Andy Readshaw, is looking forward to having theproblem of what to do when this is full. The company openly recognises the humanresources benefits of car sharing. Selena Dawkins felt that there was a lot of resistance tothe car sharing proposal initially, and that it has mainly been picked up by engineers andstaff who are similarly ‘well-established’ at the factory.9.23 Ms. A is a cost control manager, aged 25 – 34. She shares with another manager, whoworks similar hours to herself (0730 – 1630, no shift work). They share 2 – 4 times per week,and although they managed 5 days in a row once or twice, it is likely to remain at the lowerlevel. They have learnt that they need to plan their work carefully on car share days – if onlyto avoid one car share partner waiting until 1900, as happened on one occasion, whilst theother completed a task that just had to be finished that day.9.24 They live about 25 miles away, so she has noticed a cash saving, and that when her carshare partner is off (e.g. on holiday), the fuel bill goes back up. Her car share partner drivesto her house, and then they leave one car on her drive to avoid parking problems. This adds10 minutes each way to her car share partner’s journey. They take turns to drive their owncar, and so no money changes hands.9.25 She previously travelled by car, alone, and found out about the car sharing offer on thenotice board and on a poster. However, they do not use the special parking area, as it is toomuch bother getting the security guard to lock and unlock the gate. They do not use the carsharing service to book trips.9.26 Mr. B is an electrical engineer, aged 25 – 34. He shares 5 times per week with another workcolleague, who also happens to be a good friend with whom he socialises at evenings andon weekends. They take turns to drive, one week on and one week off, and so no moneychanges hands.9.27 He had already been thinking about car sharing before the firm started to promote it. Heknew that he drove past his colleague’s home every day. Nonetheless, he used to travel towork by car, alone, and was only prompted into finally switching to car sharing by the roadshow. He lives 10 miles away and has noticed that he is not filling up the fuel tank so often.9.28 Besides financial savings, the special secure parking is very important to him (and probablymore important than fuel savings), as he has an expensive car that he cherishes. He wouldprefer the firm to stick with the lock and the security guard holding the key. On occasion hecar shares on leisure journeys, especially to motor sport events.Final V1.1, Dec. 2004 - 61 -
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