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

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MAKING CAR SHARING AND CAR CLUBS WORKCASE STUDY SUMMARIESexample, a well known pub, supermarket or school). This has proved very successful inimproving the matching ability, ensuring that matches are generally within close geographicareas. Sharers are also asked to include the number of ‘spare seats’ in their vehicle, whichhas assisted in increasing the number of ‘multi-occupancy’ trips.1.7 The scheme also has a bulletin board that is used for one-off business journeys.Enforcement and Control1.8 The system uses the existing staff ‘smart-card’ to recordvehicles that access the car park security barriers.Electronic kiosks then enable drivers and passengers toswipe their security pass on walking from the car park to thebuilding, and in-built logic validates whether a car sharingtransaction has taken place. Upon validation of atransaction, users are awarded ’10 points’ to their car shareaccounts, and both the driver and passenger(s) are given aticket to display on the dashboard, validating them as car sharers. This kiosk and smartcardsystem was developed for E.ON UK by Datasphere, and is now available as a commercialproduct. A key driver in adopting this approach was to ensure that the system can operatewith limited human intervention.1.9 Car sharers park within a dedicated section of the car park, located adjacent to the mainbuilding, and within close proximity to the car share recording kiosks. Enforcement of this isby ‘word of mouth’ recognising the professional and responsible nature of E.ON UK staff.Incentives1.10 The main incentive is the award of car share points. 10 car share points (awarded for eachdaily use) can be redeemed for 50 pence worth of:E.ON UK cash (redeemable in the staff restaurant)Tesco clubcard pointsLeisure Vouchers1.11 The system keeps a record of each individuals points total, and users choose an appropriatetime to ‘cash in’ their points for their choice of vouchers. Upon cashing in their points (orpart points), an e-mail is sent to the front desk (where the vouchers are stored), and userscollect their vouchers when next leaving the office. The choice of vouchers rather than cashwas selected to reduce the possibility of fraudulent use of the system (it is seen as a niceperk, but not something which is worth ‘cheating’ for).1.12 An additional incentive for registering with the scheme is a 15% discount with the AA.1.13 In order to maintain momentum, various ‘one-off’ incentives are offered (usually to coincidewith national travel wise campaigns), these have included:Double and Triple point daysFinal V1.1, Dec. 2004 - 2 -
MAKING CAR SHARING AND CAR CLUBS WORKCASE STUDY SUMMARIESExecutive staff offering to clean car share cars for a dayThe use of a company chauffeured vehicle for workImpact and Effectiveness1.14 The following table summarises the change in travel behaviour as a result of the travel plan,of which the car share scheme is the major component.Mode Before After ChangeCar, single occupancy 88% 75% -13%Car share, multi occupancy 6% 15% +9%Walk 1% 1% 0%Cycle 1% 3% +2%Bus 2% 3% +1%Train 2% 3% +1%Note: Figures represent best interpretation on average responses for common ‘winterperiod’, and exclude ‘no responses’.1.15 In addition to the modal share figures, the scheme has had several other benefits. It hasproven to assist in relationships with neighbours (a business park forum exists enabling localbusinesses to share views / issues), improved staff morale and connectivity of staff(identified by scheme users) and assisted in meeting the companies corporate sustainabilityand environmental objectives.Successes / Failures1.16 From the outset the scheme has been a great success. It has been accepted by staff as acredible solution to the parking problems, and is well supported across the company. Ofparticular note are:The reward points offered are seen by staff as genuine savings, over and above thefinancial savings associated with sharing the journey to/from work.The sophistication and simplicity of the front end, means that staff can easily getinvolved in the schemeThe quality of the marketing material ensures the scheme remains credibleThe ability to tailor home locations by the use of land-marks overcomes data protectionissues and reduces incompatible matchesThe ability to monitor spare seats, makes best use of each available tripFinal V1.1, Dec. 2004 - 3 -
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