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

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MAKING CAR SHARING AND CAR CLUBS WORKCASE STUDY SUMMARIESThe database matches seamlessly with the corporate intranet, ensuring strongcorporate identity, and the ability to ‘tap-in’ to the existing staff profiles andcommunication channelsThe culture of the staff ensures that resources to monitor car share spaceinfringements is kept to a minimum.The data collection processes on usage are excellent (with each transaction beingrecorded through the kiosk), enabling accurate usage figures to be regularly compiled.The scheme self administers itself, with little need for human intervention.The need to maintain a strong personality in the role of travel plan coordinator (amidstpressures from other work streams)1.17 There are very few weaknesses, and those that are identified are being addressed withfuture developments, these being:The inability to search for matches ‘on-route’Culture of car usage, and company car still seen as perkThe lack of integration with other local businesses on the same business park.Supporting Measures / Alternative Approaches Considered1.18 The car share database is supported by a range of travel plan initiatives, including:Secure covered cycle parking, with showers and changing facilitiesFlexible working hoursPoints are collectable for ALL sustainable accessEmergency ride home for car sharers stranded at work/home1.19 Interestingly, the last of these measures was debated prior to the launch, and it was agreedto introduce it, and monitor the costs involved. Procedures were put in place to establish aspecific cost code for this activity, to ensure that staff could very easily directly claim for thecosts incurred without having to justify why the action was taken. Evidence suggests thatcosts have proven to be in the order of £100 per year.Integration with Other Schemes1.20 The car sharing scheme does not interface with other wider car sharing schemes, nor does itallow access to staff beyond E.ON UK. This was a conscious decision when establishingthe scheme, making best use of the existing intranet connections and reducing overall costsfor development and maintenance. It was considered that the large-scale nature of theoffice in Coventry would ensure sufficient numbers of staff to enable effective matchingwithout extending geographic coverage. The system is currently being rolled out to otherE.ON UK sites across the UK.Final V1.1, Dec. 2004 - 4 -
MAKING CAR SHARING AND CAR CLUBS WORKCASE STUDY SUMMARIESMarketing and Promotion1.21 The scheme has been the subject of powerful and professional marketing campaigns,raising the profile of car sharing, both before the launch and on-going.Financial Performance / Targets1.22 The following table summarises the main costs and benefits.CategoryCostsEstimatedmonetary valuesYear 1CategoryBenefitsEstimatedmonetary valuesStart-up software development £20,000 Removal of 150 leased spaces £104,000Staff incentive payments£69,840(assumes average of 120 staff aday)*Consumables £200Staff costsunknownMarketingunknownYear 2 OnwardsKiosk maintenance £1,000 Removal of 150 leased spaces £104,000Staff incentive payments£69,840(assumes average of 120 staff aday)*Consumables £200Staff costsunknownMarketingunknown* Figures includes 50 pence payment and 47 pence tax and National insurance contribution, which is paid for by E.ONUK (payroll staff only, contractor staff pay Tax and NI themselves).1.23 Overall the scheme provides positive income of roughly £38,000 per year (excluding staffcosts and marketing)Research and Development1.24 E.ON UK are currently looking to enhance the monitoring process, and move entirelytowards an automated reporting process. They are also looking to automate messageswhen staff complete on-line mileage claims, educating about the alternatives available.They will also be looking to more closely target staff, though individualised campaigns.1.25 E.ON UK continue to analyse user queries through the system, and undertake annual travelsurveys to ensure the travel plan measures remain effective. As discussed above, thesoftware will shortly be able to match ‘on-route journeys’ and more is being done to promotethe one-off business journeys. The marketing campaign continues to be updated andrefreshed with new ideas.Final V1.1, Dec. 2004 - 5 -
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