Case Study Summaries - Richard Armitage Transport Consultancy ...

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MAKING CAR SHARING AND CAR CLUBS WORK CASE STUDY SUMMARIES example, a well known pub, supermarket or school). This has proved very successful in improving the matching ability, ensuring that matches are generally within close geographic areas. Sharers are also asked to include the number of ‘spare seats’ in their vehicle, which has 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 Control 1.8 The system uses the existing staff ‘smart-card’ to record vehicles that access the car park security barriers. Electronic kiosks then enable drivers and passengers to swipe their security pass on walking from the car park to the building, and in-built logic validates whether a car sharing transaction has taken place. Upon validation of a transaction, users are awarded ’10 points’ to their car share accounts, and both the driver and passenger(s) are given a ticket to display on the dashboard, validating them as car sharers. This kiosk and smartcard system was developed for E.ON UK by Datasphere, and is now available as a commercial product. A key driver in adopting this approach was to ensure that the system can operate with limited human intervention. 1.9 Car sharers park within a dedicated section of the car park, located adjacent to the main building, and within close proximity to the car share recording kiosks. Enforcement of this is by ‘word of mouth’ recognising the professional and responsible nature of E.ON UK staff. Incentives 1.10 The main incentive is the award of car share points. 10 car share points (awarded for each daily use) can be redeemed for 50 pence worth of: E.ON UK cash (redeemable in the staff restaurant) Tesco clubcard points Leisure Vouchers 1.11 The system keeps a record of each individuals points total, and users choose an appropriate time to ‘cash in’ their points for their choice of vouchers. Upon cashing in their points (or part points), an e-mail is sent to the front desk (where the vouchers are stored), and users collect their vouchers when next leaving the office. The choice of vouchers rather than cash was selected to reduce the possibility of fraudulent use of the system (it is seen as a nice perk, 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 coincide with national travel wise campaigns), these have included: Double and Triple point days Final V1.1, Dec. 2004 - 2 -
MAKING CAR SHARING AND CAR CLUBS WORK CASE STUDY SUMMARIES Executive staff offering to clean car share cars for a day The use of a company chauffeured vehicle for work Impact and Effectiveness 1.14 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 Change Car, 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 ‘winter period’, and exclude ‘no responses’. 1.15 In addition to the modal share figures, the scheme has had several other benefits. It has proven to assist in relationships with neighbours (a business park forum exists enabling local businesses to share views / issues), improved staff morale and connectivity of staff (identified by scheme users) and assisted in meeting the companies corporate sustainability and environmental objectives. Successes / Failures 1.16 From the outset the scheme has been a great success. It has been accepted by staff as a credible solution to the parking problems, and is well supported across the company. Of particular note are: The reward points offered are seen by staff as genuine savings, over and above the financial savings associated with sharing the journey to/from work. The sophistication and simplicity of the front end, means that staff can easily get involved in the scheme The quality of the marketing material ensures the scheme remains credible The ability to tailor home locations by the use of land-marks overcomes data protection issues and reduces incompatible matches The ability to monitor spare seats, makes best use of each available trip Final V1.1, Dec. 2004 - 3 -
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