Overcoming barriers to the implementation of car parking charges at UK workplaces |
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| Institution: | 1. School of the Built Environment/Transport Research Institute, Napier University, 10 Colinton Rd, Edinburgh EH10 5DT, Scotland, UK;2. Transport Studies Group, Department of Civil and Building Engineering, Loughborough University, Loughborough LE11 3TU, UK;1. College of Transportation Engineering, Tongji University, Shanghai, China;2. Key Laboratory of Road and Traffic Engineering of the Ministry of Education, Tongji University, Shanghai, China;3. Urban Information Lab, School of Architecture, University of Texas at Austin, Austin, USA;1. School of Architecture, Building and Civil Engineering, Loughborough University, Loughborough, Leicestershire LE11 3TU, UK;2. Transport Strategy, Nottingham City Council Loxley House, Station Street, Nottingham NG2 3NG, UK;3. Department of Politics, People and Place, Leicester Castle Business School, De Montfort University, Leicester LE1 9BH, United Kingdom;1. Centre for Transport and Society, Department of Geography and Environmental Management, University of the West of England, Bristol BS16 1QY, UK;2. Department of Geography and Human Environment, Tel Aviv University, PO Box 39040, Tel Aviv 6139001, Israel |
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| Abstract: | Charging employees to park at their places of work is a transport policy measure advocated by the UK government as a means of reducing car commuting and hence achieving the twin objectives of reducing congestion and combating environmental degradation, especially in urban areas. The empirical effects of employee parking charges have been analysed (see for example Willson, R.W., Shoup, D.C., 1990. Parking subsidies and travel choices: assessing the evidence. Transportation 17, 141–157; Department for Transport (DfT), 2002. Making travel plans work: report on case studies. London: DfT (Also available at www.local-transport.dft.gov.uk/travelplans/guides/index.htm)]). There is, however, a dearth of literature examining the practicalities of employee car parking charge implementation in those few organisations that haves done so. Based on empirical studies of 11 UK workplaces, this paper examines the reasons for and the practicalities of implementation and concludes by considering the barriers to the wider adoption of this policy. |
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