As government budget cuts continue to bite and competition for funding increases, it’s becoming harder for UK cities to secure the money needed to build or maintain good quality infrastructure. For example, Sheffield’s Supertram network faces a £230m funding gap, and could close unless transport executives can raise the funds to renew the network.
But if central government won’t provide funding, there are other ways for city authorities such as Sheffield to generate income for much needed transport infrastructure. One idea is a workplace parking levy, which is a charge placed on all workplace car parking spaces within a specific boundary.
The premise is simple: each year, the business who owns that space must pay the local authority a set amount of money. Businesses may chose to pay this themselves, or pass the charge on to their employees through car parking fees. The money collected from the levy is used to help fund transport projects within the local area, while also encouraging commuters to shift away from cars and onto other modes of transport.
After being adopted in Australian and Canadian cities, the levy was first introduced in the UK in 2012, in the city of Nottingham. During its first year, the charge raised £7m and has continued to raise funds since. The money has allowed Nottingham to keep up its contributions to the Private Finance Initiative that was used to pay for an expansion of the city’s tram network, along with other important transport improvements.
Currently, the cost per space stands at £402 per year, although there are some notable exceptions to the charge: businesses with fewer than 11 spaces don’t have to pay, and there’s no charge for emergency services and disabled parking.
Manchester considered the levy as a tool to help improve the city’s air quality, although a proposal was recently rejected by the city council on the basis that the levy would need to be applied across the whole of Greater Manchester to work. Sheffield made a small reference to the potential use of a levy in its recent draft transport vision, although it’s not clear how well developed these plans are.
Together with colleagues from the universities of Nottingham and Southampton, I’ve undertaken research which included interviewing a range of key people from Nottingham’s city council, the local tram operator, the Chamber of Commerce, as well as politicians and managing directors of several Nottingham-based businesses, to find out what made Nottingham’s workplace parking levy a success.
Recipe for success
For one thing, Nottingham is a politically stable city. Labour are the dominant party within the local council and have been since 1991, so councillors are less concerned about suffering electoral losses in response to a poorly received policy, and more confident about implementing more radical ideas.
Nottingham’s boundary is also tightly drawn, which meant that deciding where to apply the charge was more straightforward. Manchester’s experience shows that larger cities may have more difficulty in determining who is subject to the charge.
Initially, some businesses saw the charge as a “tax” on them and opposed the policy; media reports at the time warned of businesses leaving the city and moving to nearby economic centres, such as Derby. But there is no evidence to suggest that these worries have materialised in the longer term.
Identifying a piece of infrastructure, such as a tram system, that will be built using funds from the levy also appeared to be an important argument to “sell” the charge to sceptics. So although there was opposition to the workplace parking levy, there was also a lot of support for the tram expansion and the benefits this could bring.
An opportunity to invest
The workplace parking levy offers cities an opportunity to collect and invest large amounts of money in their own infrastructure; or to leverage even greater amounts of money from other sources, which might otherwise be unfeasible.
For Nottingham, a large part of their success is based on the fact that they preemptively used the money raised through the workplace parking levy to leverage significant finance from the UK government, through the Private Finance Initiative deal. To secure these funds to pay for the tram expansion, Nottingham agreed to commit to repaying 35% of the value of the Private Finance Initiative (estimated at £187m). They have used the levy on an ongoing basis to help them meet these costs.
The experience of Nottingham and other pioneer cities shows that while the workplace parking levy is based on a rather simple premise, introducing one is not a simple process. There will undoubtedly be opposition; the local authority may need to work hard to emphasise the benefits, in order to adopt the policy. And of course, every city and town is different, so there’s no single path to success.
But as local authorities continue tightening their belts in response to ever more challenging budgets, it may not be long before we see more places taking steps to introduce their own workplace parking levy.
Stephen Parkes, Research Associate, Sheffield Hallam University.
This article first appeared on The Conversation.
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