Stepping Stones

GPS: Final results

Pieter TanjaKrakow, 18th September 2014

Project team: Jorg Thiemann-Linden, Jürgen Gies,Tom Rye, Zsuzsanna Olofsson,Jantine Zwinkels, Pieter Tanja

anjaopConsultT

10 april 2014

Objectives Stepping Stones

STEP-BY-STEPWhat-question | Large number of cases | Statistical analysis

GPSHow-question | moderate number of cases | Qualitative analysis

SHAPE-ITWhy question | small number | Explorative

To understand:1. the successful (policy) measures aimed at making mobility patterns more

sustainable (WHAT)2. the underlying mechanisms (the HOW and WHY) including social &

psychological factors

10 april 2014

Objectives GPS

To understand:

• The effective and efficient (combinations of) policy measures that influence the travel behaviour of car users towards more sustainable mobility patterns (Less, smarter, cleaner)

• The key aspects of the process to implement such measures effectively and efficiently

• Measures that are of common interest across Europe, so capable of application in a variety of contexts

• How such measures may need to be adapted to fit different contexts – in other words, how transfer of a policy measure can best be brought about.

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GPS: the selected cases

Evidence based: learning from real-life experiences (barriers & drivers)

Categorization of cases

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Some examples of cases

Strategy

Hannover Regional SUMP “pro Klima” : Policy integration Programme to achieve CO2 reduction targets

Infrastructure

Köniz / BernShared space approachIntegrate urban develop-ment with transport

Regulation

FreiburgQuality of lifeLow-energy buildingsParking restrictions

Mobility Management

Den BoschInnovative sharing conceptFeasible business case? Specific target group

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The way they were analyzed

A staged approach:

Interview guidelines

Documents review &

interviewsCase descriptions

Intercase analysisTwinning casesConclusions & recommendations

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GPS: Intercase analysis

Answering the following research questions:

1. What were problems they were seeking to address in relation to the case

objectives?

2. Range of costs and relationship to “success” of measure

3. Key success factors and barriers

4. How barriers were overcome

5. Key ways used to manage public reaction

6. Use of, insights and benefits from framework on behavioural change

7. Are measures transferable – or do they depend on local conditions?

Answering for each category of cases:

“What works best?” Key success factors and lessons learned

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Conclusions overall project objectives

1. 75% of the projects reviewed had positive impacts on travel behaviour

2. The biggest shifts: site or corridor specific infrastructure schemes Heilbronn’s light rail scheme

3. “Softer” mobility management interventions: lesser reductions, much lower cost “Head on, Engine off” in Dortmund, or No Ridiculous Car Trips in Malmö

4. City wide strategies: no monitoring data except LundaMats

Lundamats: a small but marked reduction in car use by residents

5. In general: other significant benefits, including air quality and safety improvements and noise reduction.

6. No conclusions about the benefits of packaging measures

7. Less successful? Less information! Only two, Leisure Bus and Shopping Trips to Svågertorp

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General lessons learned

Arrange for political support and broader perspective

Get decision on high political level + multi-level funding

Connect sustainable mobility with what matters to the city (attractiveness)

Pay attention to good & smart planning

Manage the task as a project (people, budgets, milestones, deliverables)

Identify the right moment: ‘Windows of opportunity” and go public by the media

Involve ‘front running’ stakeholders

Citizens: Involve open-minded citizen groups (“happy few”), but also the skeptics

Local companies: (“Business breakfast” meeting, cooperation dialogues)

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Strategy Use windows of opportunity to establish example structures for

sustainable transport (e.g. redevelopment areas)

Use of international knowledge on integration of urban spatial planning and transport planning to reduce traffic demand in specific situations

Get more insight in the change of consumers’ attitudes

Try to remove barriers to inter-disciplinary collaboration and integration of departments within the administration

Example of LundaMats II

Was built on LundaMats I (infrastructure) Defined 18 clear targets and 42 priority key projects Urban and transport planning integration

Pedestrian, bicycle, public and commercial transport,

mobility management Lundamats will be presented in more detail tomorrow

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Regulation Overcome resistance to change by an array of initiatives

Put local regulation policies (parking limitation, speeds limits) in a broader context Road safety, street space usage, air quality, noise

Support measures with corresponding street design

Do not be scared by car drivers’ lobbying, involve them

Making changes temporary may well make them definitive!

Example of Berlin speed limits Started from traffic noise and air quality standards 30 km/h on several main roads partly during night only Intensive monitoring on traffic flow (positive results) Continued decreasing speeds year by yearf

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Infrastructure Look at infrastructure in a broader context

Arrange the right conditions for co-funding

Arrange for ongoing communication

Learn from earlier ambitious projects elsewhere, evaluate

Example of the lightrail system in Heilbronn

Started in 1990s, still in the implementation phase

Improving inner city’s economy by reshape of streets

Significant rise in passenger numbers in the last years

Transferable to other cities: make use of existing

infrastructure

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Mobility Management Arrange for a joint public-private budget Install an adequate (special purpose) organization able to involve other

stakeholders and citizens

Tune campaigns to the problem and to the target group

Facilitate introduction of new services by learning by doing, real alternative travel options, new tax regulations, business areas

Example of Taskforce Mobility Management (NL)

Maatschappij/overheid• Bereikbaarheid• Filereductie• Duurzaamheid• Economische vitaliteit

Organisatie/werkgever• Aantrekkelijke werkgever• Bereikbaarheid/parkeren• Kostenreductie• MVO

Werknemer/Mobilist• Thuis/mobiel werken• Flexibele werktijden• Balans werk/privé• Keuzevrijheid

Vraag: wensen/behoeften Slim werkenen

Slim reizen

Vermijden• Thuis/mobiel werken• Aansturing op output• Loslaten 9-5 cultuur• Samenwerken op afstand

Aanbod: oplossingen

Verminderen• Beprijzen wegverkeer• Reiskostenregeling• Verhuiskostenregeling

Vergroenen• Stimuleren OV/fiets• Verminderen

woon-werk verkeer• Schoner vervoer

Objective: 5% congestion reduction Special purpose organization, use

of covenants Focus on employers: 1750 involved

in 15 regions Employers decide on measures Link to labour conditions

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Key conclusions about succesful projects

What turned out to be important?

Innovative structures for delivering projects, e.g. responsibility for project delivery to organisations outside the municipality

A pragmatic approach (seen in many projects)

Key people: skilled technical staff can overcome barriers without political support

Involving other municipal departments or organisations not previously involved in transport issues: new staff, avoiding losing momentum

The ability to take advantage of new laws or funding streams

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Outlook: towards a better evaluation culture

Monitoring and evaluation is lacking in many cases

Succesful projects frequently are based on previous evaluation, reducing risks for decision makers to initiate ambitious projects

Ex post evaluation mostly found in mobility management (relatively new area)

Systematic evaluation is needed for further improvement and transfer of measures

Possibilities to achieve this:

Incorporating a specific obligation into projects

Incentives for monitoring and evaluation by funding mechanisms

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Thank you for your attention!

Any questions?