SUSTAINABLE URBAN MOBILITY PLAN TRAINING WORKSHOP Module 6 Implementation Plan
Sustainable Urban Mobility Plans: Delivery & Implementation Plans Identifying phased approach to delivery and programming Risks and contingency plans required to mitigate these Establishing schedule for measure design and implementation Agreements on the required budget and action plan among decision makers and key stakeholders; Identifying the funding sources and available options to support delivery Assign responsibilities and allocation of resources public to ensure transparency. Approach to monitoring and evaluation
Process for defining a realistic set of measures for SUMP: Capability of transport system for project preparation/implementation Required CAPEX and OPEX budget per year & funding sources Selection of preferred measures for different time horizons: Based on contribution towards SUMP objectives Implementation schedule based on readiness for delivery Using traffic model to determine KPI values / targets Key outcomes: Sustainable Urban Mobility Plans: Delivery & Implementation Plans Preferred set of measures for implementation over SUMP timeline Set of SUMP priorities /measures for further preparation More detailed short-term planning
Sustainable Urban Mobility Plans: Transition of Focus Shift in policy emphasis: Transport demand should be managed in relation to supply Projects focusing on traffic restraint and the greater use of smarter travel choices Emphasis on more sustainable modes of transport Mobility plans are cross-sector in nature, requiring a new mind-set amongst technical staff tasked with delivery. Traditional engineering approaches are now being replaced by a greater emphasis on behavioural change skills. JASPERS EU Sustainable Urban Mobility Plan Workshop
Sustainable Urban Mobility Plans: Transition of Focus Adoption of new management approaches: Robust SUMP management and governance to ensure delivery of the desired outcomes Approach to financing: urban mobility policies should be underpinned by what works important to assess robustly all the potential investments against value for money, deliverability and affordability criteria, as well as the contribution they make to strategic priorities JASPERS EU Sustainable Urban Mobility Plan Workshop
Sustainable Urban Mobility Plans: Transition of Focus Increasing emphasis on maximising use of existing assets: including better approaches of asset management and maintenance Importance of introducing a robust and comprehensive approach to anticipating and managing risks Policy effectiveness clearly demonstrated to stakeholders to ensure they understand impacts and outcomes of successful implementation JASPERS EU Sustainable Urban Mobility Plan Workshop
Sustainable Urban Mobility Plans: Assigning Responsibilities & Resources After selection of final SUMP measures resources and responsibilities identified for the implementation of SUMP packages Measures are clearly prioritised and realistically deliverable Secure efficient and effective allocation of resources (human, knowledge, funds) Close coordination and discussion among actors on development and implementation of SUMP measures/packages: Stakeholder collaboration where involved in scheme design/implementation Agreement on responsibilities and resources Identify options for who can take the lead in implementing a measure and where the funding could come from.
Sustainable Urban Mobility Plans: Assigning Responsibilities & Resources Plan validation: Ensure consistency between planned activities & targets with allocated budgets Optimising use of financial resources at local levels: Shift from traditional transport investment towards sustainable transport projects Ensure that solutions adopted make the most cost-effective use of funds available Take account of financial dependencies: Partnership funding, timing and availability (corridor package measures)
Sustainable Urban Mobility Plans: Best Value for Money Measure selection to be guided by: Effectiveness in delivering outcomes Value for money Aim for maximum impact from available resources: Assessment of options and costs and benefits (appraisal process) Realism on what measures can be implemented: Avoid pie-in-the-sky projects Choose only measures that are financially feasible Avoid selection of financially unrealistic measures and packages Important that maintenance costs are taken into consideration and ongoing revenue support
Good coordination between different funding sources - range of funding options: EU subsidies State subsidies Local municipality budgets Sustainable Urban Mobility Plans: Funding Sources & Options Local taxes: a special local transport tax for public transport paid by public or private enterprises, developers Revenue funding: parking fees, urban pricing, congestion charging, advertising Private sector operators: developers, industry knowledge and skills
Public Transport Corridor: Ceske Budejovice Line 3 Line 3 Corridor Length 5.72 km 160 connections a day Articulated trolleybuses Peak interval: 4-5 minutes Off-peak interval: 7.5 minutes
Public Transport Corridor: Ceske Budejovice Line 3 Components Infrastructure Vehicles Traffic management Zdroj: www.mercedes-benz.co.za
Public Transport Corridor: Line 3 Managing Delivery User Assesses the overall journey experience from point A to point B Partner Roles Roles split across a number of agencies: Public transport operator City transportation coordinator Communications manager City traffic management Czech Police
Public Transport Corridor: Line 3 Managing Delivery Overall benefits of partnership management approach for corridor initiative: "Visualisation" of common goals of the different agencies Integrated approach to the corridor, with phasing of a wide variety of measures over time Clear division of responsibilities and obligations of the different partners Zdroj: www.mercedes-benz.co.za Zdroj: www.mercedes-benz.co.za
Public Transport Corridor: Line 3 Managing Delivery Short term Measures identified Efficiency improvements To reach an overall balance of service provision, closely aligned to user needs To define a new core network with higher quality standards To identify quick/reliable connections, competitive to car access To introduce a new process for service planning (timetable, interchanges)
6 core lines covering all the important corridors/parts of the city Routes selected to minimise waiting and travel times to the city centre Introduction of modern, accessible and high capacity fleet Focus on environmentally friendly measures (operated by trolley-buses) Strong evidence - presence in the city Public Transport Corridor: Line 3 Managing Delivery
Public Transport Corridor: Line 3 Managing Delivery Partnership Programme: Bus Quality Corridor Pilot project of Total Journey Experience improvements Minibuses Better public transport penetration into specific areas of the city (historical centre, low density housing areas) Replacing traditional buses with smaller vehicles on the lines with low level of use From Information to Marketing Individual campaigns explaining the new schemes Increased customer understanding of the full travel picture
Public Transport Corridor: Line 3 Managing Delivery Package of integrated measures: Traffic management to improve flow Junction and signal improvements At-stop infrastructure improvements Improved information and marketing Demand management (parking controls) Improved pedestrian crossings/access
Extract from Corridor Programme Dedicated bus priority lane approaching junctions Improved pedestrian capacity at stops Traffic signal priority at junctions Traffic management and changing directional flow of traffic Safe pedestrian crossings
Public Transport Corridor: Line 3 Managing Delivery Lessons Learnt: Little or no user perspective has contributed to inefficient network performance Focusing on quick wins was a important catalyst for developing a new approach to network planning New strategy for integrated corridor development infrastructure and service enhancements: importance to have strong evidence-base greater customer-focus will be most successful approach partnership delivery and clarity of roles and responsibilities will help maximise benefits of service and infrastructure measures
Sustainable Urban Mobility Plans: Programme Management Programme Management managing LTP (SUMP) projects: Nottingham City Council monitor and manage the LTP through a centralised the programme/project system - programme dependencies prepared at operational level but managed at strategic level. Important that progress is monitored and reviewed monthly covering all aspects of the programme (Finance, Resources, Priorities, Delivery Schedule, Risk Register)
Sustainable Urban Mobility Plans: Programme Management Programme Performance Review: Buckinghamshire County Council has introduced robust Governance of the LTP Programme which includes the management of the new contract in place. There is rigorous monitoring and control at both Corporate (COMstat) and Transport (TRANstat) level Nottingham City Council and Liverpool City Councils both adopt and use the principles of Gateway Reviews as part of their LTP Programme processes Resulted additional rigor to their management of projects
Sustainable Urban Mobility Plans: Risk Assessment SUMP Implementation Why does this fail?: Redundancy of projects/initiatives: Change in circumstances (land use or technology) Robustness of any specific measures: At all stages from pre-feasibility, through feasibility to construction As a result of consultation process: Especially controversial schemes & resistance from public Non-Cooperation from authorities/agencies Funding constraints and changes: Changing construction costs & ongoing maintenance Cost Reliance on grants/loans & also partnership contributions
Sustainable Urban Mobility Plans: Risk Assessment & Management Risk Management It is important to identify and manage programme risks, escalating these as necessary, as well as address significant project risks that impact the programme Buckinghamshire County Council has adopted both a corporate and transport approach to risk, with a programme level and individual project approach to risk that is managed regularly with clear ownership Plymouth City Council has a strong emphasis on risk management with work undertaken to educate senior managers and members on using risk positively and openly