|Tips & Tricks|
- A good moment to establish mobility management within an organisation is in context with a mile-stone development (e.g. relocation, merger…);
- Major road works and road closures can be ideal to create opportunities to try alternative modes of transport. The alternatives provided need to be offered at high quality and as easy as possible to use;
- Knowledge is power. A mobility scan is the basis for every mobility management process. Scan mobility patterns, context conditions, strengths and weaknesses of the
surroundings, needs and wishes of staff and/or visitors;
- Quantitative data about the status quo make it easier to assess possible effects in the following;
- Define goals before taking up any measures. Goals should be SMARTER (specific, measurable, acceptable/achievable, realistic, time-bound, evaluated,reviewed/ rewarded).
- Activities can be divided into two categories: Firstly those that reduce the need to travel at all (such as teleconferencing instead of business trips); and secondly those that try to reduce the use of cars. The latter category can be further divided into those measures that provide incentives to use alternatives to cars, and those that act as a disincentive to the use of cars;
- Senior level support for the concept of managing travel demand is crucial. Without this support some initiatives might be feasible, but mobility management will not have a long term impact within an organisation. A project ‘champion’ (travel manager), who oversees the whole process, can be valuable;
- Define the roles and responsibilities of the staff, senior management, and other participants such as a public transport companies, local authorities, etc. Make an agreement on who is to be involved on a daily, regular or only need to know basis. A steering group can be a helpful structure in order to achieve the goals;
- Communication is essential. Make an inventory of best possible information channels for different target groups. One-way information works in some cases, but it is recommended to be as open as possible in order to get all stakeholders involved;
- When taking up measures the same criteria as for defining goals can be used. It’s important that the effects can be measured;
- Generally rewards work better than punishment. If all soft measures are failing, use a hard measure to support the soft measures (e.g. car share schemes supported by a paid parking system);
- It is important to be flexible in your choice of mobility management measures for a site and to look out for changes of circumstances, so that the range of measures can be altered as well;
- Communicate on results and reward those who achieve them.
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