TRIMIS · EUROPEAN COMMISSION DG RESEARCH SIXTH FRAMEWORK PROGRAMME PRIORITY 1.6.2 - SUSTAINABLE...

EUROPEAN COMMISSION DG RESEARCH

SIXTH FRAMEWORK PROGRAMME

PRIORITY 1.6.2 - SUSTAINABLE SURFACE TRANSPORT COORDINATION ACTION – CONTRACT N. 516332

State of the Art in Developing Innovative Urban Transport Concepts in Europe

Deliverable no. D 1.3 Dissemination level Public Work Package WP1 Inception and state of the art Author(s) Marc Wolfram, Sebastian Bührmann – Rupprecht Consult Forschung &

Beratung GmbH Co-author(s) Ivo Cré, Valérie Bénard - Eurocities

Gustaf Landahl, Jonas Ericson - City of Stockholm Dieter Wild, Marcel Huschebeck - PTV AG Karen Vancluysen, Leire Iriarte – Polis (editing)

Status (F: final, D: draft) F – 06.06.2005 File Name NICHES_DeliverableD1.3_FINAL.doc Project Start Date and Duration 01 November 2004, 24 months

Deliverable D1.3 Public

•

TABLE OF CONTENTS

Executive Summary 4 1 Introduction 6

1.1 Aim and scope of NICHES 6 1.2 Methodology 7 1.3 Thematic areas of WG’s 9

2 The status of NICHES concepts in Europe 11 2.1 WG1 - New seamless mobility services 11

The context for new seamless mobility services 12 2.1.1 Concept 1: Urban lift-sharing services 16 2.1.2 Concept 2: Public bicycles 23 2.1.3 Concept 3: Call-a-bus services 31

2.2 WG2 - Innovative approaches in city logistics 39 The context for innovative approaches in city logistics 39 2.2.1 Concept 1: Space management for urban delivery 43 2.2.2 Concept 2: Inner city night delivery 48 2.2.3 Concept 3: Home delivery using locker boxes 52

2.3 WG3 - New non-polluting and energy-efficient vehicles 58 The context for WG 3 New non-polluting and energy-efficient vehicles 59 2.3.1 Concept 1: Policy strategy to deploy private sector AFVs 62 2.3.2 Concept 2: Biogas in captive fleets 72 2.3.3 Concept 3: Joint Procurement of AFVs 80

2.4 WG4 – Innovative demand management strategies 87 The context for Innovative demand management strategies 88 2.4.1 Concept 1: Transportation Management Associations (TMAs) 93 2.4.2 Concept 2: Local taxes or charges, ring fenced for transport 100 2.4.3 Concept 3: City-wide Campaigns using Marketing and Branding 107

3 Conclusions and next steps 115 3.1 Overview of concepts 115 3.2 Integrative aspects 118 3.3 Next steps 119

4 Annex 121 4.1 Assessment of concepts 121 4.2 List of horizontal issues 125 4.3 Fact sheets of examples 127

4.3.1 WG1 – New seamless mobility services 127 4.3.2 WG2 – Innovative approaches in city logistics 141 4.3.3 WG3 – New non-polluting and energy efficient vehicles 149 4.3.4 WG4 – Innovative demand management strategies 179

4.4 Overview of concepts proposed by experts at 1st WG meeting 195 4.5 Sources 196

4.5.1 WG1 – New seamless mobility services 196 4.5.2 WG2 - Innovative approaches in city logistics 197 4.5.3 WG3 – New non-polluting and energy efficient vehicles 197

06/06/2005 Rupprecht Consult 2


4.5.4 WG4 –Innovative demand management strategies 198

Figures Figure 1: Position of the state-of-the-art analysis in the overall project...................................................................................... 7

Tables Table 1: Criteria for the assessment of concepts 9 Table 2: Concepts and examples of WG1 11 Table 3: Concepts and examples of WG2 39 Table 4: Concepts and examples of WG3 58 Table 5: Concepts and examples of WG4 87 Table 6: Overview of NICHES concepts and related examples 115 Table 7: Overview of links between concepts 118 Table 8: Horizontal issues for use in NICHES 125 Table 9: Overview of innovative concepts recommended by experts 195



Executive Summary NICHES (New and Innovative Concepts for Helping European Transport Sustainability) is a coordination action supported by the European Commission’s Directorate General for Research. It aims to stimulate a wide debate between relevant urban transport stakeholders from different sectors and disciplines across Europe in order to promote the most promising new concepts, initiatives and projects from their current “niches” position to a “mainstream” application. This state-of-the-art report aims to provide a structured overview of twelve selected innovative urban transport concepts, based on existing good practice. It deals with four different thematic areas that cover urban freight and passenger transport as well as non-polluting and energy efficient vehicles (see table below). The first stage of the state-of-the-art analysis was the further elaboration and concretisation of the innovative concepts, which had been recommended by the invited experts at the first NICHES working group meeting (cf. NICHES D1.2). This included the following work steps:

• Scoping process to gather information about possible concepts and existing good practice;

• Assessment of possible concepts by using a set of criteria developed with input from the first WG meeting;

• Selection of three final concepts for each thematic area to be further examined in NICHES (see table).

Overview of NICHES thematic areas and concepts

WG 1 New seamless mobility

services

WG 2 Innovative approaches

in city logistics

WG 3 New non-polluting and

energy efficient vehicles

WG 4 Innovative demand

management strategies

Urban lift-sharing services

Space management for urban delivery

Policy strategy to deploy private sector AFVs

Transportation Management Associations

Public bicycles Inner city night delivery Biogas in captive fleets Local taxes or charges, ring fenced for transport

Call-a-bus services Home delivery using locker boxes

Joint procurement of AFVs

City-wide campaigns using marketing and branding

This state-of-the-art report gives precise definitions for all selected concepts and describes the different approaches that they embrace. The process of selecting the concepts is made transparent by providing arguments that clarify why a concept suits the project best, taking into account the discussions among the experts at the first working group meeting. In conjunction with the selection of the twelve final concepts that will be further examined in NICHES, up to three good practice examples per concept were chosen to back up the analysis with an empirical basis. These examples include pilot projects as well as well established products and services from different European countries and, in one case, North America. The second step of the state-of-the-art analysis provides a description of the context of the four thematic areas and of the selected concepts by identifying macro trends, driving forces as well as barriers and problems. Furthermore the examples that have been chosen as representative for the concepts are briefly described. The 12 selected concepts and examples cover a wide range of issues in passenger and freight transport. They provide a balanced diversity of approaches to pressing urban transport problems. Regarding their different designs, policy focus, estimated quantitative



impacts, time horizons for implementation, spatial scope, targeted users, stakeholders involved, business models and type of urban area for which they are applicable. The selected NICHES concepts have, despite their sometimes very different nature, a high integrative potential within and between the thematic areas. The state-of-the-art report provides a first “snapshot” of possible links between different concepts, which will be further elaborated in later work packages that will deal with the development of integrated strategies (WP3). Especially concepts that relate to mobility management, taxes and charges, and clean vehicles provide a high integrative potential. Yet, also very specific links between individual concepts could be identified. The results of the state-of-the-art analysis will provide a sound basis for the further examination of the concepts and examples in NICHES. The next step will be the analysis of success factors and obstacles for implementing innovative concepts, and the assessment of their transferability (WP2).



1 Introduction

1.1 Aim and scope of NICHES NICHES (New and Innovative Concepts for Helping European Transport Sustainability) is a two year project supported by the European Commission’s Directorate General for Research. NICHES started on 1 November 2004 and is a Coordination Action in the context of the Workprogramme “Integrating and strengthening the European Research Area” of the 6th Framework Programme. The project will facilitate the coordination of the research activities of academic institutions, industry, mobility operators and transport authorities regarding key urban transport innovations that lack broad deployment. NICHES aims to stimulate a wide debate between relevant stakeholders from different sectors and disciplines across Europe in order to promote the most promising new concepts, initiatives and projects from their current “niches” position to a “mainstream” urban transport policy application. This in turn is expected to contribute to a more efficient and competitive transport system, a healthier environment and improved quality of life in urban areas. To achieve its project goals, NICHES will:

• Develop twelve integrated innovative urban transport concepts, based on existing good practices in the following four areas:

1. New forms of seamless mobility services

2. Innovative approaches in city logistics

3. New non polluting and energy efficient vehicles

4. Innovative demand management strategies

• Provide practical guidance for practitioners on how to best implement concepts, and how to integrate them into a comprehensive urban transport policy;

• Create an open source web-tool (Osmose) as portal and knowledge centre for urban transport innovations (providing information on good practices, initiatives and projects);

• Develop at least twelve policy notes for councillors at local level, emphasising in a short and concise manner the impacts and “problem solving capacity” of concepts for key mobility challenges;

• Elaborate policy recommendations for European, national and regional/ local decision makers to facilitate an implementation process;

• Define a roadmap for further research in the field of innovative urban transport concepts.



1.2 Methodology

Position of the state-of-the-art analysis in the overall project The NICHES work process is oriented at gradually broadening the impacts of relevant innovative urban transport concepts. It is structured by four successive steps as illustrated by the following figure.

Figure 1: Position of the state-of-the-art analysis in the overall project

WG3New non-

polluting and energy-efficient

vehicles

WG2Innovative

approaches in city logistics

WG1WG1

New forms of seamless

mobility services

WP1 Inception and state of the art

R&D results R

WG4

R

Roadmaps, Recommendations, Guidelines, OSMOSE, Reports

Good Practice

WG4Innovative demand


WP5 Dissemination and exploitation

WP4 Roadmap and recommendations

WP3 Integrated strategies and practical guidelines

WP2 Feasibility and transferability

InnovativeConcepts

Selection

GPGPGP

Selection

InnovativeConcepts

InnovativeConcepts

InnovativeConcepts

WG3New non-

polluting and energy-efficient

vehicles

WG2Innovative

approaches in city logistics

WG1WG1

New forms of seamless

mobility services

WP1 Inception and state of the art

R&D results R

WG4

R

Roadmaps, Recommendations, Guidelines, OSMOSE, Reports

Good Practice

WG4Innovative demand


WP5 Dissemination and exploitation

WP4 Roadmap and recommendations

WP3 Integrated strategies and practical guidelines

WP2 Feasibility and transferability

InnovativeConcepts

Selection

GPGPGPGPGPGP

Selection

InnovativeConcepts

InnovativeConcepts

InnovativeConcepts

Workpackage (WP1) includes the inception phase and the analysis of the state of the art in promoting innovative urban transport concepts in Europe. The innovative concepts, selected in this crucial first step, will be further examined in the following work packages (for details cf. NICHES D1.1 Inception report)



Methods and tools in NICHES For the implementation of the NICHES project a tailored combination of methods and tools will be employed, which shall ensure that all objectives can be achieved efficiently and within the set time frame. The starting point is a precise definition of selection criteria for “innovative concepts” (see below), clarifying the meaning of this term within NICHES. It allows establishing the concrete information basis (reference examples) that the project will analyse and advance by using:

• Expert working groups (WGs) of 5-8 participants – based on the “Focus Group” method;

• Desktop research in combination with phone or e-mail inquiries;

• Personal expert interviews;

• Coordination between ongoing R&D activities;

• Validation and dissemination workshops.

As described above, the NICHES work process will be structured by four successive steps, corresponding to the realisation of four rounds of WG meetings, plus the parallel dissemination and exploitation of results. Each step will involve the experts invited for the Working Group meetings, as well as the selected interview partners, participants from other ongoing R&D activities and the NICHES Advisory Committee.

State-of-the-art methodology The state-of-the-art analysis is building on the results of the 1st WG meeting, which brought together 21 invited experts from across Europe to kick off the discussion on “innovative concepts” in urban transport (cf. NICHES D1.2 1st WG meeting minutes). The experts recommended a range of innovative concepts, which in most cases were still fairly broad and covered different sub-concepts (see overview table in annex, chapter 4.4). Not being manageable in its scope, it was necessary to narrow down these groups of concepts to more specific single concepts that can be examined in detail and fit the NICHES approach. Innovative concepts, as defined in NICHES, represent a solution to particular urban transport and mobility problems. A concept may comprise a specific combination of approaches, procedures, organisations, technologies, etc., that can be defined and generalised at an abstract level. At the same time, the definition of an innovative concept has to be narrow enough to address transferability and implementation issues. As first step in the state-of-the-art analysis, the WG leaders performed the following tasks to further elaborate and concretise the selection of concepts according to the aforementioned definition:

• Scoping process, including desktop research and e-mail or phone inquiries to gather further information about the possible concepts and related examples, e.g. implementation in cities, R&D programmes and projects.

• Assessment of possible concepts by using an elaborated set of criteria that was developed with input from the experts that participated in the WG meeting (see table below and annex). Concepts were graded from 1 (low) to 5 (high) according to their suitability for NICHES. This kind of assessment can not be completely objective, but enabled a structured approach of all WG leaders by using a range of necessary and balancing criteria for the assessment of concepts.

• Selection of three final concepts for each WG that fit best the objectives of the project and will be further examined in NICHES. This selection was taking into account the results of the assessment by criteria, but was also including intuitive considerations of the WG leaders. In this report, for each concept that



was finally chosen, a justification of selection is given to make the selection process transparent.

Table 1: Criteria for the assessment of concepts

Necessary criteria

Definition

Innovation degree

ID Concept is comparatively new and has not experienced broad diffusion in practice (e.g. already examples in several countries)

1. Cost efficiency 2. Modal shift 3. Social inclusion 4. Environmental sustainability

Policy relevance

PR Concept addresses key policy objectives (also beyond mobility)

5. Geographical accessibility, competitiveness Size of target group

TG Total of users targeted by the service / quantitative impact

Balancing criteria

Definition

Mainstream potential

MP Concept could become implemented broadly across countries (high quantitative impact)

Dependence DP Concept cannot rely on promotion / dissemination via other channels (e.g. programmes, market)

Specificity SP Concept addresses a very particular issue with a limited take-up potential, but high qualitative impact

Comple-mentarity

CO Represents a promising complement for other (innovative) concepts

Expected impacts

IM Concept has / is likely to have positive social, economic and/or environmental impacts

Measura-bility

ME Progress of concept implementation can be measured sufficiently

Public acceptance

PA Concept is likely to have a wide public acceptance (versus enforceability)

To guarantee a homogeneous and comparable approach of all WG leaders to the state-of-the-art analysis, a list of horizontal issues was developed (see annex chapter 4.2). It served as a common analysis grid to identify macro trends, driving forces as well as barriers and problems of the four thematic areas and to describe the context for selected concepts. To make the horizontal issues visible, they are referred to in the context description in brackets. This approach will also serve for analysing feasibility and transferability in the second work package, which will work with the same horizontal issues. Later work packages will be able to build on this as well. In conjunction with the selection of twelve final concepts that will be further examined in NICHES, the WG leaders also chose up to three examples per concept, that represent the different approaches to a concept and provide an empirical basis for their analysis. The examples are also described briefly in this report. Additional information about these and similar examples is provided in “fact sheets” in the annex (see chapter 4.3).

1.3 Thematic areas of WG’s A broad variety of innovative concepts and ideas for making urban transport more efficient, competitive and sustainable have been developed in recent years by scientists, operators, industry, and policy makers throughout Europe.



Based on previous research and demonstration activities, the following four thematic areas have been identified as particularly important for a more sustainable urban transport in the future. These are the areas that the NICHES project will focus on:

1. New forms of seamless mobility services: Citizens need flexible, individualised, seamless, comfortable and reliable mobility services. This need clearly goes beyond what the traditional mass transport service approach can deliver. In order to maintain or increase the competitiveness of sustainable transport modes as compared to the private car, urban transport policies and stakeholders have to respond to the diverse mobility needs of very heterogeneous customer groups. This means, that new and efficient mobility services have to be developed, offering qualities that equal or even surpass those of the private car. It also implies facing the challenge of public door-to-door services and comprehensive intermodality, establishing seamless “mobility chains”. Urban lift-sharing services, public bicycles and innovative call-a-bus schemes are concepts that can contribute to offer such increased mobility choices.

2. Innovative approaches in city logistics. Freight distribution is one of the major concerns in European cities. Considerable efforts are being undertaken by transport authorities in order to limit the negative impacts, especially of inner-city goods distribution. However, all activities are overshadowed by the "urban freight dilemma": Urban goods transport performs a vital function, but also impacts heavily on the city. New solutions to cope with urban freight related problems play an increasingly important role. Especially freight delivery strategies by means of non-polluting modes, using off-peak time windows (night delivery) and improved management of freight distribution processes will be areas where more innovation is necessary - and "niche" concepts are available.

3. New non-polluting and energy-efficient vehicles: Although big efforts have been undertaken to reduce the negative impacts of cars and goods vehicles in urban areas and to replace them by other more sustainable transport modes, it is clear, that also in the future there will still be a strong necessity for the flexibility and capacity that non-track vehicles offer. Buses, lorries, taxis, shop-deliveries etc. will also in the future be a part of the city. The key challenge is to make these vehicles as less pollutant and noisy as possible. The vehicle technology for low-pollutant fuels is mature and already in use at several places, but if not widely spread, the development will cease and turn backwards. Hence, the promotion of innovative concepts for increasing the use of alternative vehicles and alternative fuels and the development of sustainable production-, supply- and distribution structures for alternative fuels are fields where more innovation is needed.

4. Innovative demand-management strategies European local authorities are confronted with increasing problems of congestion and pollution directly linked to a steady growth of motorised traffic and an increased dependency on private cars. The statistical pocketbook 2004 published by the Directorate General for Transport and Energy shows a 1.7% annual growth rate for passenger transport from 1995 till 2002. Even though people are concerned with environmental problems, their mobility patterns often remain identical. To reduce car dependency and increase the quality of life of European citizens, it is necessary to take measures not only targeted to infrastructure improvements and qualitative improvements of public transport, but also aimed at influencing the demand side of transport through solutions, which convince people to change their travel habits. This can be done by raising awareness of the negative impacts of personal travel choices and by highlighting the benefits of more sustainable modes such as walking, cycling, public transport and other new flexible mobility services. The following innovative concepts could potentially be further mainstreamed in order to reach an integrated sustainable mobility across Europe: Transportation Management Associations; Local taxes or charges, ring fenced for transport; and City-wide campaigns using Marketing and Branding.



2 The status of NICHES concepts in Europe

2.1 WG1 - New seamless mobility services Traditional mass transport faces limits to fulfil citizens’ need for flexible, individualised, seamless, comfortable and reliable mobility services. Increasing flexibility of the travellers and disperse travel patterns in time and space frequently favour the use of the private automobile. In order to maintain or increase the competitiveness of sustainable transport modes and to guarantee an accessible transport system for all citizens, urban transport policies and stakeholders have to respond to the diverse mobility needs of very heterogeneous customer groups. This means new and efficient mobility services have to be developed, offering qualities that - from a user perspective - equal or even surpass those of the private car. The traveller should perceive mobility services as being seamless, which means that organisational and physical integration of transport modes offers a (nearly) door-to-door mobility without any or with only hardly perceivable interchanges. The discussion among experts in the focus group session of the 1st WG meeting (cf. NICHES D1.2 1st Working Group Minutes) showed that new mobility services may achieve the goal of seamless mobility as monomodal door-to-door services or as highly integrated intermodal trip chains. This was the reason to change the WGs title, which initially was “New intermodal mobility services” to “New seamless mobility services” covering both monomodal and intermodal services that offer enhanced mobility options to the traveller. The goal of seamless mobility is reflected in the concepts finally chosen in WG1:

• Urban lift-sharing services: Matching people travelling in the same direction together by using advanced technologies (internet and/or travel dispatch call centre).

• Public bicycles: Rental or free bicycles for daily mobility that offer fast and easy access.

• Call-a-bus services in medium to low-density areas: Services with flexible itineraries and providing (nearly) door-to-door services.

The following examples have been selected as representative for these concepts:

Table 2: Concepts and examples of WG1

WG 1 New seamless mobility services Concepts Examples

Liftshare (United Kingdom) Urban lift-sharing services

Pendlernetz (Germany)

Call a bike (Germany)

Vélo à la Carte (France)

Public bicycles

OV Fiets (The Netherlands)

PubliCar (Switzerland)

MultiBus (Germany)

Call-a-bus services

Yellow Taxibus (United Kingdom)



The context for new seamless mobility services The experience of the last years shows that macro trends as ongoing individualisation and urban sprawl or the ageing of society, influence travel behaviour decisively. To compete with the private car and to offer high quality transport services for all travellers, new kinds of (semi-)public transport services are required. The development and operation of such services is influenced by many macro trends, driving forces, as well as barriers and problems, as described below:

Macro Trends

Individualisation and changing lifestyles (social) The still ongoing trends of individualisation and changing lifestyles influence decisively transport demand. Flexible work arrangements and leisure activities are reflected in travel patterns that are becoming more disperse in time and space. Key criteria for the choice of the transport mode are flexibility, speed and reliability, which – in the eyes of most users – can be fulfilled best by the private car. Monomodal car-based travelling therefore has a strong position and has frequently become a habit that seems to be the only way to satisfy modern travellers’ needs. Traditional mass public transport can only fulfil users’ demands to a limited degree, as flows of traffic in many cases cannot be bundled efficiently anymore. User demand and public transport supply tend to drift increasingly apart in time and space. Innovative seamless travel services face the challenge to address these developments and to provide attractive, flexible, fast and reliable alternatives to car use. Another trend to be taken into account is the growing importance of security issues in public transport, which may influence the choice of the transport mode as well.

Demographic change and ageing of population (social) Most European countries are facing a significant demographic change with a growing number of elderly people. This will increasingly pose challenges to the public transport system. On the one hand many elderly people are able to maintain an active lifestyle. Many of them can afford a private car, which they frequently see as the most convenient transport mode. On the other hand the group of mobility impaired elderly people and those who cannot afford a car is growing, including the danger of social exclusion if no appropriate public transport services are provided. Public transport faces the challenge to satisfy the needs of these different groups of elderly travellers. It has to provide fast and convenient travel services, especially in leisure travel, and to offer services that are accessible for mobility impaired people, enabling them to participate in community life.

Information and communication technologies (technology) Information and communication technologies (ICT) have led to an important reorganisation of production and services in time and space, key location factors being accessibility and connectivity. The availability of Information technologies (IT) at home, at the workplace and via mobile services has a major impact on transport patterns, providing enhanced opportunities to access information about the traffic situation and transport services. The broad availability and use of mobile IT (GSM), the slow but steady growth of broadband connections, as well as the further deployment of location-based services and mobile services (Galileo, 3G) enable a new dimension of information supply and access in passenger transport. IT also offers potential to transport operators to manage transport services more efficiently and to make travelling for the user more convenient by providing high-quality, real time traveller information. This opens up new opportunities for innovative seamless transport services to meet increasing user demands.



Urban sprawl (urban structures) A complex bundle of factors is causing an ongoing suburbanisation process, especially within and around big agglomerations. Among others the wish to live in the “green”, high housing prices in proximity to the city centres and the expansion of road infrastructure have been and are still leading to the development of disperse settlement structures. Many residential, shopping and industrial areas are highly dependent on the private car and cannot be served efficiently by traditional public transport. Despite efforts in many countries to realise a more sustainable land use planning, travel patterns in suburban areas are becoming increasingly complex and user demand and public transport supply tend to drift apart spatially. New forms of (semi-)flexible public transport services may help to avoid social exclusion of people without a car and have potential as alternatives to the private vehicle.

Changing legal and market conditions for public transport (legal, economic, institutional, organisational)

With the, partially policy driven, further introduction of competition to the public transport market, new challenges and opportunities arise for the operators. Traditional institutional structures are changing, which opens opportunities to shape public transport operators that expand their portfolio towards new mobility services which better meet the users’ demand. However, new legal and regulatory frameworks provided by the EU and national governments to public transport operators are also causing uncertainties regarding the quality of services. Furthermore the introduction of competition to the market may be a potential barrier to intermodal co-operation among operators, which is often required to provide seamless and attractive travel chains.

Rising external costs of transport (economic)

Rising external costs of transport are a heavy burden to Europe. As estimated by a study of INFRAS (2004) in 2000 the total external costs (excluding congestion costs) were 650 billion €, being 7,3% of the total GDP in the EU15 + Norway and Switzerland. Two third of those costs were caused by passenger transport. Transport in urban agglomerations is a main cause of rising external costs. New mobility services may have a limited quantitative potential to reduce these external costs significantly but are important small steps to develop more sustainable transport systems.

Public funding (economic) Currently it can be observed that in many countries public funding for public transport services is decreasing. The future development is somewhat uncertain. It may be that decision makers recognise the importance of high quality transport services to solve pressing problems and funding might increase again. However, the involvement of the private sector in the financing of public transport infrastructure is likely to grow, which may contribute to the efficiency and effectiveness of public transport service provision. However, this also creates uncertainties regarding social standards and the quality of services.

Social exclusion (social) As already mentioned, the ageing of society and disperse land use patterns lead to an increasing danger of social exclusion regarding people that do not own or cannot use a private car. To guarantee that everyone has the possibility to fully participate in day-to-day activities, high quality public transport services are crucial. Especially in low density areas, conventional bus services cannot provide such services in a cost efficient way. Some new mobility services may provide solutions that reduce the risk of social exclusion.



Driving Forces

Increasing number of potential users (social) The number of multimodal travellers that are willing to use innovative seamless transport solutions has been growing over the last years in many European countries. Still, monomodal car users are the dominant group, but depending on region and urban structure more and more people choose the transport mode that fits a specific trip purpose best. Multimodal users may still use their car for a leisure trip to the country side, but may prefer public transport or their bicycle in the city centres. They are usually easier to convince to try new mobility services than habitual monomodal travellers. Innovative multimodal travellers are a basis of users that can help to reach acceptance for new solutions among the wider population. Another potential user group for certain flexible services, as for example call-a-bus services, are elderly and mobility impaired users that are captive riders of the public transport system. If appropriate marketing is applied, a high acceptance among this growing target group is probable as they depend on an accessible public transport system, which flexible services in many cases can offer best.

Cost efficiency of new mobility services (economic) Limitations in public funding for transport services are of increasing importance to the planning of public transport services. Therefore cost efficiency is a critical point in the development and take up of new mobility services. In many cases new mobility services in public transport can offer the same or better service quality compared to traditional public transport. Lower implementation and maintenance costs can make them interesting as substitute of conventional services or as additional elements of the public transport system.

Policy frameworks and transport policy discourse (political) Increasing political pressure concerning environmental and social impacts of transport (e.g. air quality directive) frequently favours turns towards a more sustainable organisation of local transport and/or leads at least to sporadic “activism”. New mobility services may contribute to the goal of sustainable development by providing environmentally friendly transport and/or reducing social exclusion, which may encourage their take up.

New information and communication technologies (technology) Modern IT technologies offer enhanced opportunities to implement and operate innovative mobility services. In some cases concepts that have already existed since a relatively long time can reach higher acceptance by applying IT (e.g. lift-sharing services). In other cases IT is a precondition for the development of complex services, e.g. highly flexible call-a-bus services that are coordinated via a TDC (travel dispatch centre) or smart bikes that can be unlocked by using smart cards.

Local champions - Innovators among politicians, administrations and operators (political/ institutional/ economic) A strong driving force for new mobility services are politicians, operators and other stakeholders that realise the value of innovative seamless transport solutions to solve pressing urban transport problems. They politically support innovative concepts by providing funding, and thereby provide incentives for development and implementation. Some public transport operators are developing a self-image as mobility providers, trying to satisfy their customers’ transport needs by applying a variety of mobility services in addition to traditional public transport. Key players are also innovative entrepreneurs that take economic risks to introduce new mobility services to a market which frequently lacks business cases.



Research in the field of new innovative mobility services (economic/ social) It is the nature of innovative mobility services that a profound knowledge basis regarding their implementation and operation is, in most cases, still lacking. Research has an important function as it provides data and information that show what is necessary to successfully implement new ideas. Risks and uncertainties may be removed, which can help to facilitate the take-up of innovative concepts.

Publicity effect of some innovative mobility solutions (economic/ social) New mobility services in many cases have a positive publicity effect. Frequently, vehicles such as demand-responsive buses or public bikes, have a unique branding and are visible in public space. Politicians, operators and other stakeholders in many cases benefit from this positive publicity, which may help to obtain political support or funding.

Barriers and Problems

Urban-regional governance (institutional, political) Institutional set-ups for organising transport mostly do not favour efficient public transport services at the pertinent scale (agglomeration) and do not promote intermodality. Competencies are often fragmented regarding modes, perimeters, sectoral policies and diverging interest. Public administrations and public transport operators are, in the majority of cases, organisationally still structured along monomodal transport and infrastructure planning. Public transport operators are only slowly adapting to the changing needs and requirements of users. Examples of single agencies that act as “mobility providers” are still rare. Innovative mobility services frequently do not fit existing institutional structures which is a barrier for their take up.

Lack of political will (political) Innovative mobility services are in most cases not very high on the political agenda. Policy and planning are frequently focused on monomodal transport infrastructure. A strong lobby for innovative mobility services is still lacking and only developing slowly. Some local champions however proved that a political will to find new solutions in urban transport can be translated into successful implementation.

Lack of fair pricing structures (economic) Current pricing structures in urban transport are not reflecting the true costs of different transport modes (e.g. external costs). Relatively low marginal costs for driving a car distort the market and disadvantage public transport, including innovative mobility services. Experience shows that the pricing of transport is an important factor that influences travel behaviour. Forerunner cities however show that pricing measures (e.g. parking fees, road pricing) can help to achieve modal shift towards public transport.

Lack of public funding for new innovative mobility services (economic) Public funding often sticks to traditional distribution keys which have been focused on monomodal infrastructure investments for a long time. It is difficult to readjust funding structures as currently benefiting stakeholders have a strong lobby. Especially in times of tight public budgets, the rededication of funding for other purposes or the creation of new sources for innovative mobility services are difficult to achieve.

Large group of monomodal car drivers and lack of marketing (social/ economic) The largest group of travellers are still monomodal car users, many of whom are habitual users. It may be a difficult undertaking, requiring considerable efforts (e.g. marketing), to



convince this group to try innovative mobility services. The psycho-social function of the car as a carrier of identity is another factor that may cause a strong attachment to the private automobile. Especially compared to marketing budgets of car manufacturers, the financial resources to promote innovative mobility services are limited.

Lack of market information and high risks for innovators (economic) A barrier for the implementation of many innovative mobility services is the lack of information about the market and a lack of business cases. Innovators may face a high risk when implementing a new idea as it is difficult to assess the cost/benefit ratio.

Partial lack of adequate networks and infrastructure to integrate new seamless mobility services (networks and infrastructure) An integration of new seamless mobility services with the general transport system is crucial to its success. However, in many places infrastructure that is a necessary precondition for the introduction of specific concepts is lacking (e.g. bicycle paths for public bicycles).

2.1.1 Concept 1: Urban lift-sharing services Urban lift-sharing services are matching services that bring together people travelling in the same direction, aiming to encourage individuals to share private vehicles for particular journeys. WG1 will focus on innovative formal lift-sharing schemes that use new technologies like matching software, the internet and optional call centres for trip matching, and are open to all. Such schemes have potential to take the old idea of lift-sharing to a new level and to better reach the necessary critical mass to make such schemes work. A main focus of these services is commuter traffic in urban agglomerations and the surrounding regions. The concept of urban lift-sharing services as defined above is still innovative and not widely spread across Europe. NICHES will focus on services that can be distinguished by the following main features:

• Spatial range: Nationwide or regional schemes, including locally branded websites that are linked in a network.

• Development and implementation: Market-based approach, driven by a commercial company, with public authorities and other clients buying in, or public policy approach as development of a lift-sharing scheme in an institutional co-operation between public and private stakeholders.

These different streams of development and implementation are represented by the examples ‘Liftshare’ (United Kingdom) and Pendlernetz (Ruhr-region, Germany).

Justification of selection During the focus group session of the 1st WG meeting (cf. NICHES D1.2), the experts of WG1 selected the field of personalised public transport services as one area to be further examined in NICHES. It embraces a variety of different schemes as

• Urban lift-sharing services;

• Call-a-bus services: Demand responsive public transport which exists in a variety of schemes;

• Vanpooling for commuters: Employees of a company that share a van for commute, one or more of them acting as driver.

From this scope of possible concepts, one had to be chosen for further examination in NICHES. Based on a review of representative examples and an assessment, using a set of criteria (see annex chapter 4.1), the WG leader selected the concept of “Urban lift-sharing services” due to the following reasons:



• It is innovative, applying modern IT to reach a critical mass of lift sharers;

• It opens new options for seamless travelling to the user;

• It has a potentially large user group, especially commuters in urban agglomerations;

• It has potential to contribute to more sustainable transport in areas with high traffic volumes;

• It can not rely on broad promotion and dissemination via many other channels and NICHES can support its mainstreaming.

The concept of van pooling organised by companies was dropped as it seems to be more limited in its application. The concept of call-a-bus services, seems to be a promising approach, especially for low density areas. It was therefore chosen as a third concept related to the field of mobility services in low density areas (see chapter 2.1.3), which had been mentioned by the experts as well.

Context General background information

The average occupancy of a car is typically in the range of one to two people. Lift-sharing schemes aim at filling up empty seats of private cars to increase efficiency and to reduce congestion. During the last decades however, lift-sharing schemes only had a very limited impact. The fuel price increase in the early and mid-1970s created some policy interest, but in general only a limited potential of the concept was seen. In the US, a special focus on HOV (High Occupancy Vehicle) lanes attracted some more attention to lift sharing than in European countries. However, lift-sharing services for long distance travel, have been established quite successfully especially among students as a cheap travel option (e.g. in Germany). Nowadays, lift sharing is drawing some more attention again. The EU Project ICARO (Increasing Car Occupancy Through Innovative Measures and Technical Instruments) concluded in 1999 that lift sharing has only limited potential to dramatically change current mobility patterns and traffic conditions, but that “it is worth introducing as a complementary and inexpensive measure, especially for some specific conditions: rather big affected areas with high numbers of daily commuters, and significant concentration of working places in some central areas” (Monzón and Aparicio, in ICARO 1999). Current assessments of the potential of lift-sharing services are more positive than in the early days, seeing them as a useful contribution towards the reduction of traffic levels. Professionally organised lift-sharing schemes, like those that will be examined in NICHES, and the introduction of modern IT offer new opportunities to better exploit the potential of the idea and to reach a necessary critical mass of users.

Life styles and individualisation (social) The macro trends of individualisation and changing lifestyles have different implications for the development of lift-sharing services. On the one hand lift sharing has the potential to serve spatially and timely disperse travel patterns of a highly flexible society. On the other hand the scheme only works if a critical mass of users can be reached to guarantee that destinations and schedules of drivers and passengers can be matched. Flexible work times and leisure activities make it difficult for many people to agree on certain times for lift-sharing arrangements. Furthermore individualisation and the privacy of driving alone may lead to a low willingness to co-ordinate personal travel plans with those of other people and to share a vehicle.



Individual costs and benefits (social, economic) The use of lift-sharing matching services via internet or call centres is usually free of charge for drivers and passengers and require public funding. The introduction of a service fee would probably be a strong barrier for the acceptance among the users. When sharing a lift, drivers and passenger have different individual costs and benefits. The driver is reimbursed by the passenger for giving him a lift and contributes to a more sustainable organisation of transport. In some cases he may benefit from time savings by using HOV lanes. However he has less flexibility, possibly needs to drive a loop way, and has to share his car with a stranger. The passenger has to share the costs of the ride, is also constrained in his flexibility, and needs to include a possible waiting time for his pick up. However, passengers that use lift-sharing services instead of their own car avoid stressful driving in rush hour traffic, may benefit from HOV lanes, avoid parking problems and choose a more sustainable mean of transport. For captive riders of the public transport system, lift sharing may be an attractive alternative, especially in areas that are not well served by public transport. A further benefit for both, driver and passenger, may be an improved sociability by meeting new people.

Market development and potential user basis (economic, social, urban structures, networks and infrastructure) The existing modal split shows a car occupancy rate in Europe of between 1.14 and 1.2. The ICARO project estimated that lift-sharing services have a quite respectable potential of a 13% increase in car occupancy. However, it was also mentioned that about one-fifth of this potential could be a shift from public transport” (Sammer, in ICARO 1999).

Urban lift-sharing services may particularly have potential in urban agglomerations with large regional catchment areas. Increasing commuter distances and disperse travel patterns can frequently not be served efficiently by conventional public transport. Lift sharing may draw users especially from areas, which have high traffic volumes, a significant concentration of important destinations and that are underserved by public transport. Main target group of urban lift-sharing services are commuters. However, the schemes are open to other users as well (e.g. students, leisure related traffic etc.).

Policy benefits (policy) Lift-sharing services have the potential to make a useful contribution towards reduction in traffic levels and parking spaces, e.g. at places of employment. Furthermore in many cases it may be a more cost-effective method of providing mobility to certain communities than is possible with conventional public transport. Therefore it may contribute to the achievement of certain environmental, social and economic goals in public policy. In some forerunner countries or regions (e.g. UK, Germany – North Rhine Westphalia) many local authorities recognise the potential benefits of lift-sharing schemes and promote them by providing funding and political support. In general, however, there is still a lack of awareness among local authorities in Europe and the provision of public funding for lift-sharing services may be difficult to achieve.

New opportunities through Information Technologies (technology) The wide availability of the internet and the introduction of complex lift-sharing software has opened new opportunities in the development of high quality lift-sharing services to a large group of potential users. Many homes and work places have access to the internet, which helps to reach a large group of potential users. The introduction of mobile applications (e.g. Personal Travel Assistant) enable real time access to lift-sharing services even on the move. Given a sufficiently high number of users on the system, the further diffusion of mobile applications may contribute to a more flexible use of lift-sharing services.



Legal issues and safety concerns (legal, social) Giving someone a lift may have insurance implications for the driver of a car. Usually lift-sharing services offer information about the possible implications on their websites. In most countries the participation in a lift-sharing scheme should be possible without affecting the insurance of a driver, when following the recommendations of the matching services. Another important point are safety concerns, which might deter potential users to participate in a lift-sharing scheme. When it comes to travelling, every member is responsible for his or her own safety. However, lift-sharing services usually give advice on their website how to minimise safety risks by following simple security measures, e.g. avoid exchanging home addresses before you meet, inform family or friends of who is travelling with you, show each other personal I.D.s. There is no indication that organised lift-sharing schemes are not relatively safe, when following the basic security advices.

Complementary measures (economic, legal) Lift sharing can be encouraged by a range of demand management measures like HOV lanes, road pricing, parking restrictions, access regulations or workplace parking levies. Experiences from the UK indicate that one of the most important success factors for using lift-sharing schemes are parking/financial benefits for the user. HOV lanes also seem to be a complementary measure with a good potential to increase usage of lift-sharing schemes.

Links to other concepts

Links to other concepts in WG1 New seamless mobility services: • Public bicycles could provide a flexible last urban leg for passengers of a lift

share at inner urban drop off points.

• Call-a-bus services need to be booked in advance via a call centre or a webpage. Lift-sharing services rely on similar tools to co-ordinate the matching of drivers and passengers. Both services aim at areas that can not efficiently be served by traditional public transport, and have potential to complement each other.

Links to WG2 Innovative approaches in city logistics: • Space management for urban delivery: Multi-use lanes in urban areas that

are available at certain times for loading and unloading freight, could – at other times of the day – also be used as HOV lanes to encourage the use of lift-sharing services.

Links to WG3 New non-polluting and energy efficient vehicles: • Policy strategies to deploy private sector AFVs touch partially on similar

questions as lift-sharing services, e.g. the use of HOV lanes for clean vehicles/lift sharers as incentive.

Links to WG4 Innovative demand management strategies: • Transportation Management Associations: Urban lift-sharing services fit

exactly in the scope of TMAs that provide commuter information and services

• Local taxes or charges, ring fenced for transport: An exemption from taxes and charges for lift sharers may give incentives to use such services. Revenues may partially be used to promote lift-sharing services.



• City-wide campaigns using marketing and branding: Lift sharing could be promoted in campaigns and branding schemes as part of an integrated transport system.

Example 1: Liftshare (United Kingdom)

Basic facts Liftshare (www.liftshare.org) was founded in 1997 by Ali Clabburn, a student at Bristol University, who had the idea of a web-based matching service after using a lift-sharing scheme in Germany. Before, the concept of lift sharing was not very well known in the UK. Liftshare is today a national service in the UK that also provides separately branded lift-sharing schemes to about 300 businesses and communities. Main access to the matching service is through a national and many local websites (e.g. London liftshare). Connected in a network, local sites are also accessible through the national site. Liftshare membership stands at more than 69,000 members nationwide and is continuously growing. Approximately 34% of all journeys registered through the Liftshare website result in successful matches. Locally branded schemes achieve a higher rate of 43%. Liftshare estimates that the service helps to save about 18 million miles of car travel each year. Liftshare is a commercial company that has received numerous awards for their ideas and contributions to the community (e.g. 2002 eWell-Being Award, 2003 EDP Business Award).

Users and stakeholders Liftshare has a diverse user base, ranging from commuters, students, to people who want to travel to large events (e.g. soccer games). The matching service is free to the travellers. An initial registration fee was dropped when it showed that it is a barrier to the use. To achieve a higher acceptance among users, Liftshare offers the option to register only in a specific group, e.g. all-female, specific interests like fans of football clubs wishing to share lifts to games, and private groups protected by passwords shared by a small number of people, e.g. working colleagues in a company. Liftshare is also developing matching services for the school run. A special website (www.school-run.org) helps parents, schools and local authorities to get children to and from school. Liftshare as a commercial company develops the necessary software, and sets up and operates lift-sharing websites for a range of clients, including local authorities (urban and rural), businesses, real estates and housing developments, universities and schools, health and social services, sports clubs and community groups as well as event and festival organisers.

Technical description The liftshare website enables the arrangements of specific lifts on-line including click-on national and local maps of where members are based. The online search engine allows the user to set parameters of varying specificity, relating to factors such as departure and destination points, travelling time and gender. It provides a common user interface for the national and different locally branded websites. It is also possible to purchase a call centre licence for Liftshare if not all individuals in a community have internet access. Alternatively a local administrator can manually enter the members’ journey details. Liftshare’s network approach enables synchronous updating of shared information pages and can generate economies of scale in terms of cost.

Implementation set-up Liftshare is a commercial company that serves a diversity of clients which in many cases belong to the public sector. Liftshare in a way created its own market by raising awareness for the potential of lift-sharing schemes. The company started small, based on the idea of Ali Clabburn to bring a lift-sharing service to the UK. The scheme needs a critical mass of users


http://www.liftshare.org/

http://www.school-run.org/


to be able to provide successful matches. The implementation of Liftshare was first targeted at students. A solid user basis among this group helped the service to gather momentum and to generate positive publicity. Liftshare diversified its services and now provides websites that are tailored to their clients needs, e.g. local authorities or companies. Liftshare charges their clients for the setting up and operation of their services. However, the company also provides free websites for charities and events. It is an innovative socially-oriented entrepreneurial company that benefits from the rising awareness for lift sharing in the UK.

Future prospects Liftshare has seen a growing membership. Many UK councils and other clients use a version of the liftshare scheme and more are joining all the time. Through its rebranding system the liftshare system enables simple replication, both within the UK and internationally. It seems that the company is doing well and offers increasingly diverse solutions that fit their clients need. Liftshare’s Development Manager, Imogen Martineau, sees potential to further increase the number of users as the idea and its benefit spread. However, there is still a lack of advertising to promote the service. Furthermore the reliability of the matching service with 36% of success rate for matching car sharers is still a problem.

Locally branded examples As already mentioned Liftshare provides separately branded lift-sharing schemes to about 300 businesses and communities. One example of a local service that is based on Liftshare’s scheme is London liftshare. Transport for London, 6 London regions and 33 boroughs support the London liftshare website (www.londonliftshare.com), which provides lift-sharing matching services and information about sustainable transport information for greater London. 14,000 people use the service each month which is also supported by local businesses, hospitals, sports clubs etc. The scheme was set up in 2001 and is also accessible via a call centre.

Example 2: Pendlernetz (Federal State of North Rhine Westphalia, Germany)

Basic facts The Bürgerservice Pendlernetz (commuters network for citizens, www.nrw.pendlernetz.de) is a web based matching service for lift sharing which is available in 165 municipalities in the Federal State of North Rhine-Westphalia, located in the western part of Germany. The service is available through a central Pendlernetz website and the websites of participating local authorities. People that do not have internet access can use the service via mobility centres and local administrations. The project developed out of the local Agenda 21 process in the district of Kleve, where some people were looking for new solutions to growing traffic problems and an increase in travel costs. This grassroots initiative was taken up quickly by local municipalities in the district. Further local authorities in North Rhine-Westphalia joined the project. In 2002 a working group of participating municipalities was founded and a coordination office was established. It is located at the Transferzentrum für angepasste Technologien (TaT), a mainly publicly funded regional centre for business and technology development. Pendlernetz officially started in September 2002 as three year long pilot project. The implementation and operation of the project is funded by participating local authorities, according to a key of payment that takes into account the numbers of inhabitants. The Federal State of North Rhine-Westphalia finances the marketing of the service. The technical development of the lift-sharing website was outsourced to the private company Europe Alive Media GmbH (EA).


http://www.londonliftshare.com/

http://www.nrw.pendlernetz.de/


Users and stakeholders The catchment area of the service has 7.2 million inhabitants, thereof 2.2 million commuters. Currently there are daily 8,000-9,000 lift share offers and requests online. Pendlernetz is open to all. Main target group are commuters, but also people with other trip purposes show interest in the service. Main stakeholders in the implementation and operation of the service are participating local authorities, the coordinator of the project Rolf Mecke at TaT and Europe Alive Media for the software development. Further stakeholders are the Federal State of North Rhine-Westphalia (provision of funding for marketing), and other institutions that promote the service via their own information channels (e.g. local agenda groups, the German automobile club ADAC and the well known soccer club Schalke 04).

Technical description The software of the Pendlernetz service links participating municipalities in a network and enables further extension of the service. It is also possible for companies to incorporate the service free of charge in their intranet and to coordinate their own vehicle fleet by purchasing additional software. Pendlernetz has besides the matching section also links to public transport information, which helps to integrate lift sharing in intermodal travel chains. User can limit their lift offer or search to specific groups (e.g. gender, non-smoker). The service is constantly further developed with input from the users.

Implementation set-up The idea of the Pendlernetz service came from a local agenda grassroots organisation. The implementation however, was driven by a public policy approach. The coordinator of the project, Rolf Mecke from TaT, was the intermediary who brought together public authorities that developed the service in a co-operative process. First discussions took place in informal meetings. Later, a more formalised working group under participation of local authorities and other interested institutions and a coordination office were established. The final decision about the participation of a local authority in the scheme, which requires a financial contribution, had to be taken in the municipal councils. The implementation of the service took more than a year, requiring coordination among many stakeholders who, in a voluntary approach, developed a strategy for implementation and operation. The users of the services were not participating in this process, but could make proposals to improve the service on the Pendlernetz website.

Future prospects As mentioned, Pendlernetz is a publicly funded pilot project, which will end in September 2005. Within this time it is planned to cover all of North Rhine-Westphalia. Participating local authorities aim at making the service financially self sustaining, which at the moment is not the case. If local authorities are not willing to provide further funding for the service after the end of the pilot project, other sources (e.g. Federal State of North Rhine-Westphalia, local sponsors) would be necessary to keep the service running. It is also a question of political will, if public sources will still be available. The demand for the Pendlernetz lift-sharing service, which is currently being evaluated, will be an important factor, when the decision about the further provision of the service has to be taken.

Related examples Several regions in Germany show interest in the Pendlernetz scheme, and plan to introduce similar services. Besides North Rhine-Westphalia, it has already been implemented in the region Frankfurt Rhein-Main.



Similar examples Urban lift-sharing services exist as pilot projects or ongoing services in several European countries, e.g. in the Netherlands, Belgium, Switzerland or Italy (see list in annex). NICHES will focus on Liftshare and Pendlernetz as representative examples.

2.1.2 Concept 2: Public bicycles Public bicycles are innovative schemes of rental or free bicycles in urban areas. They differ from traditional leisure-oriented bicycle rental services as they provide fast and easy access and can be used for daily mobility. One way use is possible, both as monomodal trip or as intermodal extension in a public transport chain. Public bicycles can be seen as part of the public transport system and offer the user a highly flexible travel option for inner-urban trips. Public bicycle schemes can be found in different forms across Europe. Earlier schemes, as the one still operating in Copenhagen, are relatively simple. They usually require a coin deposit to unlock a bicycle. Pick up and drop off is bound to racks located in public space. Meanwhile, public bicycle systems have diversified in their organisational layout, their business models, and the applied technology. The modern schemes can be distinguished by the following main features:

• Financing: Schemes that offer public bicycles free of charge, and others demanding a utilisation fee.

• Institutional set-up: Public bicycles offered by commercial operators, by public authorities or in a co-operation between both.

• Pick up and drop off locations: Bicycles may be bound at one or both end points of the trip to racks, locker boxes or attended stations, or it may be possible to pick up and leave the bicycle unbound in a defined area.

• Access technology: Different technological solutions for the check-out process are applied such as card systems or mobile phones (submission of a user code to unlock the bicycle).

The three selected examples that will be analysed in NICHES - Call a bike (several cities in Germany), Vélo à la Carte (Rennes, France) and OV Fiets (several places in the Netherlands) - cover these different features of modern public bicycle schemes and therefore will provide for valuable comparisons.

Justification of selection During the focus group session of the 1st WG meeting, the experts selected the integration of car sharing and public transport as one area to be further examined in NICHES. However, they discussed the integration of bicycle and public transport as alternative concept, that would be worth examining as well (cf. NICHES D1.2 1st WG meeting minutes).

Despite the initial choice of the experts, the WG leader finally decided to give preference to the integration of bicycle and public transport, as car sharing is already widely implemented in many countries and can rely on promotion via other channels (e.g. MOSES) than NICHES. The integration of bicycle and public transport on the other hand has potential to contribute to a more sustainable and user friendly urban transport and needs further promotion. It embraces a variety of different concepts such as:

• Public bicycles;

• Bike taxis: Modern rickshaws within urban centres, providing taxi services;

• Bike admission in PT: e.g. carriage of bicycles in trains and/or buses;

• Bike and ride/ bicycle stations: Safe and easy bicycle parking at public transport nodes.



One specific concept had to be chosen from this scope to be further examined in NICHES. Based on a review of representative examples and an assessment, using a set of criteria (see annex chapter 4.1), the WG leader finally selected the concept of “Public bicycles” due to the following reasons:

• It fits the need of urban travellers for seamless travelling, also in a travel chain with public transport;

• It is a sustainable transport mode for daily mobility;

• It has, compared to other transport modes, a limited amount of potential users but adds an innovative qualitative element to the public transport system;

• It has potential to be further spread in many countries with a certain bicycle culture;

• It has a special publicity value, which may create more awareness regarding sustainable urban transport;

• It still needs more promotion and dissemination channels.

The concept of bike taxis was dropped as it seems relatively limited in its application, mainly to leisure trips. The admission of bicycles in public transport and the topics of bike and ride and bicycle stations are in some countries already broadly discussed and have a high significance for the integration of bicycles and public transport in general. They will be considered as complementary aspects within NICHES.

Context

General background information The first generation public bicycle schemes started already at the end of the sixties, e.g. in Amsterdam. They were usually administered by community groups using donated mass market bicycles that were free of charge to the user and were not bound to any racks. However, they were not successful as they suffered heavily from theft and vandalism. Second generation public bicycles, which still are operating in some cities, were taking these experiences into account. Specially designed public bicycles that are more utilitarian and require less maintenance, along with centrally located racks for pick up and drop off, were introduced. This took the randomness out of finding a public bicycle. The schemes have a coin-operated mechanism, requiring a refundable coin deposit to unlock a bicycle from the rack. The bicycles can be used in an inner urban area with designated boundaries. As these schemes are more expensive to operate than the early approaches, sometimes a non-profit organisation, assisted with public funding, was created to administer the programmes. The best known, and still operating second generation scheme, is the Bycycklen public bicycle programme in Copenhagen, which was introduced in 1995 (see fact sheet in annex for details). It operates with 2,000 bicycles and around 100 racks in central Copenhagen and is widely popular. As the bicycles are quite durable and they are easy to be found at the racks, they have been well accepted. However, theft is still a big issue, as the bicycles can not be tracked. The Bycyklen programme has been the longest operating scheme and may provide useful comparison to modern public bicycle schemes. Therefore Bycycklen will be further examined as complementary example in NICHES. It does not offer the most advanced solutions, but provides important insights regarding the implementation and use of public bicycle schemes. NICHES will focus on third generation public bicycle schemes, also called smart bikes, which are technically and organisationally more elaborated and require registration of the user. This is a crucial point, as the problem of theft can be tackled effectively. Modern schemes also use booking via cell phone or bike release by smartcards and become a complementary part of the public transport system.



General conditions for bicycle use (urban structures, networks and infrastructure) Public bicycles, as all bicycle use, require certain framework conditions to be safe and convenient. The use of public bicycles is, in most cases, limited to designated areas. They are mostly available in places with many potential users, especially city centres or large interchanges. These areas can frequently be characterised by high traffic volumes (pedestrians, public transport and cars). An important factor for the acceptance of public bicycles are topography and a bicycle friendly environment (e.g. bicycle paths) that enable the convenient and safe use of the bicycle in urban traffic. In some countries as the Netherlands, Denmark or Germany, a certain “bicycle culture” has been established, and a good number of cities provide favourable conditions for bicycle use. However, in many cities across Europe the use of bicycles is still dangerous as no separated or traffic calmed routes are available to bicycle riders. Of course the weather should be mentioned as well as important framework condition for bicycle use, which limits its use for many people.

Complement to public transport system (networks and infrastrucure) Public bicycles add a new element to the public transport system. They can be used for monomodal inner urban journeys, but in many cases also offer options for intermodal integration with urban, regional or even long distance public transport. Some public bicycle schemes are specifically designed to provide flexible travel options for the “last urban mile” (e.g. OV Fiets).

Individualisation and lifestyle favouring public bicycles (social) Individualisation and lifestyle influence travel behaviour decisively. Public bicycles provide an inner urban transport option that is flexible in time and space. This fits the need of many users that want fast and flexible trip chains, without spending waiting time at PT stops. Bicycles in many countries also have experienced a renaissance as modern transport mode, which fits the zeitgeist of certain multimodal user groups. For many people the bicycle is even a lifestyle product. Public bicycles may benefit from such developments, helping to achieve positive publicity and public acceptance.

Individual costs and benefits (social, economic) The costs of public bicycle schemes to the user differ depending on the scheme. In some cases the use is free of charge and requires just a deposit. In other cases the provider of the bicycles charges a utilisation fee, which is usually not more expensive than the use of public transport for the same distance. Public bicycles offer the benefit of flexible transport in urban areas. They may provide a nearly seamless connection to public transport without the need to take the own bicycle on board and provide the users with the added benefit of exercise. However, they can be uncomfortable in inclement weather and are limited to short distances. In some cases, the user may face the uncertainty if he will always find a public bicycle at the desired pick up point, which depends on the number of users and available bicycles.

Market development and potential user basis (economic, social) Public bicycles are limited to certain user groups. Data from surveys conducted in Rennes (Vélo à la carte, France), the Danish Environmental Protection Agency, and Sandnes Bysykkel community bikes (Norway), suggest that potential smart bike users are likely to be younger individuals in their twenties and thirties. Many elderly or mobility impaired people cannot access them due to physical constraints. Other monomodal car or public transport users are generally not willing to take the bicycle into consideration for their travel plans. Public bicycle schemes draw their users mainly from multimodal travellers that are willing to try this innovative service. Among these users the scheme may achieve good acceptance. However, realistically public bicycles as a complementary transport mode, only have a limited quantitative potential with regard to overall traffic volumes and modal shift. Part of their users may even shift from traditional public transport to the bicycle. The share of trips generally made by bicycles is only relatively high in a few countries with a well-developed “bicycle



culture” as the Netherlands (28%). However, in a large number of European countries, especially in Southern Europe, the share of the bicycle in the modal split is very low. It can be stated that public bicycles especially have potential as a new qualitative element in public transport in countries that already have or are developing a “bicycle culture”. In countries were the use of the bicycle is not a common practice, public bicycles could play a major role as firt push for the steady introduction of this mode of transport. For public transport operators, public bicycle schemes may serve to develop a profile as mobility providers that offer their client a wide range of mobility options. German rail with its branch DB Rent that offers car sharing, public bicycles (call a bike) and many other mobility related services is such an example. Public bicycles are well visible in public space, as they frequently have a futuristic design, providing also a unique publicity effect. However, most public transport operators are still focused on traditional services and are not aware of such options to diversify their portfolio of transport modes. Regarding the implementation and operation of public bicycles by commercial operators, there are only few business cases so far. Many public bicycle schemes rely on public funding, private grants or PPP. However, German Rail’s call-a-bike service is a commercial scheme.

Policy benefits (political/ institutional/economic) Public bicycle schemes contribute to increased mobility choices in urban areas. They may help to reach underserved destinations, require only little infrastructure, are relatively inexpensive to purchase and maintain, generally do not add to vehicular congestion and do not create pollution in their operation. They do even contribute to a city’s identity, as in the case of Copenhagen, where the Bycycklen bikes are a visible part of the cities profile. Public bicycles contribute as small qualitative element to policy goals of a more sustainable urban transport. During the last years, an increase of cities that implement public bicycle schemes on their own or in cooperation with the private sector can be observed. However, in many cities where the concept could potentially be implemented, there is still a lack of awareness regarding these schemes.

Liability, theft and vandalism (legal, social) If the general framework conditions for bicycle use are good and provide a bicycle friendly environment, the use of public bicycles can be considered to be relatively safe. To financially protect the administering organisation, many public bicycle programs require users to complete a liability waiver, which states the organisations’ duties to maintain the bicycle and the users’ duties regarding safe use of the bike. As already mentioned, theft has been a severe problem of first and second generation public bicycle schemes. Modern schemes, as the ones to be examined in NICHES, include technical improvements of bike tracking. Often they require users to provide personal data and in some cases credit card information, which has lessened the theft problem. Vandalism is still a problem. Usually public bicycles are designed to be robust and durable in their construction. They have non standard design to discourage the removal of single parts of the bicycle and to stand out from other bicycles.

Technological development (technology) Modern public bicycle schemes, also called smart bikes, benefit from the introduction of electronically locking racks or bike racks, telecommunication systems, and smart cards or magnetic strip cards. As already mentioned, the customer’s identity is known and in case a user does not return a bike, he is required to pay for the replacement costs. Modern technologies also facilitate easy check in and check out and help to obtain data about the usage of the bicycles.




Links to other concepts in WG1 New seamless mobility services: • Urban lift-sharing services: Public bicycles can provide a flexible urban leg in

travel chains that include a lift-sharing trip.

• Call-a-bus services: Some call-a-bus services may also serve agglomerations where public bicycles can provide the last urban leg of the journey.

Links to WG4 Innovative demand management strategies: • Transportation Management Associations: Bicycle planning in general fits in

the scope of TMAs. Public bicycles can be promoted and implemented by TMAs to enhance mobility options for the users and to gain positive publicity.

• Local taxes or charges, ring fenced for transport: Taxes and charges may partially be used to finance public bicycles and to promote their use.

• City-wide campaigns using marketing and branding can promote the use of public bicycles as part of a more diverse public transport system. At the same time public bicycles can be a tool for achieving publicity, as the bicycles are frequently eye catching and well visible in public space.

Example 1: Call a bike (several cities in Germany)

Basic facts Call a bike is a commercial public bicycle service that is offered by DB Rent, which is a subsidiary company of Deutsche Bahn (DB, German Rail). The service started in October 2001 in Munich. Meanwhile, it has been expanded to other German cities and is now also available in Berlin, Cologne and Frankfurt. 4,200 specially designed silver-red bicycles are available for rent in these cities from spring to fall. The scheme is designed for one way trips. The bicycles are not bound to a rack but can be left at the nearest crossing in a defined core area, as they have a lock mechanism installed at the bicycles themselves. Therefore they can be integrated in a trip chain with long distance rail or regional and urban public transport. To obtain access to the call a bike service, users have to register once and need to provide their credit card information or give a direct debit authorisation. After registration, the public bicycles can be unlocked by using a code that the user receives via cell phone (see technical description). DB rent charges 7 Cents per minute, holders of a Bahn Card (which offers discounts on rail trips) or a yearly public transport pass pay 5 Cents a minute and 24 hours cost 15 €. Currently the call a bike service is not financially self sustaining. However, it is not the goal of DB to make a profit of the service. It is rather aimed at a break-even and at the attraction of rail customers that use the call a bike service in a trip chain. Call a bike also provides a positive publicity effect for German Rail.

Users and stakeholders Call a bike in 2004 had approx. 71,000 clients in Germany (+40% users compared to 2003) and around 380.000 trips have been made with the bicycles (+19%). Main users are, in the morning commuters that extent a public transport trip by bicycle, and in the afternoon and evening people that are using the bikes for shopping trips or to visit cinemas. It can also be observed that the use of the call a bike service reaches its peak on sunny days and on the weekends. Most users of call a bike are between 18 and 35 years old and frequent public transport users. Main stakeholder of the call a bike scheme is DB Rent. There are close links to German Rail and their rail services. These links are operational but also functional as call a bike is designed to offer the opportunity to extend a rail trip by bicycle.



Technical description Call a bike uses a sophisticated technology for the check-out and returning process of the bicycles. Registered users call by mobile phone a number that is displayed on the bike. They receive a four digit code which is entered on a touch screen to release the lock, integrated in the bike. At his destination, the traveller leaves the bicycle at a crossroad, locked to a fixed object (e.g. traffic sign) and submits a return receipt code that appears on the display by mobile to DB Rent. The user also has to provide information about the location where he leaves the bike. The utilisation fee is charged on the user’s credit card or automatically withdrawn from his bank account. Call a bike is a so-called smart bike, which enables to track who has been renting a bicycle, which reduces the risk of theft. To further minimise the risk of theft, the bicycles are specially designed with parts that do not fit a normal bike.

Implementation set-up Call a bike is part of DB’s strategy to provide value added mobility services to its customers apart from pure rail transport and to enable door-to-door mobility chains. Its subsidiary company DB Rent, which deals with leasing and fleet management for DB is taking a special role in the extension of the range of mobility related services. Currently DB Rent’s mobility portfolio includes rental cars, car sharing, parking management, taxi booking from the train and availability at rail stations, traditional bicycle rental at about 160 rail stations and the innovative call a bike service. The call a bike idea was originally conceived by an independent company in Munich, where it started in 2000. In its first version the system was based on a telephone booth network, where bicycles could be picked up and left within a defined area. When the company faced financial problems, DB bought the service in 2001, developed it further and extended it.

Future prospects DB Rent is still expecting an increase in the number of call-a-bike users. A further expansion of the scheme to other large German cities is possible. The user group of multimodal travellers who are willing to combine different modes in a trip chain is growing. Andreas Knie, head of intermodal services at DB Rent, estimates that approx. 400,000-500,000 clients would in the short run be willing to use such services as DB car sharing or Call a bike, which are both intermodal products that can be used in a trip chain combined with a rail leg of the journey. He sees an even larger long term potential of 3-4 million clients in Germany.

Example 2: Vélo à la Carte (Rennes, France)

Basic facts The Vélo à la Carte service that started in 1998 is located in Rennes, France, where it was implemented as a partnership between the commercial company Clear Channel Adshell and the City of Rennes with the goal to provide a sustainable form of urban transport. 200 bicycles are available in the city centre of Rennes at 25 docking racks. In 2002, over 47,700 trips were recorded. The scheme is free of charge to the users, requiring just a one-time refundable deposit of 23 €. The use of the bicycles is limited to 2 hours, but multiple loaning is possible throughout a day. Users have to register and receive a magnetic strip card which serves to check-out the bicycles at the racks. The strip card contains personal information about the user, which makes it possible to track a bicycle if not returned.

Users and stakeholders Two thousand cards have been issued on a first-come, first-serve basis: 1,320 to residents of Rennes, 280 to residents of the District of Rennes and 400 to students enrolled in local universities. The system is well perceived by the users, 92% of them being rather or very



satisfied with the service. 46% of the card holders stated that they use the service on a regular basis. The average age of the users is 31 years. Vélo à la Carte is used for a variety of trip purposes, e.g. trips to work (24%), school or university (15%), for leisure activities (22%), shopping trips (27%), just for exercise (2%) or other purposes (10%). Many of the bicycles loaned are located at a bus interchange point following a park and ride pattern and 69% of users are using the bicycles along with other means of transport. Main stakeholders involved in the Vélo à la Carte scheme are the company Clear Channel Adshell, responsible for the development and implementation of the service, and the City and District of Rennes that promote the service and agreed on a cooperation with Clear Channel in a public private partnership.

Technical description As already mentioned, Vélo à la Carte is a smart bike system that works with fixed racks and magnetic strip cards for the check-out and return of the bicycles. The racks contain a controller, which consists of a GSM modem, a CPU (Central Processing Unit), and a power supply. The bicycles, that have a special design, are equipped with a card reader that communicates with the controller at the rack. A central computer downloads information stored in each docking station, using GSM, authenticates users’ smart cards and compiles user and rack usage data. Furthermore, a dispatch vehicle is in use, that enables the transport of bikes from full racks to ones that are empty or to the repair centre. The vehicle is linked to the racks through SMS communication that can notify the status of a bike at any given location.

Implementation set-up Vélo à la Carte was started as a partnership between the City of Rennes and the commercial company Clear Channel Adshell, which is the street furniture (e.g. bus shelters, information kiosks) brand of Clear Channel Worldwide, an out-of-home advertising company. Clear Channel offers the smart bike system to local authorities that are also using other services of the company, as information kiosks or bus shelters. The company is responsible for the implementation and operation of Vélo à la Carte in Rennes. Their services are paid for through advertisements which appear on outdoor furniture, funding also the smart bike programme.

Future prospects The Vélo à la Carte scheme is quite successful. For Clear Channel Adshel the service is beneficiary as it adds value to their street furniture programs as additional amenity that is provided at no cost to local authorities. The city of Rennes benefits from the increased mobility choices for its citizens. This win-win situation is a good precondition to run the services in the long run.

Similar examples Clear Channel Adshel also operates smart bike programs similarly to the Vélo à la Carte scheme in the Norwegian cities of Bergen (100 bikes), Drammen (350 bikes) and Oslo (300 bikes). However, there is not much information available about these example (no fact sheets included).

Example 3: OV Fiets (several places in the Netherlands)

Basic facts OV Fiets is a pilot project in the Netherlands that started in 2002, aiming at making the bicycle a part of the public transport system. At 41 rail stations, OV Fiets rental facilities have been set up that provide fast and easy access to rental bikes, which can be used as extension of the rail trip. The service covers most larger stations in the Randstad (the largest



agglomeration in the Netherlands) and several stations in other provinces, offering to more than 50% of the daily train passengers a rental point at their destination station. Users have to register with OV Fiets before they can access the service. They receive an OV-Fiets card, which enables to check out the bicycles from a computerised system at the stations. Alternatively users can register an existing yearly NS-Railpass that also fits the system. The bicycles can be used one way, e.g. to the workplace, where they can be parked and locked for a certain period of time, e.g. during the whole day, until the user needs it for the return trip to the rail station. The utilisation fee for OV-Fiets is 2.75 € per 20 hours, with a maximum rental period of 60 hours. The user pays monthly by standing order, which requires a bank account in the Netherlands. The monthly level of rented bicycles reached 5,600, one year after introduction, at the end of 2003, which is a market share of 0.02% in the egress part of public transport travel.

Users and stakeholders OV-Fiets is designed for frequent users, mainly commuters, who are looking for a quick and flexible continuation of their rail trip by bicycle. After the introduction of the service the number of users increased quickly and a high level of user satisfaction could be achieved. OV-Fiets is a project of ProRail, in collaboration with the Nederlandse Spoorwegen (Dutch Railways), the Fietsersbond (Cyclist Union) and several local councils. It received a development subsidy from the Dutch government under the programme for the development of innovative and attractive solutions for the use of bicycles in combination with railway journeys.

Technical description Of the 41 rental points, 5 consist of automated locker boxes, all others are operated by bicycle parking facilities, that in most cases already provided traditional bicycle rental. The renting process is computerised, using the OV-Fietscard for check-out and return of the bicycles.

Implementation set-up In the Netherlands, the use of the bicycle for the access trip to rail stations is very common (31% of all access trips). For the egress part of a rail journey, the “last mile”, only 9% of travellers use the bicycle, which frequently is a second private bicycle, parked at the station of arrival. The Dutch government initiated the programme for the development of innovative and attractive solutions for the use of bicycles in combination with rail journeys, aiming at encouraging bicycle use on the egress part of a rail journey. The programme included a development subsidy for innovative concepts, the most prominent of them being OV-Fiets. The development and implementation of the idea by ProRail and its partners was supported by active lobbying that ensured parliamentary support for the pilot project.

Future prospects The AVV Transport Research Center in the Netherlands evaluated the market potential of OV-Fiets. The study indicates that a country wide OV-Fiets system could achieve a market share of about 1% for rail egress trips. The potential could even be higher if further adaptations to customer wishes would be realised, e.g. options to book in advance, guaranteed availability of a replacement bike in case of a defect, return possibilities at other rental points, and more payment options. However, to exploit this potential, substantial investments would be required, especially for creating more storage capacity for bicycles. As the profitability of the service is limited, this may pose a major barrier to further expansion of the service by the private and transport sector. The government faces a dilemma when considering any kind of support, as the OV Fiets scheme is partially competitive with subsidized local public transport and with taxi services.



Similar examples Please refer to the annex for a list of further public bicycle schemes.

2.1.3 Concept 3: Call-a-bus services Call-a-bus services are demand responsive travel schemes in public transport that adapt their itinerary and timetable to suit a particular transport demand. WG1 will focus on innovative schemes that provide (nearly) door-to-door services, that have partially or fully flexible itineraries and that use innovative organisational measures to provide their service. Only services without any user restrictions will be considered. The spatial focus will be on medium to low density areas, including suburban areas as well as small towns and their surroundings in rural areas, where traditional mass transit cannot satisfy the needs of the travellers in a cost efficient way. Call-a-bus services exist in a variety of schemes. They differ for example according to the area served, types of pick up and drop off points, types and flexibility of routes, booking methods, flexibility of minimum pre-booking period, financing and funding models and target groups. The wide diversity of call-a-bus services cannot be completely covered in NICHES, which will therefore focus on a reduced range of call-a-bus schemes, representing highly innovative services that seem to be promising for further analyses. The services covered in NICHES can be distinguished by the following features:

• Status of implementation: Well established service, innovative pilot project, or new commercial service.

• Area served: Rural areas, small towns, and suburban fringes of larger agglomerations.

• Flexibility: Fully or semi-flexible routes.

• Financing: Publicly funded or commercial scheme.

• Additional innovative features: Parcel delivery and social marketing.

The call-a-bus schemes PubliCar (Switzerland), MultiBus (Germany) and Yellow Taxibus (UK) represent this range of features which will provide for valuable comparison.

Justification of selection During the focus group session of the first WG meeting, the experts of WG1 selected transport services in low density areas as a concept for further examination in NICHES. Due to time limitations no specific examples were mentioned (cf. NICHES D1.2 1st WG meeting minutes). The further elaboration and selection of a more specific concept was therefore carried out by the WG leader by desktop research.

Transport services in low density areas embrace a variety of schemes. Approaches that were considered in the selection of the concept are:

• Call-a-bus services;

• School transport integration services: Use of under-utilised school bus capacity to provide basic public transport service to regular users;

• Volunteer schemes/ community buses: Public transport services provided by volunteers as a driver.

Based on a review of representative examples and an assessment, using a set of criteria (see annex, chapter 4.1), the WG leader finally selected the concept of “Call-a-bus services” due to the following reasons:

• It addresses transport problems in a range of medium to low density areas from suburban to rural settings;



• It offers seamless transport for a growing target group that potentially faces social exclusion;

• It has - within certain framework conditions - potential to offer more cost efficient solutions than traditional public transport;

• It embraces highly innovative schemes that use new ITs and business models;

• It still needs further promotion, to which NICHES may contribute. Other EU projects (e.g. Connect) already deal with the wider field of demand responsive transport, which also embraces a wide range of call-a-bus services. However, NICHES will focus on a relatively narrow range of highly innovative call-a-bus schemes (see definition above) and will do complementary work to existing initiatives, trying also to create synergy effects.

The alternative concept of school transport integration was dropped as it is limited in impact and application, mainly focused on areas with very low population densities. It does not fit the discussion among the experts who also saw the need to promote transport services for suburban areas, or rural areas with medium population densities near agglomerations. The concept of volunteer schemes and community buses seems to have its value for low density areas, however it does not necessarily stress the aspect of seamless transport, which was a point that was highlighted during the focus group discussion.

Context

General background information Call-a-bus services only had a limited impact in the past. Frequently they were designed to exclusively meet the needs of specific groups as mobility impaired and elderly people. During the last years, however, a range of innovative pilot projects and regular services have been implemented. Several EU and national projects dealt with demand responsive transport solutions, showing the growing interest in this concept.1 Changing framework conditions for public transport, new funding sources, the introduction of new technologies and advanced routing/ scheduling software led, in some forerunner countries, to new opportunities for the development and implementation of call-a-bus services that are open to all users.

Individualisation and lifestyle (social) As already mentioned, the macro trends of individualisation and urban sprawl favour flexible transport solutions. Conventional bus services do not fit an increasing proportion of trips that are dispersed in space and time. This is the case for rural areas, but also in and around small and medium-sized towns, the peripheries of larger cities, and even for cross-suburban trips within major cities. Call-a-bus services that provide flexible routing and flexible booking have the potential to address these developments.

Individual costs and benefits (economic, social) The costs of call-a-bus services to the user vary considerably. Some services are integrated in the fare structure of a local public transport association and charge the normal public transport fare, others add an extra, and the few existing commercial services have individual more expensive pricing structures. Call-a-bus services, as defined within NICHES, offer a range of benefits to the user. They provide accessibility to the transport network for people in low density areas who do not have

1 e.g. on European level the Connect, SUNRISE, AGATA (promotion and realisation in many different sites of the European regions) project; the INTERMODE project in the UK, Personennahverkehr in der Region (Public transport for the region) in Germany, several projects in Italy and Scandinavia.



access to a car and provide a service quality that is much higher than infrequent conventional bus services.

Market development and potential user basis (social, urban structure, networks and infrastructure) As already mentioned, an increasing number of potential users in low density areas – ranging from rural to suburban areas - cannot efficiently be served by conventional public transport services. Due to demographic change and the ageing of society in most European countries, elderly and mobility impaired people are an important and growing user group. Many people that moved to suburban areas or the countryside decades ago to live in the “green”, now realise that they will not be able to drive their own car any more and rely on public transport. However, call-a-bus services that are open to all have a much broader user basis, including especially children, teenagers and families. At this point no quantitative estimation of the market for call-a-bus services can be given. However it can be assumed that they have potential to improve accessibility to transport for a large number of people in a variety of spatial patterns. They can provide public transport coverage for a whole area and provide access to the main public transport network. Most call-a-bus services rely on some kind of public funding. Very few commercial services have been introduced and their viability still has to be proven.

Policy benefits (political, economic, social) Modern call-a-bus schemes can provide accessibility to the public transport network and have under certain framework conditions the potential to offer a relatively high service quality for the same or less public money as conventional public transport services. Innovative call-a-bus schemes are frequently still pilot projects or have only been recently implemented and are not very well known among decision makers in the public sector. They will in most cases only have a marginal impact on a more environmentally friendly transport, as most people who have access to a car in low density areas will not shift to public transport. The policy benefit of call-a-bus services is rather the avoidance of social exclusion and the provision of a better service quality for public transport users in low density areas. In some cases however, a certain modal shift from the private car to the bus may be achieved.

Legal issues (legal) The operational strength of call-a-bus services as hybrid systems between conventional buses and taxis, may conflict with existing legal and regulatory structures that were designed before such services were in place and that focus on traditional public transport structures. Such legal issues vary from country to country. They may for example relate to required licences for passenger transport or taxi services, numbers of passengers allowed under a licence, eligibility for public funding and many other questions. This frequently causes confusion and can pose a major barrier to the implementation of such services.

Technology (technology) Modern technologies as transport telematics offer new opportunities to design and implement call-a-bus services. Computer technology can help to facilitate greater responsiveness and flexibility of door-to-door services. It helps trip makers to better obtain information about transport services, and help to optimise the running of the operations by using intelligent trip planning software, dispatch systems and devices which assist the drivers. Technology in this field has been and is still developing quickly, and expands with the introduction of new technologies. On the other hand, there is the question of the cost-benefit ratio of such technologies.




Links to other concepts in WG1 New seamless mobility services: • Urban lift-sharing services need a call centre or a website to reach their

users. Call-a-bus services rely on similar tools. Both services aim at areas that can not efficiently be served by traditional public transport and have potential to complement each other.

• Public bicycles: Some call-a-bus services may also serve city centres where public bicycles can provide the last urban leg of the journey.

Links to WG2 Innovative approaches in city logistics: • Home delivery using locker boxes: The “MultiBus” call-a-bus service, which

will be examined in NICHES, includes as innovative feature the delivery of parcels in low density areas, which could possibly be linked to locker boxes as well.

Links to WG3 New non-polluting and energy efficient vehicle • Biogas in captive fleets: Minibuses, used for call bus services, could run on

biogas.

• Joint procurement of AFVs could also be applied for minibuses that are used for call-a-bus services.

Links to WG4 Innovative demand management strategies: • Transportation Management Associations: TMAs could promote call-a-bus

services, or even be the operator.

• Local taxes or charges, ring fenced for transport: Taxes and charges could contribute to the financing of call-a-bus services.

• City-wide campaigns using marketing and branding: Call-a-bus services could be included in the branding of an integrated transport system

Example 1: PubliCar (several regions in Switzerland)

Basic facts PubliCar is a fully flexible demand-responsive door to door minibus service in Switzerland, which can be booked via call centres. It was developed by the public transport operator PostAuto and aims especially at low density areas. The scheme is seen as complement or as alternative to traditional public transport. It does not only offer a flexible public transport for low density areas, but also for small towns or during times of weak demand, e.g. as night service. PubliCar provides in many cases connections to the main public transport network. The service started in 1995 as pilot project. It proofed to be very successful and was continuously expanded. Today it is available in 32 regions. On the average, approx. 50 to 90 persons use PubliCar per served area during a day, in certain areas up to 200. During a year approx. 20,000 to 30,000 users are served by the service in each of the 32 operational areas. Call-a-bus services in Switzerland are treated like traditional public transport and therefore have to be financed with public funds. Users pay an extra of 3 SFr (approx. €2) when using the service. The operation of PubliCar is usually not more expensive than fixed bus lines, in many cases even slightly cheaper. The cost effectiveness could be improved by 5% where PubliCar replaced conventional services. Currently the cost recovery rate is at approx. 25%.



Users and stakeholders Main users of PubliCar are female (75%) and between 26 and 62 years old. 98% of the clients are satisfied or very satisfied with the service. The main target areas of the service are rural regions, that cannot efficiently be served by traditional public transport. Main trip purposes of the users are leisure activities (38%), commuting (27%), visits to doctors and hospitals (16%) and shopping (13%). Stakeholders in the implementation and operation of the services are the operator PostAuto, as well as the government at federal and cantonal level, as funding source.

Technical description Users call a free number to order the services at the PubliCar call centre, which bundles demand where possible. The drivers of the minibuses are informed via GSM/SMS about the requested trips. Depending on the situation and complexity of the specific PubliCar service (e.g. served area and users, number of vehicles in an area), different disposition systems are in use. In the simplest case, the driver decides himself how to arrange a tour. In other cases the optimal route is calculated with a special software in the call centre.

Implementation set-up The introduction of PublicCar was, amongst others, driven by the cancellation of some traditional bus routes with low demand that had less than 8 passengers or a cost recovery lower than 20% . Furthermore PubliCar aimed at the integration of small settlements into the public transport network that were previously not or insufficiently served. In its design, the PubliCar scheme took experiences from a call-a-bus service in Northern Germany (AnrufBus-Leer) into account. PubliCar is seen as one element to optimise the whole public transport system. In many cases the flexible scheme provides a basic service which covers larger areas. During peak hours this service is frequently augmented by traditional bus lines. PubliCar developed a franchising system that makes it possible to assign the service to regional or local private transport companies or private vehicle owners.

Future prospects As the high satisfaction of the users and the positive assessment of the PubliCar scheme by the operator shows, the service is well established in Switzerland. It has been continuously expanded and optimised, taking into consideration specific regional requirements.

Example 2: MultiBus (District of Heinsberg, Germany)

Basic facts MultiBus is a pilot project within the research programme “Public transport for the region” of the German Federal Ministry of Education, Science, Research and Technology that aims to support sustainable transport solutions in low density areas. The MultiBus service operates on demand with modern minibuses in three municipalities (Gangelt, Selfkant and Waldfeucht, approx. 30,000 inhabitants) in the district of Heinsberg, near the border to the Netherlands. The region is located within the wider catchment area of surrounding agglomerations (e.g. Aachen, Mönchengladbach, Düsseldorf) and is characterised by small cities and villages with disperse settlement structures. The MultiBus is operating as call-a-bus service that provides (nearly) door-to-door services. Pick up points are located very close to the users’ home, who order the service at least half an hour before the desired trip via a call centre. The minibus takes the travellers to any destination within the service area and also connects to the main public transport network.



The service is integrated into the regional public transport system and users pay the normal fares. Approx. 2,900 persons use the MultiBus service each month. On peak days, around 250 clients use the service. As special feature that might increase the cost efficiency of the service, it is planned to combine the transport of passengers with the transport of parcels. The potential for the home delivery of parcels has been positively evaluated within the project and will be realised in co-operation with a large parcel service company. The MultiBus scheme, which is publicly financed, replaces in its operational area a conventional bus service. It could be shown that the MultiBus service can be operated more cost efficiently than the previous bus services. The cost advantage is approx. 35,000 Euros a year, even higher (42,000 Euros) if new customers that could be gained through the more attractive service, are taken into account.

Users and stakeholders A target group survey at the beginning of the pilot project showed that the core user groups would be children, teenagers, families and seniors. Before the introduction of the demand-responsive service, these user groups frequently complained about a low service quality of the public transport system in the region and many persons were dependent on being taken to their destination by a car driver. The MultiBus project involves an innovative instrument of social marketing, trying to reach potential users by appealing to their emotions and values. The service was frequently promoted using concepts of event marketing, e.g. kick-off events, special tours or marketing at soccer games. Main stakeholders of the MultiBus project are the local public transport operator West Energie und Verkehr GmbH and the public authorities that are funding the service. The project is scientifically evaluated by the Wuppertal Institute for Climate, Environment and Energy as well as Harloff Hensel Stadtplanung Ingenieurgesellschaft GmbH (Consulting Engineer).

Technical description MultiBus users order the service at least half an hour before the trip by contacting a call centre, which uses a software to optimise the routing of the minibuses. The call centre agents tell the user the approximate times of pick up. The driver of the minibus receives by SMS the final routing information for the trip. MultiBuses connect the three served communities by a ring road and diverge from this route to pick up clients in the areas between. Another innovation of the service is that the minibuses run on bio diesel.

Implementation set-up Before the implementation of the MultiBus project, the public transport service in the region was targeted at school transport. The service quality of the conventional bus routes, which required high public funding, was low, offering only infrequent services that did not cover the whole area. The MultiBus pilot project was initiated to change this situation and to offer a flexible public transport option that has a high service quality and can gain more users. At the same time it was designed to be more cost efficient than conventional bus services. The implementation of the project idea was supported by research funding and by political support in the region. Some adaptations to the legal and regular framework in cooperation with the responsible administration were necessary to guarantee that the MultiBus service can operate flexibly but is eligible for public funding and compensation payments, which usually only are granted to fixed line services (§ 42 PbefG).

Future prospects MultiBus is a relatively new scheme, which makes it difficult to assess its future prospects. It includes many innovative features (e.g. social marketing, planned parcel delivery service, use of bio diesel), which makes it a leading edge example. It seems financially attractive and



the realisation of a parcel delivery, which is currently being implemented, may even increase its cost efficiency. Many other public transport operators have already been showing interest in the concept. At the moment, no statement about the future of the service can be made, but it can be expected that the accompanying research will contribute to assess the idea’s long term prospects.

Example 3: Yellow Taxibus (Dunfermline, Edinburgh region, UK)

Basic facts Yellow Taxibus started in 2003 as a commercial call-a-bus scheme. It is operated by the company Stagecoach and is targeted at the inhabitants of 3 residential estates in Dunfermline, running each 10 minutes in peak times and every 20 minutes off-peak. The area served is “Edinburgh overspill” housing and was not properly served by bus services to Edinburgh. Yellow taxibus mainly serves for interurban trips to and from Edinburgh (approx. 40 min drive). The service is provided by eight seater vans that have a flexible-route portion in a defined area in Dunfermline, where clients are picked up after phone reservation at their door. Outside the demand responsive area the vans act similar to a normal bus on a fixed route to Edinburgh city centre, where it also provides a drop off point at an important interchange. The service costs £4 (5.90€) or £8 (11,80€) return. This is slightly higher than the fare for a conventional bus service. Commuters need to cross the Forth Road toll Bridge as sole congested road corridor to Edinburgh. The 80p toll and assisting marketing from the bridge operator help to make the Yellow taxibus attractive to the user. At the bridge there is a successful park and ride for people that want to take the bus to Edinburgh, which runs on a separate bus lane. The Yellow taxibus serves this site and picks up travellers who prefer to ride in an executive van instead of the normal bus. The service can also be used for trips within Dunfermline, for a slightly higher fare than conventional public transport. After three month of operation already 1,800 passenger a week were using the service. Revenues at this point were approx. £6,500 (approx. 9,500€) a week, while operational costs were approx. £10,000 (approx. 14,620€).

Users and stakeholders Most people living in the areas that are served by Yellow taxibus could not afford to live in Edinburgh and moved to the new neighbourhoods, which are not well connected by public transport. Especially night-time trips have been well accepted, but shopping and commuting trips are also increasing. Main stakeholders involved are the commercial operator Stagecoach and local authorities in the area.

Technical description Stagecoach uses 13 vans to operate the scheme. Users can make a reservation for pick up in the demand responsive area up to one minute before the trip, but realistically rather 30 minutes before. Currently three people work in the call centre to co-ordinate the trips. Stagecoach decided to apply a relatively low-tech approach to minimise costs and simplify operation in the start up phase of the service.

Implementation set-up The idea of Stagecoach to implement a commercial call-a-bus service has been supported by the Edinburgh City Council and the toll bridge operator. However, Dunfermline City Council was ambivalent and would have a preferred demand-responsive feeder to Dunfermline station. To meet the licensing requirements, the Yellow taxibus services need to keep a timetable on the fixed section of the route between Dunfermline and Edinburgh. The



eight-seat vans can be driven with a normal driving licence which avoids the need for a PSV licensed driver and unionised labour.

Future prospects The future of the Yellow taxibus service depends on its commercial viability, which still has to be proven. The scheme is an experiment for Stagecoach, but the company is optimistic to make a profit on the service. Stagecoach would like to franchise out the service to owner-operator drivers to reduce costs. However, this requires proof that the service is profitable. Also a control centre for reservations and disposition, including the availability of internet booking, would be needed. Stagecoach is developing further ideas for the Yellow taxibus scheme if it proofs successful, e.g. selling it to other local authorities or developing it to serve the airport, business parks and business-to-business services as well.

Similar examples The full range of call-a-bus services cannot be covered in this state-of-the-art report. Please refer to the annex (chapter 4.3) for a list of few selected further examples.



2.2 WG2 - Innovative approaches in city logistics New urban freight transport solutions are currently attracting more and more attention, mainly because of three reasons:

• The installed urban goods transport procedures are negatively affecting the quality of life in cities;

• Structural changes take place in urban areas, both from the city infrastructure and policy point of view (e.g. pedestrian and parking zones), and from the commercial viewpoint (e.g. shopping malls and emerging e-commerce);

• Technology-related innovations (e.g. low-emission vehicles, small containers, on-board computers, or electronic data interchange (EDI)) are entering the market fast and become competitive in price compared to the established more traditional technologies.

Within the first NICHES working group meeting an expert group on city logistics was initiated, discussing these issues and concluding that in particular three concepts have a high application potential in European cities:

• Management of time and space for delivery locations;

• Night delivery;

• E-Commerce and home delivery, locker boxes.

After a further specification, the following innovative concepts and examples were finally selected as the scope for further examination in NICHES:


WG 2 Innovative approaches in city logistics Concepts Examples

Barcelona multi-use lane (Spain) Space management for urban delivery Bordeaux Espaces de Livraison de Proximité (ELP) (France)

Barcelona night delivery scheme (Spain) Inner city night delivery Dublin night delivery scheme (Ireland)

INVENT/VMTL (Germany) Home delivery using locker boxes DHL PackStation (Germany)

The context for innovative approaches in city logistics The traditional ways of influencing city logistical patterns must be described from the commercial point of view, i.e. transport operators and retail sector, on the one hand, and from the point of view of the city administrations who are representing the citizens on the other hand. The logistics solutions of transport operators are mainly cost-driven and their solution domain addresses in particular the number of depots (number of transhipments, consolidations), the consignment segmentation, the capacity, as well the number and type of the transportation vehicles (operation costs). City administrations aim at sustainability as a balance between a prosperous economy and an attractive and environmentally friendly urban location, thus influencing legislative frameworks, settling policies and regulations or offering incentives.



Macro Trends

Transport growth (economic, technical) Hardly any figures are available on the European level estimating the overall transport growth in cities. For Germany, taken as an example where some information is available, prognoses on the development of the local and regional transport growth are made within the frame of the federal transport plan (BVWP). According to this prognosis, local and regional goods transport will grow by 25% between 2001 and 2015. Concerning the fleet composition of urban goods transport vehicles, there is an ongoing trend towards increased capacity in medium-sized delivery vehicles up to 3.5 tonnes. Most of the light commercial vehicles (LCV), which circulate in city areas distributing goods have a gross vehicle weight (GVW) of 3.5t replacing more and more the vehicles with 3.51-6.5t GVW, which is mostly due to changes in the driving license legislation. As a consequence, the concentration process on the 3.5t segment will continue, resulting in an overall increasing number of vehicles operating in European cities.

New developments: Logistics (economic) With the establishment of an open European market and the enlargement of the EU, new procurement and delivery strategies were implemented. In addition, the globalisation of markets led to an increased division of labour over the world. Different delivery networks were established, serving large areas from central or regional distribution centres. With regard to city delivery this process will more and more become part of national and European supply chains.

New developments: ICT (technology) The developments in information and communication technology as well as in software development will have significant influence on the transport processes in inner cities:

• Communication technology will allow an improved co-ordination of delivery processes. The rerouting of vehicles being already on the trip as well as the assignment of new orders to vehicles operating in the city will become common practice;

• RFID (Radio Frequency Identification) technology will allow the tracking and tracing of an individual consignment along the entire supply chain;

• Improvements in tour planning applications in combination with enhanced information and communication services (e.g. traffic information) will contribute to a much more reliable trip planning.

Access restrictions (political, environmental, legal) Future trends in allowing access to city centres for goods vehicles show that:

• City areas with restrictions for urban freight vehicles will be further extended. Environmental criteria (vehicle or motor age, Euro classification etc.) may become more important than weight and size criteria.

• Low-emission vehicles (electric and CNG propelled) are presently demonstrated in various European cities (Genoa, Stockholm, Paris, Monaco etc.) and will become more important for a regulation of inner-city access in the future.

• User individual access to the city will be provided. In Barcelona, a scheme is planned to allow individual access and reserve loading spaces for inner-city distribution.



• An enhanced enforcement by ITS based applications will take place. Also in Barcelona a video camera controlled enforcement, e.g. on the correct usage of loading zones, is planned.

E-Commerce and vehicle fleet (economic, technical) In general it can be stated that e-commerce does not follow any automatism in terms of increasing urban freight traffic and pollution but depends on variables which may be influenced by the political and economic context. However, e-commerce is expected to change the structure of how goods transport is carried out within cities – providing the possibility to deliver over 24 hours. This includes transport routes that might be shifted from inner-city areas to residential areas, as well as changes in the fleet composition and layout. New vehicle concepts appearing due to e-commerce might gain more importance in urban distribution in the future and are suited to carry bigger cargo volumes and more deliveries in the periphery. Furthermore, the delivery frequency and the number of deliveries per tour will increase, whereas the dimension of the consignments will only grow slowly.

Driving Forces In urban logistics two main actor groups can be distinguished: cities and transport actors. Below, the sectors and main institutional drivers fostering innovative approaches in urban logistics are described.

Efficient use of limited urban (road) infrastructure (political) Road infrastructure in urban areas is limited and usually cannot be increased. Moreover, a lot of cities are limiting road infrastructure, providing more space for public transport and restricting the access to particular roads, especially for goods transport. This limitation especially forces cities to implement innovative measures that contribute to an efficient use of infrastructure.

Reducing the total emissions from goods transports: noise and air quality (environmental) Noise within cities, especially caused by traffic, is an increasingly important problem. Medical studies show evidence on the negative impact of noise on the wellness and health of humans. Larger European cities are forced to develop measures to reduce noise pollution. Even though significant improvements in vehicle technology have been achieved in the noise reduction of trucks, people become more and more sensitive to this issue. Cities are the drivers to analyse noise emissions and to implement measures – if needed – to reduce noise emissions. As noise pollution can be caused by a complex mix of different sources, innovative measures have to be exploited by cities.

Goods transport is mainly carried out by diesel propelled engines which are responsible for air quality problems caused by NOX and particulate emissions. Due to the introduction of the Euro norms a clear path to reduce these emissions was set. However, for many cities these engine specific reductions do not reach far enough to cope with the requirements of citizens. Within the Clean Air Act, cities are forced to observe particulate levels and to introduce measures if certain levels are exceeded.

Dedicated personnel (institutional) Presently, city administrations hardly have any staff familiar with urban freight issues. In general, city administrations do not have data, models on urban goods movements, or a sound planning basis. However, in order to take up current trends and innovations in this field, dedicated personnel is needed.



Efficiency gains (economic) Having to deal with the traffic situation in European cities, including the regulations and restrictions implemented (and proposed), the transport operating industry is generally open to innovations, as long as they are leading to cost reductions or to a better performance of transport services. In the past, different approaches on co-operative city logistics were introduced. However, the impact of such co-operative delivery services on the urban traffic situation proved to be low, as a critical mass of volumes could not be achieved. Main driving force for transport operators is the internal logistic planning in terms of use of capacity and customer delivery time windows which is seen as already optimised to a large extent.

A freely accessible network to loading and unloading points (economic) In order to optimise trips – and to reduce the number of vehicles - transport operators ask for a freely accessible network in the city areas. Route bans for goods transport lead to detours, thus a larger number of km driven, and overall to higher costs. The accessibility to delivery zones is an unsolved problem as yet, however, a major driving force for transport operators to consider innovative approaches in their business activities. Without innovative measures such as loading and unloading zones, the delivery vehicles often stop on a regular lane as if it was a 2nd parking row, with immense negative effects on the road capacity as well as security hazards for the driver who has to carry out the loading and unloading process in an unsafe or illegal environment.

Incentives and public funding (political) Ideal for the implementation of innovative approaches is the establishment of so called win-win situations among the two main actors of urban goods transport: the cities and transport operators. Improvements in urban goods transport are often result of a co-operation between public and private actors developing agreements of mutual interest. The identification of further win-win solutions is a driving force, e.g. to come to agreements which provide incentives to transport operators. In this respect, also public funding is a decisive driving force for innovations in urban goods transport.

Product innovations (economic) The truck manufacturing industry has a particular position on the private side. Due to the tough competition in this sector this industry is forced to develop innovative products. Beneficial in this respect is that truck manufacturers do not only focus on the development of vans and trucks but also foster the development of fleet-based applications, telematics solutions, as well as sustainability goals of cities.

Research transferability (institutional) A further driving force for innovations in urban goods transport is the research community, fostering innovative approaches by developing new technologies and showing their transferability through feasibility studies and demonstration project results. Many important innovations in logistics have been initiated or supported by the research community: hub- and spoke system, supply chain management, city logistics etc.


Strong cost competition in the transport sector (economic) A lot of concepts on sustainable urban delivery are based on the deployment of alternative vehicles or additional infrastructure (e.g. urban distribution centre) causing extra costs for the transport operators. Due to the competition in the transport market, concepts causing additional costs for transport operators are hard to implement as these costs cannot be passed on to customers.

Urban versus national view (network and infrastructure)



The European dimension of actors operating in urban freight transport has to be considered when implementing measures. With the enhanced integration of the European market and the centralisation of distribution processes, vehicles entering the cities are operating on a national or even international level. This issue was considered as one main barrier to set up efficient city logistics approaches in Germany, as e.g. large retailers did not commit to the approach.

Lacking data to assess the effects and impact of urban freight related problems (political) Although goods transport is significantly influencing the urban traffic situation, clear for the European metropolitan areas are either not available, or rather weak. Only in France an extensive survey to develop a common data collection methodology has been carried out, while the majority of the European countries show only minor activities in this field. Furthermore, the data sources generated on local city level across Europe can hardly be compared with each other due to the different methodologies and approaches used.

Lack of dedicated staff at municipalities for city logistics (Institutional) According to a city inquiry carried out within the BESTUFS project in 2001 about 20% of the cities have no staff at all addressing urban freight transport issues. More than half of the cities have less than 50% equivalent fulltime staff (max half of one employee’s working time), and less than a quarter of the cities have one or more employees working on freight issues (more than 100% equivalent fulltime staff). These percentages are not representative and have to be considered critically. Nevertheless, there is a clear indication that freight transport oriented staff in cities is lacking which is a main barrier for the setting up of urban goods transport related approaches.

2.2.1 Concept 1: Space management for urban delivery Space management for urban delivery is an innovative concept that deals with the efficient usage of infrastructure in urban areas taking into account the specific needs of urban goods delivery. The management of infrastructure usage in terms of time and space is a fundamental issue for city transport planners. As a result of these planning activities, various measures for regulating the use of urban infrastructure by freight transport have been developed. Some cities already provide loading zones or bays for commercial traffic in order to improve the working conditions for transport operators in cities and to avoid negative effects due to delivery operations (e.g. second lane parking). Over the last few years also new experimental schemes have appeared. Information and communication technologies, together with mechanical access gates or variable message signs, become less expensive and offer a variety of complex new access schemes tailored to individual infrastructures of delivery areas. Besides the provision of infrastructure, some cities also provide value added services of loading zones to carry out the deliveries (e.g. the possibility for short-term storage or support in transhipment). Overall, to improve the delivery situation, space management for urban delivery is of high priority to European cities as in most cities urban space cannot be further increased for private transport purposes. The concept of space management for urban delivery addresses the following aspects:

• Providing dedicated road space for loading and unloading processes;

• The possibility to provide value added services on the delivery processes;

• The possibility to assign the same space to other user groups over the day time (to be used by residents for parking, clear way or dedicated to loading and unloading);

• To support a correct usage, e.g. by the installation of fixed signs or variable message signs (VMS).



The selected examples dealing with these issues are the Barcelona multi-use lane and the Bordeaux Livraison de Marchandise.

Justification of selection During the working group meeting the experts selected the area of “Management and space for delivery locations” to be further examined in NICHES. High priority was given to this concept as in most cities urban space cannot be further increased for private transport purposes. A further problem to cope with in urban transport planning is the lack of discipline of operators and actors regarding measures set by the municipalities. Practically, cities act as regulator limiting the individual freedom when there is a lack of capacity in infrastructure. A possible solution to deal with this issue is to provide specific measures with high acceptance among the users. This was for example achieved in Barcelona, with the introduction of multi-use lanes providing priority usage for different user groups at different day times (parking during night, delivery in the morning). Another example is the urban distribution platform in Bordeaux. Both examples are addressing:

• A central issue for urban goods transport in order to improve the working conditions and the commercial performance of the transport operators while receiving a high acceptance among the users;

• Relatively isolated but innovative solutions that cannot rely on sufficient promotion;

• A large potential for transferability as the results are sufficiently evaluated and documented.

Despite of the initial concept specification “Management of space and time for delivery locations” the working group leader decided finally to give preference to the topic of “Space management for urban delivery” as the consideration of both, the space and time aspect, was regarded as being too complex. Thus, the concept to be further specified will focus on the space aspect of urban delivery.

Context

Different access schemes across Europe (political) In the past various access schemes were implemented in different cities, all following different objectives and layouts. Currently applied regulations can be grouped as follows:

• Regulations related to the type of transport means, especially vehicle emissions, weight and size;

• Regulations related to the access time to determined areas;

• Regulations related to preferred truck routes;

• Regulations related to loading and unloading zones;

• Regulations based on licences.

A forthcoming regulation addresses access slots, and this also leads to the issues of access control and enforcement support.

Conflicting use of urban space (urban structure) The management of space for urban delivery is a main issue providing various conflict points among transport operators and other road infrastructure users, e.g. in relation to second row parking or parking on pedestrian lanes. Main reason for such conflict points is that no dedicated loading or unloading facilities are provided to freight transport operators. Cities try



to limit these conflicts by reducing the time windows when trucks are allowed to enter the cities.

Atomisation of consignment (economic) Lower weights but higher value of the specific consignment, higher goods specific requirements (fragile, temperature sensible etc.) and the increasing number of drops per tour are aspects favouring the atomisation of consignments within the delivery process and the transport by smaller vehicles (vans), thus, demanding for more road space in the city.

Restrictions versus collaboration (institutional) Within many cities (London, Berlin, Bordeaux etc.) a collaboration process among private and public operators was initiated in order to improve the transport situation. From the city side, mainly restrictions are applied to influence goods transport in the area. Therefore, the collaborative approach can be regarded as a paradigmatical change on how urban freight transport related problems are managed. Main measures resulting from these initiatives address an improved transport flow on the one side and improved working conditions for the transport operators on the other side.

New possibilities through IT (technological) There are various supporting technologies for ICT that can be linked to traffic management systems and/or to freight transport management systems providing new possibilities for managing and monitoring urban goods transport and the usage of road space in the city: e.g. vehicle telematics (on board units), GPS, smart cards or variable messaging signs. The demand for such systems is growing day by day. These systems are used to improve e.g. route and trip planning or services provided to customers (e.g. reliable estimated time of arrival). Mostly initiated and operated from the public side are traffic management systems to improve the traffic situation within the cities, e.g. by traffic regulations or access control. Privately operated freight transport management systems are mainly applied to optimise logistics and distribution processes, hence contributing to a cost optimisation of the supply chain.


Links to other concepts in WG2 Innovative approaches in city logistics: • Links exist to concept 2 Inner city night delivery as night delivery can be

regarded as shift of transport processes normally carried out during day time into the night time.

• A link is also given to concept 3 Home delivery using locker boxes as locker boxes are usually installed at highly frequented places (often in the inner city area) asking for a dedicated delivery infrastructure.

Links to WG1 New seamless mobility services: • Urban lift-sharing services could potentially profit from the dedication of multi-

use lanes in urban areas as HOV lanes in times when they are not reserved for the loading or unloading of freight.

Links to WG3 New non-polluting and energy efficient vehicles: All urban deliveries can be carried out by alternatively propelled vehicles. There are several examples from cities where access to particular city areas is only allowed by low emission vehicles, e.g. Nuremberg or Stockholm. Therefore, there is a link to all WG 3 concepts, but especially to:

• Policy strategy to deploy private sector AFVs;

• Joint procurement of AFVs.



Links to WG4 Innovative demand management strategies: • Space management for urban delivery can be supported via a Transport

Management Association (TMA).

• A link to concept 2 Local taxes or charges, ring fenced for transport is given as there will be costs to enforce the correct usage of delivery spaces. Usually this is done by the municipal police or dedicated personnel. It can also occur that automated enforcement devices are employed. To cover these costs charges and taxes might be used.

• To the concept City wide campaigns using marketing and branding the link is looser. However, there are examples, e.g. from city logistics projects in Germany, where a branding of the trucks operating for the approach was included.

Example 1: Multi-use lane in Barcelona (Spain)

Basic facts In order to develop measures against the uncontrolled growth of private vehicles operating in the City of Barcelona – making goods deliveries more and more difficult – the municipality initiated a project analysing the effects of urban commercial transport on the traffic situation. The results of this survey showed:

• That about 25,000 vehicles realise approx. 100,000 loading/unloading operations each day in Barcelona;

• 4,000 kerbside spaces are required to accommodate the needs of goods delivery vehicles;

• Different measures need to be applied according to different typologies (area, street - in hierarchical design);

• Urban development planning norms should be modified;

• Pilot regulatory measures require efficient, automated enforcement;

• Telematics techniques should be employed to optimise operations.

Due to the survey results several different measures were implemented within the city centre of Barcelona such as:

• Surveillance of loading time with parking (loading) disks;

• Multi-use lanes;

• A zone access control scheme for the inner city area;

• Night delivery.

One of these measures is the installation of so called multi-use lanes. Within Barcelona three lanes are used as multi-use lanes installed with VMS technology (variable message signs) which clarifies who is allowed to use the street (residents, clear-way, deliveries) according to the time of the day. These streets are the Balmes Street, Muntander Street and Travesera de Gracia Street. It is planned to extend the implementation of this approach to similar primary network streets in Barcelona.

Users and stakeholders The carriers doing the deliveries to the local stores as well as the retailers are involved. The municipality planned and installed the system



Technical description Several multi-lane roads in the Barcelona inner city area are equipped with variable message signs (VMS). During the day time one lane of the street is reserved for activities of different user groups (parking, loading unloading, traffic flow). The variable message signs show the actual access rights per user group to use the lane. Technically, the approach is realised in such a way that a first VMS shows whether the lane can be used for floating traffic or whether it is dedicated to parking and loading activities. In case the lane is dedicated to parking and loading activities, a second VMS shows the actual allowance for a particular user group.

Implementation set up The implementation of the multi-use lane showed that good results and progress could only be reached thanks to the strong political will to continue and improve the urban transport situation. The transport operators are allowed to use the lane for loading and unloading for maximum 30 minutes. This time limit was taken from surveys, and turned out to be sufficient for all. Enforcement is made by using wrecking services if vehicles park longer than allowed. The implementation of all equipment for the multi-use lane is quite expensive adding up to approx. 0.5 M. Euro per route.

Future prospect There is a large and expensive effort needed from the police to enforce the new measures. For this reason automated enforcement is an important task for the future. Only step by step further lanes (applicable only for primary routes of the grid road system) or zones can be equipped. The multi-use lane as such is, however, a successful measure to regulate urban transport flows. This measure is accepted by the users and can also raise the innovative image of the city.

Example 2: Bordeaux Espace de Livraison de Proximité (France)

Basic facts The urban distribution platform in Bordeaux is part of a new strategy in France to promote urban logistic spaces aiming:

• For a decrease of environmental damages caused by freight transport;

• To provide tools coping with the growing demand on urban freight logistics services.

The approach “Espace de Livraison de Proximité” comprises the installation of an urban transhipment platform on which dedicated personnel provides assistance for the dispatching of consignments for the last mile (inner city). From incoming trucks, goods will be unloaded onto carts, bicycles, and boxes for the final distribution leg. For carrying out the final leg different transport modes (electric vehicles, tram, bicycles) will be used. Moreover, the approach foresees to provide additional services (home delivery, short time storage, pick up of consignments etc.).

Users and stakeholders The approach was initiated by the chamber of Commerce, the Municipality of Bordeaux and about 15 transport operators (Liotard, TR Express, Joyau, CSE, UPS, Pains D´Alfredo, Ducros, Danzas, TFE, La Poste, 33 Express, Properté de Bx, Chronopost, Jet Service, TCS) at the occasion of a long-term construction site in the city centre of Bordeaux.

Implementation The incoming trucks unload at dedicated loading zones. For this reason a specific site close to the Bordeaux city centre (Centre Commercial des Grandes Hommes) is dedicated to



goods transhipment. An employee provides support to the transport operators at the site, which provides sufficient space for the manoeuvring of the trucks. The incoming consignments will be regrouped and put on vehicles for the final distribution leg. A storage area is linked to the transhipment point for short term storage. The municipality is providing funds for the operation of the platform.

Future prospect The approach received positive feed back from the transport operators as well as the retailers and shop keepers since the start of the trial in 2003. The platform is still running with no plans to stop it.

Similar examples Similar examples exist in La Rochelle and Monaco. In both cities an urban distribution centre is installed providing similar services. The urban distribution centres are operated by the city and regroup and dispatch the incoming consignment in order to do the final distribution leg by electric vehicles. In Berlin, a comprehensive goods transport strategy was developed of which loading zones are an important part. Within several city districts loading zones are now installed. However, to assign the loading space exclusively to commercial transport remains still a problem as German law does not provide specific instruments to this issue. In Berlin a specific sign for loading zones was developed and installed at specific streets allowing to reserve space for commercial transport as well as enforcement measures. A more detailed description on the Berlin Ladezonen approach is given in the fact sheets.

2.2.2 Concept 2: Inner city night delivery Inner-city night delivery is the delivery to retailers and shops in the inner city area during the night hours when the city usually is quiet and inactive. Typical times are between 10:00 p.m. and 6:00 a.m. In several cities such as Barcelona or Dublin, successful experiences with trials on night delivery are made replacing a (higher) number of vehicles operating during day time by a (fewer) number of vehicles operating during night time. In Madrid, a number of vehicles from the disposal fleet have low noise equipment and CNG propulsion operating during the night. In general, the working group agreed that night delivery in inner city areas is a suitable approach for particular groups and has a large potential. The concept inner-city night delivery address the following aspects:

• The delivery during night time with special equipped vehicles (low noise equipment, CNG etc);

• Allowance for larger trucks to enter the city centre (prohibited during day time).

The selected examples are the night delivery schemes in Barcelona and Dublin.

Justification Although night delivery can be an instrument for the management of space and time of delivery locations this concept also involves several other issues (in particular noise and overall transport organisation) and was therefore regarded as separate item. The approach was particularly chosen because the transferability of best practices on night delivery has been limited so far: in Toulouse a night delivery scheme was introduced successfully while the same approach failed in the City of Portier. Night delivery in Barcelona received a high level of agreement among the partners. In Dublin night delivery proved to be a suitable



approach to relieve the inner city area from goods transport. The concept of night delivery has been chosen as it is:

• A promising approach that is complementary to other measures improving the traffic situation in cities;

• An approach that technically can be easily transferred to other cities, however, its experiences and acceptance might not be the same;

• Presently not very well promoted.

Context

General background Night delivery leads to a reduction of the number of vehicles operating in the city. City road infrastructure is a bottleneck at peak hours or even during the whole day time. The bottleneck problem of urban infrastructure can hardly or not be solved by expanding it to the needs of the transport demand. One approach to bypass such bottlenecks is to shift transport processes from daily operations to night time. However, transport operations cannot simply be shifted into the night time. Night delivery requires specific prerequisites that are:

• A night (24) hour economy;

• A supply chain considering the delivery at night;

• A balance between economic, environmental and social objectives;

• Co-ordination with other measures aimed at achieving sustainable mobility;

• The development of silent handling equipment and vehicles.

Night delivery as competitive factor (economic) In general, operators assess that there are significant commercial benefits from night delivery – summing up to 20% savings in transport costs. However, these savings cannot be generalised as all distribution processes are bound to specific supply chain approaches. Some supply chains specifically require a night delivery, e.g. fuel distribution, while other supply chains presently do not ask for the possibility of night delivery, e.g. general cargo or parcel distribution. In the past, transport activities during the night hours were mainly related to main haul processes within the transport chain – carrying out the depot to depot transfer. Nowadays, night time becomes also beneficial for some distribution processes and there are many sectors for which night delivery is an option. A current barrier is that in most cities the commercial business (retail, shop keepers, most industry sectors) are not prepared for a 24 hour economy. Thus, to deliver in cities over 24 hours needs a 24 hour economy with the willingness of consignees to accept deliveries 24 hours a day. Solutions for this problem are locker boxes or smart keys to enable unattended deliveries.

Reducing noise by CNG propulsion (technical) Vehicle propulsion technology can be of high importance for the set up of night delivery schemes. In Dublin and Madrid, tests with alternatively propelled trucks (LPG) were carried out. Madrid now ordered 300 CNG propelled trucks for waste disposal to be carried out during night time. The employed CNG technology already respect the air and noise emissions thresholds of Euro V (to be introduced in 2009). NICHES will provide details on the Madrid night delivery scheme in the following work steps.

Increased awareness of environmental and noise issues (environmental)



Making urban distribution processes more flexible, e.g. by the lifting of access restrictions and bans in urban distribution may provide significant benefits for the urban traffic situation but also for the transport sector. However, it can be observed that cities hesitate to promote night delivery. Concerns regarding the actual impact of noise during night delivery processes but also uncertainties regarding the impact of night deliveries on the urban traffic situation are predominant. For instance, the parking and night delivery regulation introduced in 1999 in Paris aimed in particular at encouraging night deliveries. However, the shift of significant delivery processes into night hours did not take place while complaints on noise intrusions increased. Cities in this respect lack the knowledge about comparable experiences from other cities but also the insight into supply chain processes of night delivery. The setting of reliable and acceptable standards on noise intrusion is a major prerequisite for carrying out night delivery. The standards and experiences gained in the UK (FTA quality partnerships) and the Netherlands (PEAK) are good examples in this respect.


Links to other concepts in WG2 Innovative approaches in city logistics: • Links can be seen to concept 1 Space management for urban delivery as

night delivery can be regarded as a shift of transport processes normally carried out during day time into the night time.

• A less strong link exists with concept 3 Home delivery using locker boxes. It might be possible that the delivery of locker boxes can take place during night hours, e.g. if consignees want to pick up their consignments on their way to work, the delivery has to be made early in the morning.

Links to WG3 New non-polluting and energy-efficient vehicles: All night deliveries can be carried out by alternative propelled vehicles. Especially, alternative propulsion technology leading to a reduced noise level is of particular relevance for this concept. Therefore, there is a link to all WP 3 concepts, but especially to:

• Policy strategy to deploy private sector AFVs;

• Joint procurement of AFVs.

Links to WG4 Innovative demand management strategies: • Links to WG 4 can be observed as night deliveries could be exempted from

taxes or charges as they are carried out during the night and do not contribute to congestion problems. Hence, a link to the concept Local taxes or charges ring fenced for transport is given.

• Night delivery trucks can be part of a local marketing and branding activity in order to increase the acceptance of the approach (concept 3 City-wide campaigns using marketing and branding).

Example 1: Barcelona night delivery trials (Spain)

Basic facts Within Barcelona, two night delivery trials were carried out concentrating the delivery processes between 23:00 and 24:00 in the night and between 5:00 and 6:00 in the morning. 40 t trucks were delivering to grocery stores directly during the night instead of going to a regional distribution centre. The equipment used was noise adapted,both for the truck as well as the loading and unloading utilities (fork lift, lifting ramp etc.). Furthermore, the whole staff was asked not to speak loud and to turn off the radio and other noise making devices. As a



result the trial was successful in terms of noise intrusion and from the commercial point of view. Noise measurements done by the police stated that the noise level for the loading and unloading was in line with regulations. Furthermore, about 7 trucks (vans) could be replaced during day time allowing 2 large trucks to enter the city during the night time.

Users and stakeholders The approach was a collaboration between the Barcelona Municipality Road and Traffic Department SVP, and Mercadona, a chain of supermarkets, and member of AECOC, the Spanish suppliers and retailers association.

Implementation set up On two streets trials were carried out on night delivery using noise reduced vehicles and loading equipment. The trucks were equipped with a carpeted floor, the lifting system works with a low-noise pneumatic technology and the carriers to transport goods have low-noise rubber wheels. The noise level of the trials was monitored by the local police in line with the noise regulations, differing very little from ambient conditions (increase of 0,3 dBA). The trial took place during the closing hour of the shops, however, beside the driver also staff from the retailer was present to accept the delivery.

Future prospect The Municipality’s Mobility Commission has now extended the collaboration with Mercadona, the operator, to three other supermarket locations with view to reduce daytime congestion and the associated costs of lost time, higher noise and polluting emissions, and wasted fuel.

Example 2: Dublin night delivery trials (Ireland)

Basic facts A detailed analysis of the delivery processes and vehicle structure in the inner city area of Dublin was made. The survey aimed to identify a logistics regime and configuration that justifies the use of urban delivery centres and eco-friendly vehicles offering a more sustainable solution for managing freight deliveries in the historic Dublin city centre.

The survey resulted in the development and demonstration of different scenarios to relieve the Dublin inner city area from goods transport. The scenarios considered were:

• Scenario 1: External consolidation at an Urban Distribution Centre;

• Scenario 2: Platforms for “Last Mile” deliveries;

• Scenario 3: City Centre Access Control;

• Scenario 4: Eco-Friendly Vehicles and Ancillaries.

Within scenario 4, a night delivery scheme for inner-city delivery was developed, being one of several measures to be demonstrated in Dublin.

Users and stakeholders The programme involves Dublin City Council, the Dublin City Centre Business Association, major distributors and retail chains, and property developers.

Technical description Scenario 4 was driven by the need to minimise noise for night deliveries. Alternative fuel options were examined,concluding that:

• Electric vehicle and hybrid electric vehicles could not be recommended on grounds of practicality and cost;



• Experiences with CNG trials by Dublin Bus were disappointing;

• Bio diesel does not give lower noise or emissions on the street;

• Low noise diesel propelled vehicles and ancillaries are the most realistic options;

• LPG propelled trucks are regarded as realistic clean fuel option for day time.

Implementation set-up Within the follow up demonstration “silent” HGV and low noise ancillaries were employed considering the results from the Dutch Piek programme on reducing noise levels in the evening and the night, of supply traffic and loading and unloading activities in residential areas. The aim was to achieve a target level of 65 dB(A). The extra costs related to the modified equipment including roll cages, electric refrigeration, silent tail gate etc. could not exceed Euro 8000. The demonstration was successful in the way that modified low-noise diesel vehicles and ancillaries were identified as a realistic option for night deliveries.

Future prospect Following the survey and demonstration a follow-up programme was initiated with the aim to bring low noise, low cost products and systems to the market that can facilitate more sustainable night distribution and that will comply with the acoustic norms to be set by Dublin City Council (by 2008) in accord with the EC directive on noise.

An important objective is to develop modified low noise ancillaries that can be fabricated by Irish based companies who should see this as an opportunity to respond to a changing marketplace.

Similar examples Similar examples exist in Madrid where a fleet of 300 disposal trucks were equipped with low noise vehicle and propulsion technology. At the time of writing, the information basis to include this example was not sufficient. However, as it is expected that the Madrid example will provide valuable input it will be further examined within the next working steps.

2.2.3 Concept 3: Home delivery using locker boxes Home delivery using locker boxes is an innovative approach for organising “last mile” processes efficiently. Compared to traditional doorstep deliveries (parcel or grocery), the concept considers alternative delivery locations, time windows for the delivery as well as alternative redelivery strategies, if the consignee is not at home.

Transport operators have a commercial interest to handle the “last mile” efficiently, mainly from the cost side. New approaches in home delivery (e.g. by postal services) provide additional services, e.g. delivery time windows or alternative redelivery strategies. Locker boxes are an alternative delivery location that can be either a delivery address or part of the redelivery strategy. If a consignee cannot be reached, the redelivery can be made to a locker box, given that the consignee is a registered customer. Supported by an efficient transport planning and fleet monitoring system, ensuring the time windows provided, significant savings in urban vehicle km driven can be achieved.

Home delivery services can be found in different forms across Europe. Most common approach is the delivery of parcels by postal services. Recently, new home delivery approaches have appeared due to e-commerce. Overall, these approaches can be characterised by two major streams:

• The cost stream: Improving the supply chain by reducing costs is a major strategy of all large parcel services. Approaches to reduce last mile costs



significantly are alternative delivery locations such as pick points or locker boxes installed at particular places.

• The service quality stream: Mainly e-commerce related home delivery approaches follow a service quality strategy assuming that customers are willing to pay more for a better quality, a better service or more convenience in receiving their goods. Examples of this strategy are deliveries providing time windows or locker box deliveries, installed at the doorstep.

The approach became a NICHES concept as these effects are presently achieved in some cities and need deserve exploitation on a wider scale. Home delivery using locker boxes includes the following aspects:

• Home delivery with time windows and alternative delivery locations;

• Unattended locker boxes installed at particular places for the delivery and pick up of parcels;

• The possibility to combine the approach with enhanced transport planning functions (dynamic trip planning or re-routing of driver during the distribution process);

• Enhanced communication linked with consignees on the delivery status.

The selected examples are an innovative route and trip planning system demonstrated within the VMTL project and the locker boxes approach from DHL.

Justification Public awareness of e-commerce approaches has significantly increased over the last years. Matured approaches such as Kiala, which first started in the BENELUX, has been extended to France and will soon be in Germany, seem to be more economically viable. Locker boxes, as installed in Germany by the Deutsche Post AG in major German cities also illustrate the permanent development of new approaches. Within the working group it was agreed that those new approaches as well as (unknown) emerging approaches will significantly change urban transport patterns and provide large potentials. So far, the impact of e-commerce is not sufficiently understood for the municipalities to develop appropriate measures. Moreover, e-commerce will not only change urban goods transport patterns but also private transport patterns. The concept was chosen as it:

• Represents a highly innovative approach being complementary to other approaches, that can contribute to a reduction of transport flows, especially in inner urban areas.

• Is likely that the approach will gain a wide public acceptance as it supports the service quality of deliveries and provides more convenience to the customer.

• Has large potential to be implemented across countries.

Context

General background information Already today, e-commerce is a considerable traffic source in urban areas. As the ordering procedures via Internet or tele-shopping portals are becoming more and more convenient, not only the number of single item deliveries increases but also the number of return loads. Clients expect delivery services to be tailored to their individual needs and transport operators are increasingly using available and forthcoming information and communication



technologies to enhance the customer service on the one side and to gain profit from optimisation potentials within transport planning and execution on the other side.

Individualisation and life style (social) The individualisation of society is reflected in people’s shopping behaviour. E-Commerce provides the possibility to do 24 hour shopping comparing prices and services from different providers as well as selecting a suitable delivery agreement. Shopping has lost its spatial dimension. Hence, delivery will be made either at the door step or to any other delivery point agreed upon. Furthermore, e-shopping and the pick up at locker boxes is regarded as an improvement in life style as it offers the users more convenient shopping possibilities as well time savings.

Market demand and operators (economic) Several business models have been developed for e-shopping, however, logistics turned out to be the crucial success factor. Several approaches were developed to carry out the last mile:

• Home delivery of grocery products;

• Pick-point solutions;

• Locker boxes.

However, most of the approaches on grocery home delivery as well as on the delivery of non standard packed goods failed. Installing pick-up points and locker boxes for packages in standard formats are promising approached. They are cost efficient, as consignments can be bundled and the effort of reaching the customer at the door step is reduced.

Home delivery with doorstep locker boxes (economic) The private reception locker is an unattended home delivery service model. The customer specific locker can be part of a bigger locker system, e.g. installed in the basement of a building or an individual locker box, e.g. installed at the doorstep of a house. Usually, these boxes are refrigerated or insulated in order to allow the delivery of groceries. Examples of such delivery approaches are the Streamline company (USA) or the retailer Peapod (UK). Although Streamline set up a remarkable delivery approach and infrastructure it had to close down business because the market growth was lower than expected. In the USA as well as in Europe, e-grocery shopping is still in its infancy. Major examples of successfully operated home delivery services are from the UK, with TESCO.com or Ocado in cooperation with the retailer Waitrose.

Public policy (political) From the municipal side there is a concern that e-commerce might lead to an uncontrolled shift of traffic from inner city areas to residential areas. So far, no particular research results are available that express a clear impact of e-commerce on the urban traffic situation. Therefore, most cities have no specific measures targeting e-commerce related transport. Given that pick points and locker boxes are promising approaches cities will be involved by finding and providing access and space to install locker boxes.


Links to other concepts in WG2 Innovative approaches in city logistics: • Links exist with concept 1 Space management for urban delivery as locker

boxes are usually installed at highly frequented places (often in the inner city area) making dedicated delivery infrastructure necessary.



• A link to concept 2 Inner city night delivery can be seen, as the delivery to locker boxes can take place during night hours, e.g. if consignees want to pick up their consignments on their way to work, so that the delivery has to be made early in the morning.

Links to WG1 New seamless mobility services: • Possibly a link to the concept Call-a-bus could be seen. Call-a-bus services

might also take home delivery consignments, given that a co-operation with an e-logistics provider will be established to do home deliveries.

Links to WG3 New non-polluting and energy efficient vehicles: Locker boxes are often located at sensitive areas in cities (metro stations, universities, inner city area etc.) to which no or only restricted access is given. For serving these boxes only low emission vehicles might have access. Therefore, there is link to all WP 3 concepts, but especially to:

• Policy strategy to deploy private sector AFVs

• Joint procurement of AFVs

Links to WG4 Innovative demand management strategies: • Information on home delivery possibilities can be provided via a Transport

Management Association (TMA). TMA offices might also act as pick-up point.

• Although home delivery as well as the management of locker boxes and pick-up points is an approach of company branding, there might be the possibility to form a local brand with home delivery and locker box services.

Example 1: INVENT/VMTL (Germany)

Basic facts The goal of the project Traffic Management in Transport and Logistics (VMTL) is to investigate how existing and emerging information and communication technologies can be used to manage the flow of transported goods more efficiently and thus to reduce traffic demand. Core of the VMTL demonstration is the integration of a dynamic trip planning application considering traffic information on the one side and individual customer information related to the delivery process such as time windows or alternative delivery locations on the other side. The project aims especially at investigating how existing and emerging information and communication technologies can be used to manage the flow of transported goods more efficiently and thus to reduce traffic demand.

Overall, the project distinguishes two planning horizons. The first scenario – Scenario 2005 – takes existing technologies into account that could be available within a short time for a product solution. The second scenario – Scenario 2010 – pursues more visionary ideas and incorporates technical options that are expected to be available within a few years.

Users and stakeholders The partners involved are a transport software developing company (PTV), an IT integrator (IBM), a telecommunication technology provider (Ericson), a car manufacturer (Daimler Chrysler), and Hermes Versand Service as the demonstration partner.

Technical description Within traditional static delivery route planning three key factors (customer, vehicle, and roadway network) are taken into account. The vehicles execute their delivery route plan without the slightest feedback, and the only available attributes of the traffic network are



heuristics based on experience and historical data. Any attempt to make this process dynamic, constitutes an intervention in the optimisation of this fixed logistic procedure. VMTL surveyed the following improvements in trip planning:

• Transport planning with alternative delivery locations

• Transport planning with dynamic networks

• Fleet monitoring and traffic information

Implementation set up The scenario of alternative delivery locations was based on using fuel stations as alternative delivery and pick-up points on which real data from a B2C operator were used. The new planning module showed that a reduction in km driven of about 12% could be achieved compared to a doorstep delivery. Overall, a saving in driving time of about 5% could be observed. As the delivery to a delivery point is more convenient for the customer, also an improved service quality could be realised. Although the scenario was using delivery data from a transport operator, the overall impact depends on the layout of the alternative delivery locations.

Within a further survey, the impact of using dynamic networks for trip planning was analysed. The scenario showed that this allows a more accurate planning of delivery tours and hence of the use of resources. However, the quality of traffic information is of high relevance for the process.

Supporting the driver on the trip by improved trip planning applications including traffic information constituted the third part of the survey. This approach provides the advantage that the tour can be monitored by the depot and allows on-time reactions when orders should be integrated into a running tour, delays occur or the traffic situation changes. More accurate delivery times can be given to the customers. The demonstration showed that standard maps are usually sufficient. In practice, maps presently do not provide information on parking possibilities for goods transport. Furthermore, for doing the delivery there can be a difference between the delivery address indicated on the transport order and the actual delivery location (e.g. ramp at the back door, access from a different street). However, large potential to improve the driver operations in cities lies in the improvement of the data bases for these issues.

Future prospect VMTL developed several IT approaches that will be taken up by the product development of the project partners. It is expected that the approaches will further mature and be marketable in a few years.

Example 2: DHL PackStation (Germany)

Basic facts About 1 in 15 cases of home delivery fails in the first attempt because the consignee is not at home. The DHL PackStation was designed to address this issue. Further developments influencing the introduction of this concept are that:

• The number of single households continuously increases;

• Traditional delivery hours in the morning increasingly do not match with the time planning of the consignees;

• For the transport operator the number of attempts to reach the consignee increases;

• There is an ongoing trend to pick up deliveries at alternative locations.



The PackStation is an unattended delivery location at particular sites (companies, local authorities, universities, other strategic locations) for shipment in the B2C segment. So far PackStations are installed at 15 locations in Germany.

The processes related to a delivery using the PackStation are the following:

1. Registration: The customer needs to register once to become a user of the PackStation. He will receive a PIN and a smart card for login to the PackStation;

2. Order a parcel: Common practice is to order parcels from e-commerce retailers;

3. Delivery of parcel and message to consignee: DHL delivers the parcel to the PackStation. Once the delivery is made the consignee receives a message;

4. Go to PackStation: The consignee can pick up his parcel according to his own schedule;

5. Login with PIN and smart card: The consignee has to login with his PIN and smart card to receive his parcel;

6. Collect the parcel.

Users and stakeholders The PackStation is operated by DHL. Partnerships are established with B2C retailers such as Quelle, QVC, Amazon, Tchibo etc.

Implementation set up The PackStation offers the possibility to have access to the ordered parcel on 7 days over 24 hours for a broad range of products (parcels, spare parts for service technicians, online payments with credit cards, return shipment). Within first studies carried out to survey the behaviour and acceptance of the PackStation customers it turned out that most of the users want to pick up their shipment on their way to/from work. Concerning the preferred mode, most users prefer the home delivery approaches while also the awareness and willingness to use locker boxes is given. However, the actual usage (also caused by the limited number of PackStations) is low.

Future prospect In general, customers are satisfied with the Packstation service provided by DHL. Local authorities have been involved in the first stage to deal with the permission and the choosing of sites. It takes about 6 months between the site selection and the first use of a Packstation. Customers do not need to pay extra money for the service and Packstation is fully financed by DHL through the savings in logistics. Plans are to increase the number of Packstations up to 400 locations.

Similar examples A similar example to the DHL PackStation is the Kiala approach. Kiala provides home delivery services for different far distance retailers or E-commerce shops. Transport from the retailers distribution centre to a pick point (usually gas stations or kiosks) as well as home deliveries are organised. Two main networks are operated: a consumer oriented network and a professional network for time critical deliveries. The customer can select a preferred Kiala store for picking up his delivery. Once the delivery is made he will be informed via SMS or Call Centre.



2.3 WG3 - New non-polluting and energy-efficient vehicles Alternative fuels and alternatively fuelled vehicles (AFV) can decrease emissions radically and in many cases also decrease the noise. This technology is mature enough to be used on a wide scale already today. The main obstacle for a wider use of AFVs, is that they require rather big changes, regarding fuel production, fuel distribution, vehicles available and maintenance chains. As this change of paradigm will cost money and as there is uncertainty of which path to follow, the development does not occur by itself and there is a need for strong and designated leadership. It is possible to lower the cost through gathering a sufficiently large amount of users. It is also essential to gather a certain amount of vehicle providers, fuel providers and drivers to reach a momentum that is big enough to set off the development. Public authorities are key stakeholders in this development, as they can offer incentives and disincentives that accelerate the take-up of alternative vehicles and as they can act with a long-term perspective. Cities have a special task, being responsible for the air quality in their area, and can deploy powerful tools such as parking measures and access restrictions. NICHES will promote 3 concepts that can make this task easier.


WG 3 New non-polluting and energy efficient vehicles Concepts Examples

Clean vehicles in Stockholm (Sweden) Bremer Offensive - Das Erdgasfahrzeug (Germany)


PowerShift grant scheme (United Kingdom)

Svensk Biogas AB, Linköping (Sweden) Lille Metropole (France)

Biogas in captive fleets

Gothenburg Green gas (Sweden)

Joint procurement of Renault Clio (Sweden)

Zeus international procurement of Electric vehicles (Greece, Denmark, UK, Italy, Sweden)

Joint Procurement of AFVs

Swedish Ford Focus FFV procurement (Sweden)

Discussion about Future Vehicle Concepts as alternative concept Also future vehicle (including space-efficient) concepts were considered a possible concept and were briefly discussed at the first working group meeting. However it was decided to omit this group of concepts. Future vehicle concepts may have a potentially big impact on transport safety and possibly also on environment on the longer term, depending on whether the technical problems can be solved and there will be public acceptance of the systems. The common approach for these concepts are automated vehicles. These may give savings in personnel costs, but staff may still be needed onboard the vehicle to guarantee safety. Some concepts include individual vehicles that are automated on certain routes, but flexible to use as a normal car at other places. Such vehicles could combine the personal safety of a private car with the traffic security of an automated system, yet allow vehicles to drive closer to each other than is possible with individual cars. Thus it will provide some of the space efficiency that public transport offers. Automated vehicles for public transport are in use at several places, e.g. Metro in Paris, Lyon, Lille and trams in Eindhoven, Netherlands. These concepts require the same large investments as other public transport. Form that also include the flexibility of cars are not very far developed and the pilot projects have just started. They do not yet qualify as NICHES concepts, i.e.proven efficient and mature to disseminate.



The decision to leave these types of vehicles out of the NICHES analysis, lead to the change of the title of WG 3, from “New non-polluting, energy efficient and space efficient vehicles” to “New non-polluting and energy efficient vehicles”

The context for WG 3 New non-polluting and energy-efficient vehicles Though big efforts are made to shift as much passenger transport as possible from cars, a quick shift away from the car does not seem possible without severe disturbances in economic and social welfare as modern society is dependent on the flexibility and individual freedom that non-track vehicles offer. Even if it is possible to shift a big part of the passenger transport to other modes, there will always be a need for buses, taxis, delivery services etc. Besides congestion and traffic accidents, some of the main disadvantages of cars are noise and emissions that cause health problems and contribute strongly to climate change. The dependency on oil and the competition for oil, hamper the economic development and may cause international instability. Hence alternative fuels and vehicles have a big role to play. Public authorities are key stakeholders in this development, as they can offer incentives and disincentives that accelerate the take-up of alternative vehicles and as they can act with a long-term perspective. Cities have a special task as they are responsible for the air quality in their area, and can deploy powerful tools such as parking measures and access restrictions. NICHES will show 3 concepts that can make this task easier.

Macro Trends

More use of cars, trucks and buses (social + urban structures + economic) In most EU-countries the number of cars is increasing. The car stands for flexibility, freedom and is also regarded as a sign of wealth and status. More and more people can afford to own a car, and many families have two. Daily life is also becoming more complex with two persons working at different places, children going to different schools, hobbies far away from home and outlet stores in the outskirts offering cheap shopping. All this, calls for more cars. Goods transport is increasingly moving from train to lorries, for the benefits of just-in-time delivery and economics. Many cities increase in population. Although some cities invest in new trams and metros, the main part of the increase in public transport relies on buses, as this is a fast and cheap way. Also long-distance travels are increasingly made by bus.

Increasing emissions and energy demand (environmental) The increased road transport also increases emissions and energy use. Though vehicle engines are becoming more energy-efficient and less pollutant, they are still much worse than track-bound modes or non-motorised vehicles. The transport sector is responsible for about 70 % of the health hazardous emissions, which are estimated to shorten the citizens’ average life span as much as traffic accidents do and the sector is responsible for about one third of the CO2-emissions, the main green house gas.

Raising oil price (economic) The oil price has doubled in a few years and expert estimations are that it will continue to rise. At the same time, South East Asia and China are also developing car societies, which will lead to a further increase in demand and may cause political instability in oil producing countries.



Increasing awareness (political) Counteracting the increasing use of non-track vehicles, is a slowly increasing awareness of environmental and health aspects of the number of cars and trucks. Most people are however only concerned about the inconvenience other cars cause in the form of congestion.

Driving Forces

Public and political awareness (political) The main driving forces for introducing alternative vehicles are the rising public and political awareness of the environmental and health problems that are caused by diesel and petrol vehicles. This is also recognised at international level, where the EU Air quality Directive (96/62/EC, modified by 99/30/EC) states maximum levels of health hazardous emissions as NOX and particulate matter in cities, and the Kyoto protocol forces countries to reduce the emissions of Greenhouse gases, mainly CO2.

Cities and regions (political) Cities and regions are facing the problem of health hazardous emissions and they have the legal possibility and competences to improve the situation. At the same time, cities and regions have more or less decisive power on the public transport fleet, and they have the possibility to introduce and enforce incentives like parking discounts and clean zones. In many cases, these public bodies also have an influence on the fuelling infrastructure and – in the case of biogas – also on the fuel production. Hence cities and regions are a main driving force.

National governments and the EU (political) In a few cases, the main driver is the national government, initiating incentive schemes or considering mandatory legislation. For example, the French public fleet needs to consist of at least 25 % of AFV. However, as no vehicles are available, this legislation is not followed. The European Commission is considering a similar piece of legislation. The strongest driving force is achieved when the national and local levels complement each other and interact also with the industry. The European Commission has supported big demonstration projects, which has further impact.

Promotion of alternatively fuelled vehicles by Non-Governmental Organisations (political) There is a European NGO for each of the different alternative fuels. These organisations work through information and lobbying for incentives towards the politicians.

Increasing oil prices (economic, environmental) The increasing oil prices and an increased competition for oil that threatens to cause instability in the Middle East is also a driving force for countries like the United States, Japan and China. In Brazil, the low price of ethanol has been a strong driver, which has been reinforced by the government’s willingness to support ethanol production, based on the wish to reduce the dependency on imported oil and also to export ethanol.

Farmers lobbying for biofuels (economic) Biofuels as ethanol and biodiesel may also offer a possibility for rural societies to increase their competitiveness. Hence, some countries experience a lobbying for a more extensive use of these fuels. This has so far not been very successful in deploying alternative vehicles at the market. The main result is rather an increased use of low-ratio blending of biodiesel and ethanol-derivatives in conventional fuels.

Promotion of alternative vehicles by industry (economics)



The hybrid technology has been initiated by a long-term (more than 30 years) national support scheme for research from the Japanese government and a national support for market introduction. Today, the industry itself is the main driving force for introducing this technology, though some national and local authorities support this with different kinds of incentives. Most vehicle producers are now developing hybrid vehicles, or simply buy the pioneers’ concept. Some natural gas companies also promote the building-up of a fuelling infrastructure.


The “chicken and egg” dilemma (stakeholder involvement, political, institutional, organisational, economic) Technically, it is possible to substitute about 30 % of the fuel used for transport by alternative fuels within a few years and much more in a longer term. The main barrier for implementing alternatively fuelled vehicles is that a change in the whole chain is required. No one will buy an alternative vehicle if there is no fuel available and no one will set up a fuelling station or invest in fuel production if there is not a substantial amount of vehicles to use it. Once the vehicles have reached a certain market share, economies of scale will make them profitable and the development will be self-sustaining. Until then, someone has to take the lead and involve vehicle manufacturers, vehicle providers, fuel companies, fuel distributors and to some extent also the consumers and set up conditions that make these stakeholders trust each other. A main problem is to find who is going take this lead: public authorities, consumers or the industry. An alternative vehicle society may also result in other winners and losers compared to the oil society, which may make some key stakeholders hesitant to be drivers. These stakeholders also operate on totally different scales. While the individual fuel distributors have a local perspective and the fuel producers a regional or national perspective, the car industry operates almost entirely at European level: any new model must sell in most European countries to achieve a sufficient volume. There is also a common knowledge that whoever takes the first step is likely to experience a loss rather than a profit. Hence, everyone has been hesitating to take the lead.

Need for cooperation between cities and national governments (political, institutional) National governments have the possibility to use very strong incentives like tax discounts, but normally do not have large enough fleets to set off the development by themselves. Also when using other incentives like subsidies, it is difficult to start the development. Cities on the other hand, have a wide range of possible incentives, larger fleets, are big buyers of transport services and can sometimes influence the fuelling infrastructure. On the other hand they are often hesitating to become involved outside their own city fleet, as this is not their normal mandate.

Lack of long-term stability of incentives (political) The development of new vehicles and new fuels is a long and expensive process and the payback time is spread over many years. Therefore it is necessary that any incentive is stable over time. This has not been the case for most countries. Most national incentives are temporary trials and exemptions from present legislation that could be withdrawn almost over night. This is partly due to inappropriate EU-legislation, but also when this is not a barrier, there are few examples of long-term political commitment to effectively support the development.



Alternative vehicles and fuels are more expensive than conventional ones (economic) The development of a new car model requires a substantial amount of investment. Also, the introduction requires big investments in type-approvals, training of the salesmen, of the maintenance chain, new PR strategies etc. Compared to the petrol or diesel technology, the alternative vehicle technology is new and a lot of testing and new solutions are needed, which further increase the costs. Usually, alternative vehicles will not sell enough to cover these extra costs, unless consumers pay 1,000 – 6,000 € more than for conventional cars. Buses and trucks cost 15,000 – 30,000 € more than the diesel equivalents. Another consequence is that there are much fewer models available, and that only a few of the models that actually are produced are available in each country, which may further limit the amount of possible buyers. Except for Natural gas, alternative fuels are more expensive to produce in Europe than petrol and diesel, or require large investments (biogas). To relieve this, a few countries offers tax discounts or investment subsidies. On the other side, for governments a quick change from oil society constitutes a dilemma, as it would lead to considerable loss of income of petrol and diesel taxes.

Trade duties on Ethanol (political, economic) Ethanol can be produced from sugar cane at a cost that is less than petrol. To protect European production, EU has introduced quotas and is now discussing an increased duty rate.

Alternative infrastructure is more expensive than conventional (economic) Gaseous fuels require a totally new infrastructure that is more complicated and have stricter safety regulations than conventional fuels. Hence, fuelling infrastructure is more expensive (approximately 100,000 €/fuelling pump) than for liquid fuels. Also alternative liquid fuels require some extra investments, though not as big.

Lack of knowledge (awareness/ know-how, social, political) There is a considerable lack of awareness regarding alternative vehicles among consumers. Only in a few countries several alternatives are known, and alternative vehicles are not promoted by car dealers. As a result, the consumers cannot act as driving forces.

Competition with electricity production (economic) Substituting oil and coal with biogas in electricity or heat production is much easier and cheaper than processing it to a fuel that could be used in vehicles. Instead of using other biofuels for heating/electricity and biogas for transport, 50 % of the biogas produced in Europe is used for heat or electricity generation. Another 49 % is simply flared away.

Improved conventional vehicles (technical, political) Conventional vehicles are getting increasingly more energy-efficient; a strong driver is the raising oil prices. Due to legal enforcement, the vehicles are also improving regarding health hazardous emissions. This environmental improvement is often used as an argument not to invest in alternative vehicle development. The argumentation is that this improvement is enough until better alternative technologies as fuel cells or synthetic diesel are mature.

2.3.1 Concept 1: Policy strategy to deploy private sector AFVs Policy strategies to deploy private sector AFVs try to provide a long-term stability for the actors at the AFV market and try to involve new consumer groups. There is a clear vision of how a AFV society would look like, a clear analysis of the obstacles and a systematic approach to overcome these barriers, including the will to find unconventional solutions. The basis is often a strong political commitment.



A few different forms of policy strategies can be found in Europe and the USA. Depending on the type of vehicle, type of fuel and what the main target group is, the strategy will differ. Also the initiator of the strategy will be of influence, as different stakeholders have access to different forms of incentives. The approaches can be described according to the following categories:

• Type of vehicles:

Light duty vehicles as cars, transporters, vans and mini buses;

Heavy duty vehicles as buses, lorries, garbage trucks;

Small and large working machines, off-road vehicles;

Two-wheelers.

• Type of fuel:

Natural gas

Biogas

Ethanol

Biodiesel

• Stakeholders addressed:

Private fleet owners

Company cars

Leasing companies

Private citizens

Public fleet

• Main initiator:

Local government (City, region)

National government

National government + Local public-private partnership (only developed in USA)

The three selected examples, Clean vehicles in Stockholm, Bremer Offensive - Das Erdgasfahrzeug and PowerShift grant scheme, differ somewhat in these categories and embrace most of the sub-categories.

Justification of selection During the focus group session of the 1st Working group meeting, the experts selected “Incentives” as one area to be further examined in NICHES, and emphasised that though the industry is a key player, it will only promote the development of AFVs if there is a profit in doing so. On the other hand, public authorities can change the economic balance in favour of AFVs. The focus group also distinguished between incentive packages for AFV and for specific vehicles, e.g. off-road vehicles, airport vehicles, etc.

Based on a review of representative examples and an assessment using the set of criteria defined for NICHES (see chapter 4.1 in annex), the WG leader finally selected the concept Policy strategies to deploy private sector AFVs, which embraces what the focus group called Incentives packages for AFV. The reasons for this are:

• It is an efficient tool to receive a breakthrough for alternative vehicles and the environmental impact of a breakthrough for AFVs is extremely high;



• Local governments are key stakeholders, but often do not regard the development of AFVs as their task. Quite a few attempts to introduce AFVs are also made, but fail due to lack of a clear long-term strategy that goes beyond the mere transition of the city fleet. Hence the concept needs more promotion and dissemination;

• It has potential to be further spread in many countries;

• It still needs better understanding of success factors.

The concept of incentive packages for specific vehicles, is rather limited and the possible environmental impact is relatively low.

Context

Background information In order to make private companies choose alternatively fuelled vehicles one has to change the economic balance in favour of AFVs. This calls for different incentives and disincentives. Policy strategies to deploy private sector AFVs differ somewhat depending on which target group and kind of vehicles they are aiming at. Cars and transporters are made in bulk and there is a big amount of potential users, while e.g. city buses have a small, well defined target group but on the other hand require specific solutions for each user and hence have difficulties to reach economy of scale. Few strategies are aiming at private use of lorries vehicles. Also the types of alternative fuels have different features which call for different strategies. Gaseous fuels need expensive infrastructure and expensive vehicles, while natural gas is cheaper than petrol and diesel. Ethanol vehicles and infrastructure are relatively cheap but the fuel is economically not competitive with diesel.

The individual vehicle purchase (economic, environmental, social, technology, urban structure) Many aspects are considered when buying a vehicle. This factor is especially true for cars. The investment is important, though not always the driving factor. Often status is as important as any other factor. When considering buying an AFV, additional factors as reliability of a new technology, fuelling options, service, driving range, risk for low second hand value, trust in future incentives and wishes to be environmentally friendly must also be regarded. When making a policy strategy one must be aware of all these considerations and needs by the customer and find advantages big enough to offset the disadvantages.

Company vehicles (economic) Companies’ considerations do not differ much from individuals’, though some companies have an environmental policy and some companies deliver to public authorities that require certain vehicle standards.

Car manufacturers/Fuel providers (political, economic) As vehicle production and fuel supply are long-term investments, it is important that the incentives and policies implemented are stable over time.

Public policy (political, institutional, organisational) Cities are one of the key players in the development of alternative vehicles. Cities can together with national governments implement incentives that break the deadlock that prevents the development. National governments can use powerful incentives, like tax discounts and subsidies, but are not in charge of incentives in the city centres and normally have less influence on local fuel providers and vehicle dealers and private vehicle buyers.



Hence cities, together with national governments are key players. As the development normally takes a long time and requires investments and economic incentives, a long-term, politically supported strategy is necessary for cities to be successful.

Legislation (legal) Legislation is sometimes a barrier, not only regarding technical specifications of the vehicles and fuelling facilities, but also when giving incentives. It has e.g. proven impossible to give parking incentives in some EU countries without changing national legislation. A policy strategy must include the identification of such barriers and the ways to remove them.

Step by step introduction (organisational) An AFV-society requires an almost global change of both vehicle/fuel technology and fuelling infrastructure. On the other hand it is necessary to start on a small scale and work step by step, as the investments are big and there is no common idea on which technology to be used. Most strategies work on this step-by-step basis and include most of the following steps: 1. A pilot of a few vehicles in a (city) fleet; 2. Vehicles in the (city) fleet that are not specialised vehicles, are changed to AFVs, 1-2

models, 1-2 fuelling stations; 3. Marketing towards other fleets (private company fleets) starts, additional 1-2 models,

additional 1-2 fuelling stations, special incentives are introduced; 4. Company cars (= smaller fleet, more disperse and more diverse needs), variety of

models, almost fully developed infrastructure, broader use of incentives, targeted awareness campaigns;

5. Private cars, big number of models for different purposes, full infrastructure, both incentives and possibly also disincentives are used.

Links to other concepts When implementing a long-term AFV strategy it is natural to show alternative vehicles at as many interfaces with companies and citizens as possible. The use of alternative vehicles should be natural in the city fleet, in public transport and wherever the city takes an active part or supports actions like logistic measures.

Many kinds of incentives or disincentives that address private or commercial vehicles can be used for promoting alternative vehicles. This should be a clear part of the strategy.

Links to other concepts in WG3 New non-polluting and energy-efficient vehicles: • Biogas in captive fleets: Biogas production and fleet could be a part of a

strategy for AFVs, giving control of the fuel supply and distribution.

• Joint Procurement of AFVs could be a part of a strategy for AFVs, lowering the price and increasing the number of available models.

Links to WG1 New seamless mobility services: • Urban lift-sharing services: Not very strong linkages, but there are certain

areas where both fields deal with similar questions, e.g. use of HOV lanes for Alternative vehicles and lift sharers, other incentives to encourage use of Alternative vehicles/ lift-sharing services.

Links to WG2 Innovative approaches in city logistics: • Space management for urban delivery: Potential links. The same kinds of

exceptions from access restriction or congestion charging could be used as



incentives for alternatively fuelled vehicles (or could sometimes also be conflicting - with the use of e.g. bus lanes/HOV-lanes). This incentive is not very much used in Europe (though in the US) – sometimes with the argument that an AFV requires as much space as a conventional vehicle. However, sometimes you cannot get both, and increased access is a very strong incentive.

• Inner-city night delivery: All deliveries in the inner city could be done with AFVs. Deliveries take place where a lot of people live and spend a lot of time idling, hence it is desirable that these vehicles emit as little health hazardous emissions as possible. Requiring AFVs for companies that are given the opportunity to deliver at night hours might be a strong incentive for the uptake of AFVs. Further synergies exist if the concept is combined with WG4 Local taxes or charges, ring fenced for transport to manage the kind of delivery fleet. Biogas/Natural gas heavy-duty vehicles are much less noisy than diesel vehicles, which is important when permitting night delivery.

• Home delivery using locker boxes: Locker boxes are often located in sensitive areas of urban areas to which no or only restricted access is given. For serving these boxes only low emission vehicles may have access.

Links to WG4 Innovative demand management strategies: • Transportation Management Associations: Such associations would be a

good complement to other means of disseminating the idea of AFVs and may also have more credibility among certain potential user groups. Clean Cities in USA is a good example.

• Local taxes or charges, ring fenced for transport: Exemption from taxes/charges for AFVs, while charging conventional vehicles is a strong incentive and could be a part of a strategy.

• City-wide campaigns using marketing and branding: City wide campaigns is a part of a strategy. However it requires more consideration if these campaigns should be integrated – the target groups could be partly different.

Example 1: Clean Vehicles in Stockholm (Sweden)

Basic facts

In 1996, Stockholm was appointed co-ordinator of the European project ZEUS (Zero and low Emission vehicles in Urban Society), which had the aim to introduce electric and electric-hybrid vehicles. The objective was to substitute 300 vehicles within the project. To manage the ZEUS project, a cross-political advisory board was funded. The experiences within ZEUS led to a political interest and the forming of a strategy for the broad introduction of Clean vehicles in Stockholm. Clean vehicles were defined as operating on the biofuels ethanol and biogas, electricity or as electric-hybrid vehicles. As a first step of the strategy, all municipal vehicles that were possible to change for clean vehicles had to be changed.

A study of other new technology implementations, like mobile phones, internet usage etc, showed that at a market share of about 5 %, the new technology starts to get self-sustaining; at that market share enough people have met the technology and know personally someone who uses it. This led to the long-term objective to reach 5 % of the market. As the city fleet only makes up 0,2 % of the vehicles in Stockholm, it was obvious that also other stakeholders needed to be addressed and included in the policy strategy.

An analysis showed that the main barriers for the uptake of AFVs were:



• Lack of suitable vehicle models;

• Offered models and fuel were more expensive than conventional vehicles;

• Lack of fuelling facilities;

• Lack of knowledge;

• Lack of incentives;

• Legal barriers.

The main feature of the strategy was to approach these barriers systematically with a variety of actions, continuously analysing the impact and to be prepared to find new actions if some of them fail.

Many of the barriers require national action and one of the first steps in extending the actions outside the municipality fleet was to found a national network of cities and organisations that could act as a discussion partner with the national government.

Co-ordinated procurements were made to introduce new models and to lower the price of existing models. Discussions with the national government together with other cities and NGOs led to tax discounts on vehicles and fuels – first on a trial basis for a few years and ultimately as a long-term national policy. The city offered subsidies for a few, chosen models that still were expensive. The first fuelling stations were subsidised and a co-operation started with a gas company to set up more stations.

An extensive information campaign directed towards the target group started and a test fleet of AFVs was set up together with the vehicle dealers. Free parking for electric vehicles was introduced and the plans for free parking for all clean vehicles developed. When congestion charging plans were introduced, big efforts were made to excempt clean vehicles from the fee.

Obsolete legislation that did not take alternative vehicles into account, formed various barriers: e.g. special parking rules could only be made for vehicles belonging to craftsmen or disabled, inspection of gas vehicles must follow the rules made for big industrial plants, European type approval was not recognised for some vehicles etc. Together with other cities and NGOs most of this legislation could be changed.

In 1996, clean vehicles were an extreme niche, with only a few vehicles in the city fleet. Ten years later, about 2 % of the vehicles sold are clean vehicles (1 600 units/year), more than 20 models are available, there are 30 fuelling stations in the area, and the vehicle dealers forecast that they will reach 5 % of the sales already this year, 2005. This makes about 1 % of the total fleet, but the development is accelerating.

Users and stakeholders The City is the main driver in the strategy, making analyses, follow-ups, implementing incentives, spreading information etc. A survey showed that private companies buy almost 70 % of the new light duty vehicles. After 2-3 years of use, these vehicles are sold to private citizens. Hence, companies are a main target group to convince to shift to clean vehicles. Some of the fuelling stations have seen a business case in ethanol and the number of pumps raises constantly. Biogas stations still need subsidies to be installed, though the gas company AGA Gas AB has recently engaged itself. Car dealers promote their vehicles. They provide a test fleet where companies can use a car for free for one week. They also hold seminars and campaigns. Initially, companies with large fleets, like taxi and delivery services were considered to be the ideal stakeholders, as comparatively few car models and rather few fuelling stations would be needed. It showed however that biogas could not compete economically with diesel taxis and



that the available models of biogas transporters were not suitable due to weak performance. Instead, smaller companies with an environmental profile were the initial buyers. The company network “At least one Clean vehicle” arranges seminars and spreads information to other companies and is constantly growing. Journalists are an important target group as they will spread information to many potential buyers of AFVs and increase the common awareness of both AFVs and the emission problems. Furthermore, they put pressure on fuel providers and contribute to building up a demand for alternative fuels.

Technical description Stockholm defines clean vehicles as

• Biogas vehicles (same as natural gas vehicles). The city produces the biogas. A gas company distributes it and serves the fuelling facilities at the fuel stations. There are 15 models of cars and transporters, 1 lorry, 2 garbage trucks and 2 buses available on the market.

• Ethanol (E85 to cars, E95 to buses): 1 car and 1 bus model available, 2 more car models to be launched in 2005.

• Electric-hybrids: one model available.

• Electric: presently no model for sale.

This is a somewhat narrower definition than used in most countries, as it excludes alternative fuels like Natural gas and Liquid Petroleum Gas. The reason for excluding these fuels is an ambition to also reduce the emissions of fossil carbon dioxide.

Implementation set-up Strong, cross-political support has been important to keep the initiative alive, regardless of the political majority. This support has made it possible to discuss with the national level and introduce incentives at national level. EC money and more important - EC contract – has been important to keep the political support high. The close co-operation with other cities and NGOs has been crucial to show vehicle sellers, fuel providers and national government that there is a true and big demand for AFVs. The co-operation with fuel providers and car dealers has been important to gain interest and credibility among the potential buyers of AFVs. In this co-operation there has been a clear distinction between neutral information and the industry’s marketing. When discussing with private companies it is crucial to have hands-on experience of driving, fuelling and service of alternative vehicles to be trustworthy. To this end, a municipal fleet is a necessity. Setting a good example is also of importance when requiring transport providers to change to AFVs. As bad performance by a vehicle model may be disastrous for the reputation of all AFVs, it is good to test out new models and technologies in a municipal fleet before promoting them widely to private companies. A big push came when the national television company formed a network of ambitious companies and the biggest national newspaper, Dagens Nyheter changed to clean vehicles. Even more articles started to show up in media, which further increased the interest. Today all big Swedish newspapers report on alternatively fuelled vehicles in their ordinary motor supplements.

Future prospects The goal is to reach 5 % of the market, through:

Involving more companies;

Requiring clean vehicles for all transport services that are made for the city;



Improving the infrastructure;

Introducing further incentives: no congestion charge for clean vehicles, priority for clean taxis, demand clean vehicles when procuring transport services.

According to a survey on the AFV selling agencies, Sweden is a test market. Europe has to follow suit; otherwise there will be very few new models - with the consequence that the development ceases. Stockholm and Göteborg will spread this AFV development through two new European projects.

Similar examples • City of Gothenburg, Similar strategy as Stockholm. Focus on Natural gas

vehicles. Includes also low-emission conventional vehicles. Infrastructure provided by gas company.

• City of Malmö. Similar strategy as Stockholm but focus on municipal fleet, buses and taxi. Focus on Natural gas vehicles. Includes also low-emission conventional vehicles. Infrastructure provided by gas company.

• City of Rotterdam – testing vehicles on a smaller scale, not addressing companies yet.

Example 2: Bremer Offensive - Das Erdgasfahrzeug (Germany)

Basic facts In 1996, the then responsible Minister (Senator) for Environmental Protection of Bremen initiated the city’s work on CNG-vehicles (Compressed Natural Gas) and bought one of the first vehicles available. The main driving force is to improve air quality. Bremen’s long term objective is to achieve a market breakthrough for CNG vehicles by increasing the demand and improving fuel supply. So far, Bremen has not targeted the mass market, but has worked with selected target groups, such as vehicles with high inner-city mileage like taxis and delivery companies and “heavy smokers” – buses and lorries that are causing a relatively high share of the pollution. In addition, there is a focus on public awareness raising, both as public opinion can be a driver for companies to change to AFVs and as citizens will be the future buyers of AFVs. The main actions are:

• A monetary incentive programme that pays part of the extra cost for the buyers. The payment obliges the receiver to put a sticker on the vehicle, showing it is a CNG-vehicle and being evaluated during two years period. This raises awareness among other potential users;

• Providing a fleet of test vehicles through local car dealers, so that companies may try and get hands-on experience before buying;

• Improving the fuelling infrastructure with strong support from the local energy provider;

• Targeted information for - potential corporate customers, - private households, - car dealers.

According to Bremen’s internal rules, the city fleet should consist of small vehicles and as most CNG vehicles available are medium-sized, there are rather few CNG cars in the city fleet. The city bus fleet has not yet changed, due to high investment costs.



The analysis of the uptake barriers is similar to Stockholm’s, but surprisingly enough, the limited choice of models is not regarded a major obstacle, neither by companies nor by private citizens. In spite of a comparatively developed infrastructure, lack of fuelling facilities is still seen as a major barrier. There are about 350 CNG vehicles running in Bremen.

Users and stakeholders Bremen tries to integrate all actors along the local product chain:

• The city administration runs the campaigns and the discussions with vehicle manufacturers and dealers, together with Bremer Energie-Konsens (energy agency).

• The Natural gas company - swb AG is responsible for the fuelling infrastructure and the incentive programme more related to the business sector.

• Car dealers and producers promote their vehicles.

• Politicians are important as supporter of the programme but also as good examples for the citizens.

• The media are an important multiplier of the messages.

Technical description Bremen works solely with CNG vehicles.

Implementation set-up Air quality is an important argument for engaging the politicians and administration, but of little importance for the buyers – as long as there are no restrictions for conventional vehicles in the framework of clean air management. Instead, economic arguments and easy handling are the most important. Different European projects have made it possible to fund campaigns and to share experiences. Bremen has received good support from the national long-term tax discount on natural gas. Finally the customer pays only about 55 % of the petrol price or 65 % of the diesel price - which is related to consumption and energy equivalence, less than 50 % fuelling costs compared to petrol and 65 % compared to diesel. In the campaigns, Bremen tries to find actions that alert the media (e.g. local celebrities, lotteries, VIP-test rides, etc) to raise awareness among all citizens with the long-term perspective that also these people are potential AFV buyers in the future. After two years of campaigning more than 25 % of all Bremen citizens know about the availability and advantages of CNG vehicles. Outsourcing of public functions and services has reduced public fleets and made it harder to make the service providers use CNG vehicles.

Future prospects Discussions with vehicle manufacturers seem to lead to the introduction of the first 12 ton CNG delivery truck in Germany.

Similar examples • City of Gothenburg;

• City of Malmö;

• City of Rotterdam.



Example 3: PowerShift grant scheme (United Kingdom)

Basic facts In 1996, the UK government instructed the government funded independent body the Energy Saving Trust (EST) to set up a grant scheme in order to increase the uptake of and conversion to alternatively fuelled vehicles to improve air quality and reduce CO2 emissions from vehicles. (Note: The PowerShift scheme was joined in 2000, as a part of a bigger programme, by CleanUp involving other means to improve air quality, e.g. a grant scheme for diesel particle filters and New Vehicle Technology Fund - a funding programme for the development of cleaner and low-carbon vehicles. PowerShift operates across all devolved nations – England, Scotland, Wales and Northern Ireland. Within PowerShift, a grant is given to cover part of the costs when converting an ordinary vehicle to operate on Natural Gas or LPG2 or part of the extra purchase cost for natural gas vehicles, hybrid or electric vehicles. All kinds of vehicles are eligible, though cars and to some extent buses are dominating. To qualify, a vehicle producer or converter must have its vehicle emissions tested on a EU drive cycle by an independent testing facility and meet the standards laid down by the EST. Grants are also given to some fuel distributors to cover parts of the extra costs for setting up new infrastructure, mainly Natural gas or Electric recharging points. The Company car tax is differentiated on CO2-emissions, which is a further incentive for AFVs. There is no formal co-operation with local governments, but there are sometimes synergies, e.g. in London where AFVs, on the PowerShift register, do not have to pay the Ccngestion charging fee. This has led to a relatively higher uptake in the London area. A few other local incentives exist. The programme has supported between 4 000 and 7 000 converted and new vehicles each year, mostly LPG-conversions and hybrids, very few electric vehicles. An additional programme for conversions (autogas+) has been implemented in Scotland.

Users and stakeholders All vehicle owners are eligible for the grant, whether they are private citizens, car club owners, private companies or public bodies. Both the vehicle manufacturers and the gas companies support the schemes and inform about the grants on their web pages. The message is spread through a variety of channels: individuals that act as good examples, public transport organisations, environmental forums, media etc.

Technical description The conversions have to be made by certain authorised firms. A converted vehicle must fulfil certain emission standards that are better than ordinary emission standards (40 % better than Euro IV standard) with a 7% improvement in CO2. Most vehicle manufacturers have joined this authorisation scheme. Close cooperation with trade associations (e.g. LPGA, NGVA) supports these standards.

2 Liquid Petroleum Gas: An alternative fuel that improves performance on health hazardous emissions and to some extent also on green house gas emissions.



Implementation set-up A clear set of criteria for the result of the conversion is necessary. The scheme must be fair and equitable for all companies. Authorisation of the conversion companies is necessary to gain acceptance from the car manufacturers as their brand’s reputation is at stake. In case an incident happens, it has to be totally clear who has the responsibility for the conversion. The grant scheme requires extensive co-operation between different ministries:

• Dept. of Trade & Industry (EU approvals for British programmes; entrepreneurs, suppliers, technology);

• Dept. for Transport (all aspects of transport; heavy goods vehicles and best practices; Cleaner fuels and vehicles; vehicle type approval, ownership licensing);

• Dept. of Health;

• The Treasury (Fuel duty rates, Vehicle Excise Duty (road tax) and Company Car Tax);

• Dept for Environment, Food and Rural Affairs (responsible for air quality, also in cities).

The use of good examples and recognition of the efforts by the individuals is regarded a crucial point and awards are given both to the public and private sector, prominent persons are opening the fuel stations etc.

Future prospects A better Company Car tax discount on alternative fuel is being considered.

Life cycle analysis of ethanol vehicles is performed. If they show beneficial, also ethanol vehicles may be included in a scheme for Congestion Charge discount.

The programme has had to close as the funding process does not fit the EU rules for taxation and incentives. Alternative incentive programmes have been developed and are with the EU awaiting approval. These will be more technology neutral. One is aimed at Low Carbon Cars (<115g/km CO2 /km) and two air quality programme aimed at Commercial Vehicles plus an infrastructure programme. There are also Low Carbon R&D programmes to help develop new vehicles. In addition the UK Government can implement reduced vehicle taxation or local fuel duty rates that are in the domain of the local Government and as such do not require EU approval.

Similar examples Tausend Umwelt-Taxis für Berlin (TUT), Berlin (Germany)

2.3.2 Concept 2: Biogas in captive fleets Biogas made from wastewater or solid biological material is the cleanest vehicle fuel that is commercially available. There are almost no hazardous emissions at all and very little green house gases. Producing and using Biogas as a fuel is a way to drastically reduce the vehicle emissions and can also reduce the waste problem and increase the competitiveness of rural society. Biogas is suitable for city fleets as it is normally available in all cities, from the water treatment plants. Using it in a fleet means that no extensive fuelling infrastructure is needed, which makes it possible and suitable to introduce it step-by-step. The use of biogas in transport can be handled in different ways. The approaches can be described according to the following categories:

• Production method:



From sewage in wastewater treatment. This is normally done in all water treatment plants;

From landfills. This is a spontaneous process that occurs in all landfills;

From designated plants with the aim to produce biogas.

• Fuelling facilities:

For one fleet only;

Feed into Natural gas grid;

Separate Biogas distribution.

• Stakeholders addressed:

Municipal car fleet;

Bus fleet;

Private fleet owners;

Private citizens (not captive fleets, but might be a spin-off when addressing several fleet owners in some approaches).

The three selected examples Svensk Biogas AB, Linköping, Lille Metropole and Gothenburg Green gas differ somewhat in these categories and embrace most of the sub-categories.

Justification of selection During the focus group session of the 1st Working group meeting, the experts selected “Fuel/Vehicle Technology applications” with the sub-themes “Hybrids in buses”, “Ethanol & FFV” and “Biogas in captive (city) fleets” as areas to be further examined in NICHES.

Based on a review of representative examples and an assessment using the set of criteria defined for NICHES (see chapter 4.1 in annex), the WG leader finally selected the concept “Biogas in captive fleets” as the most appropriate concept. The reasons for this are:

• Biogas is technically an excellent fuel and when used in vehicles it causes almost no emissions at all, hence the environmental impact is big. Biogas heavy-duty vehicles are also less noisy than diesel equivalents.

• Biogas is already being produced in wastewater treatment plants in almost all European cities and in some landfills but it is only used for transport at a few places. Biogas could also be produced from any local organic feedstock that is available, thus reducing the need for transports and increasing rural competitiveness.

• Biogas is technically the same as natural gas and all vehicles that operate on natural gas can also operate on biogas. A big variety of vehicles are available, including buses, garbage trucks, transporters, cars, vans and lorries. Hence it is possible to change a big part of the vehicles.

Thus, the use of biogas in fleets has potential to be further spread in many countries but the concept needs more promotion and dissemination. “Ethanol & FFV” would also have been a suitable NICHES concept. The barriers and drivers are somewhat different compared to Biogas, but of approximately the same magnitude. In the assessment the two alternatives were equal. The existence of the BEST project which partly aims to disseminate the ethanol concept, finally made the Working group leader choose not to include the latter as a NICHES concept.



The main reason for not choosing “Hybrids in buses” is that this concept still needs a lot of technical development before it can be promoted.

Context

Background information (technical) Biogas is produced naturally in most anaerobic environments and is regarded a problem when treating waste water or in landfills as it is explosive and furthermore a very strong greenhouse gas (23 times more potent than CO2). Therefore, biogas is always burnt or flared to reduce the greenhouse gas effect. About 50 % of the biogas produced in wastewater plants, landfills or solid waste treatment plants is used to generate heat or electricity, but nearly 50 % is just flared away for no use at all. Technically, biogas is a mixture of about 65 % methane - which is an excellent, clean fuel – CO2, water vapour and also gases that can be harmful to the engine. So biogas has to be purified before it is used in vehicles. This is done through water scrubber or filters with activated carbon, which requires an investment, causing many cities to hesitate. It has shown suitable to build special production plants with the main objective to produce gas. By doing this, it is possible to control the process and to increase the output. The input could be all kinds of organic material – restaurant waste, offals from slaughterhouses, surplus grain, wood etc. The residuals will then also be clean from heavy metals and health hazardous compounds and can thus be recycled as fertiliser. The technology for efficient production of biogas is still developing, increasing the output all the time. The technologies for purifying the gas, the distribution and filling and the vehicle technology are however mature and proven.

Barriers for replacing vehicles with biogas vehicles (economic) Biogas vehicles are 10 –15 % more expensive than conventional vehicles. In most European countries, the vehicle dealers are not promoting gas vehicles even when they are available.

High production cost (economicl,political) The production cost is currently higher for biogas than for petrol and diesel and for natural gas. However, according to the Biofuel directive (2003/30/EG) it is possible to exempt biogas from fuel taxes so that the consumer’s price could be close to that of petrol though not competitive with diesel in most EU-countries. This varies according to the kind of taxes imposed on different fuels and vehicles.

Distribution (economic, technical) For cities with a natural gas grid used for vehicles, it is convenient to inject the purified biogas directly into the grid. Cities that do not have a natural gas grid, face extra infrastructure investments and possibly also investments for a back-up storage of gas. By using biogas for captive fleets it is possible to keep these costs down.

Green gas concept (economic, social, organisational) Some cities have developed a “Green gas” concept, similar to “green electricity”, where a user may choose to pay a little extra when fuelling natural gas, which finances the injection of either biogas in the grid or – in one case - crude biogas in the cooking gas grid. The latter is a first step of oil substitution without heavy investments in purification, still leading the way towards a fossil-free transport as the profit made is used to finance investments in purifying biogas.

Health policy (environmental)



Biogas is especially important for city buses and garbage trucks, as these vehicles often idle long times in residential districts where it is important to keep emissions and noise low. As waste collectors work close to the vehicles when the engine is running, it is especially important to keep emissions and noise low in these vehicles.

Institutional barriers (institutional) European water companies normally operate at cost, following the principle that clean water is a public good that should be free of profit. This may prevent investments in purification of biogas, as it may be considered that the water users risk to pay for a good that not all users benefit from. Another barrier may be that improving air quality is not the normal responsibility of a water/waste treatment company and there is no tradition in considering the whole picture.

Competition with other use (institutional, organisational, political) Biogas can be used for heat or electricity generation without purification, thus normally also substituting fossil fuel. This use competes with the use of biogas as a vehicle fuel and another biofuel may have to be used for heat/electric generation. As biogas is a by-product, this substitution fuel is normally more expensive for the heat/electricity producer. Using biogas for transport thus increases the costs for energy production, while lowering the costs for bringing down emissions. As many biofuels can be used for energy production but only a few are suitable for transport, the cost-benefit analysis for achieving both these objectives is beneficial to the use of biogas in transport. However, the cost for bringing down emissions is rarely included when cities consider the different options of using biogas. In Germany there is also a federal gratification when producing electricity from Biogas. This was introduced in order to increase the use of biogas instead of just flaring it away. The incentive does however counteract the use of biogas as a fuel.

New co-operations needed (institutional, organisational, political) The introduction of biogas requires new co-operations. Feedstock providers as water treatment plants, waste dumps, farmers, butcheries and restaurants need to co-operate with energy producer, public transport operators, fleet managers and also with the fuel stations. This is a new situation that normally takes time to become efficient.

Links to other concepts When implementing a Biogas in captive fleet it is natural to show these vehicles at as many interfaces with companies and citizens as possible. Biogas vehicles could be used in the city fleet, in public transport and wherever the city takes an active part or supports actions like logistic measures or improved bus lines.

Links to other concepts in WG3 New non-polluting and energy-efficient vehicles: • Policy strategy to deploy private sector AFVs: Biogas production and fleet

could be a part of a strategy for AFVs, giving control of the fuel supply and distribution.

• Joint Procurement of AFVs: Gas vehicles are still more expensive than conventional ones. Joint procurement can lower the price and increase the number of available models.

Links to WG1 New seamless mobility services: • Biogas in captive fleets: Minibuses, used for call-a-bus services, could run on

biogas.

Links to WG2 Innovative approaches in city logistics:



• Space management for urban delivery: All urban deliveries can be carried out by alternatively propelled vehicles. There are several examples from cities where access to particular city areas is only allowed by low emission vehicles, e.g. Nuremberg or Stockholm.

• Inner city night delivery (same as for concept 1): All deliveries in the inner city could be done with AFVs. Deliveries take place where a lot of people live and spend a lot of time idling, hence it is desirable that these vehicles emit as little health hazardous emissions as possible. Requiring AFVs for companies that are given the opportunity to deliver at night hours might be a strong incentive for the uptake of AFVs. Further synergies can be reached if combined with WG4 Local taxes or charges, ring fenced for transport to manage the kind of delivery fleet. Biogas heavy-duty vehicles are much less noisy than diesel vehicles, which is important if you should allow night delivery.

• Home delivery using locker boxes: Locker boxes are often located at sensitive areas in cities (metro stations, universities, inner city areas etc.) to which no or only restricted access is given. For serving these boxes only low emission vehicles might have access.

.

Example 1: Svensk Biogas AB in Linköping (Sweden)

Basic facts The initial impulse for the use of biogas for transport was the local air quality problem at one of the bus nodes in Linköping. After rejecting trams as being too expensive, the city decided for natural gas buses and a natural gas grid was planned. For many reasons this was never realised and the city had to find another solution. At the public energy and waste company Tekniska Verken the idea was born to utilise the biogas that was produced from the wastewater. As pioneers in biogas driving, the city decided to initiate a pilot project including 5 buses that was operated and evaluated during a couple of years. This pilot project also showed that it was even better to build a separate biogas production plant to be able to control the input and thus increase the output rate. In mid 90’ies a new company - Svensk Biogas - was founded, including Tekniska Verken as producer and the Farmer’s organisation and a butchery company as supplier of feedstock. The aim was to produce biogas to be able to operate the municipal buses on this. A production plant was ready in 1996, after an investment of 130 million SEK (140 000 €). In 2001, the first public filling station opened, mainly to operate Tekniska Verken’s company cars, the municipal fleet and a few taxis. Today there are 18 filling stations and 7 more to be opened. In addition to the bus fleet more than 500 cars operate on biogas.

Users and stakeholders The Public transport company’s 67 buses are the main users of the biogas. In addition comes the municipal fleet, most of the local taxi companies and some other private companies. Svensk biogas is the producer and also in charge of the public filling stations.

Technical description Svensk Biogas uses solid material as feedstock. This is mixed with water and brought to fermentation. By regulating the temperature and water content, the output rate can be optimised. The production process is yet fairly new and there is a large potential for improvements. During these years the output rate has more than doubled from 72 m3/ton



feedstock to 155 m3/ton and further improvements are expected. Svensk Biogas is leading this development. An increasing part of the feedstock is IP-crops, which are crops that can be grown on set-aside land, according to the rules within the Common Agriculture Policy. In addition to delivering a clean, fossil-free fuel, this also contributes to the competitiveness of the region and prevents land-abandonment. IP-crops have a big potential and Svensk Biogas has no problem to keep up with an increased demand. The crude biogas contains also some other gases that needs to be separated, mainly CO2 and SO2. This purification is made by a water scrubber, which is a standard equipment that is available everywhere. The gas also contains water that has to be removed by condensation. Also this is a standard procedure. The ordinary fuel companies normally do not know how to handle gaseous fuels. To keep a high level of service at the pumps, Svensk Biogas is in charge of all biogas filling stations.

Implementation set-up A strong political support was essential in the starting phase to be able to invest in a technology that was very little known at that time. Strong political commitment was also necessary to require all taxis that offer transport services to the city to operate at least 1 vehicle on biogas. This was a part of the public procurement for transport services. Including the feedstock providers as partners in the company was beneficial during the starting phase. The engagement also made it easier to keep a high feedstock quality.

Future prospects Svensk Biogas will continue to increase the production efficiency and is now opening up a new plant in the neighbouring city. There is a potential to substitute almost 50 % of the oil used in transport in the region. The objective is to keep a regional profile, keeping good contact with the feedstock providers. The company is profitable, and estimates to have paid back the investments in 2007. A pilot project on replacing all diesel engines at a local train line with biogas engines has just started. The first locomotive will be running in 2005.

Similar examples Sweden is almost the only country that uses Biogas as a fuel. This is mainly due to the amount of vehicle models available in combination with the lack of a natural gas grid in most cities. Local contacts have spread the concepts and a national environmental investment scheme has been much used. However, some European cities, like Lille and Haarlem have also started. Also in the US, some regions are considering to use biogas. The European cities using biogas are:

• Uppsala (Sweden),

• Stockholm (Sweden),

• Skövde (Sweden),

• Borås (Sweden),

• Eslöv (Sweden),

• Jönköping (Sweden),

• Kalmar (Sweden),

• Trollhättan (Sweden),

• Västerås (Sweden),



• Haarlem (The Netherlands),

• Reykjavik (Iceland).

Example 2: Lille Metropole (France)

Basic facts In 1990 Lille Métropole communauté urbaine (Lille Metropole) decided that the urban bus service had to be fuelled by natural gas. A few years later Lille came across the idea of biogas and in 1995 a pilot biogas purification plant was ready, serving 8 buses, working with sewage as input. After an experimental project and a test period, it was decided to introduce a new fleet of such vehicles into full service. The Biogas concept fits well for Lille Metropole as its main responsibilities are public transport, waste management and water treatment services. As this served well, a decision was made to change the whole fleet of 400 buses to gas and to build a biogas plant that had the capacity to serve part of this fleet. This was part of a long term and ambitious plan to improve public transport in the region, including also other large infrastructure investments. The new biogas plant has been delayed with about a year, due to political disagreement. One strong objection has been the fear for having a biogas plant close to residential areas, as the gas is explosive. These issues are now settled and the plant will be ready in 2006, with a pipeline directly to the bus depot. Lille Metropole will also operate waste collectors on this biogas.

Users and stakeholders Lille Metropole is responsible both for the public transport and the waste management in the region. Hence Lille Metropole is both producer and consumer. There are however different political boards involved.

Technical description Lille will use solid organic waste from i.a. restaurants and parks as feedstock. The procedure is similar to the one in Linköping. The plant will treat 100,000 tons of biological waste per year and produce 5.2 million Nm3 3 raw biogas per year (700 Nm3/h) with a methane content between 55 and 65%. This equals about 3.6 Million Nm3 upgraded biogas per year and is sufficient for 100 buses. To be able to serve the whole bus fleet, natural gas will be fed into the depot compressing unit. Residual matter is treated to produce 34,000 t/year of compost for farms in the region. A new bus depot is under construction, in order to guarantee bus operation and maintenance safety.

Implementation set-up Strong political will was essential to decide on such a big investment and to withhold the plans when opposition against the plant rose. It was probably helpful to make the investment as a part of a long-term strategy with several improvements of public transport.

Future prospects

3 Normal cubic metre = uncompressed gas at normal atmosphere pressure.



Short-term plans are to build the biogas plant and to trim the production. In the near future also waste dumpsters and parts of the city fleet will run on biogas. On the longer term, Lille Metropole commits to being a key contributor to market expansion of biogas as vehicle fuel.

Similar examples See example 1 Svensk Biogas AB in Linköping.

Example 3: Gothenburg Green gas (Sweden)

Basic facts The City of Gothenburg is a pioneer in operating buses and taxis on natural gas. In the mid eighties Gothenburg installed a natural gas grid and a few years later started to operate the city bus fleet and the municipal fleet on this. Through ambitious campaigns, information and incentives like free parking and a priority taxi line, also taxis and some private companies have changed to natural gas vehicles. In 2001 Gothenburg required the bus operators to use gas buses, increasing the amount of renewable fuels each year. This led to the concept “Green gas4” which by the city’s definition means that customers may choose to pay a small amount extra when fuelling natural gas. The same amount biogas as they fuel will then be inserted in the cooking gas grid.

Users and stakeholders The main buyers of “Green gas” are the public transport and the municipal fleet. Also some environmentally concerned companies and private citizens buy “Green gas” while very few taxis do. Fordonsgas Väst, the distribution company for vehicle natural gas administrates the system and buys the injection amount from Göteborg Energi, the municipal energy and waste water company.

Technical description Gothenburg produces biogas from sewage, mixes it with air and feeds it un-purified into the cooking gas grid. Once the purification plant is ready, the upgraded biogas is fed into the vehicle gas grid.

Implementation set-up A strong political ambition was necessary to implement the incentives for AFVs. The city’s requirement on the bus operators is a necessary driver for the green gas-concept, as biogas is slightly more expensive than natural gas. Ambitious and decisive employees at the traffic office have set a long-term objective to slowly increase the number of AFVs and the selling of Green gas.

Future prospects Soon, more “green gas” will be sold than can be injected in the cooking grid. Hence Gothenburg will open up a purifying plant in the next year and inject upgraded biogas in the vehicle gas grid.

4 There are other definitions of Green gas, e.g. Svensk Biogas AB calls their gas Green Gas, to distinguish it from fossil natural gas. The city of Laholm actually injects biogas in the natural gas grid.



Similar examples • City of Laholm,

• City of Helsingborg.

2.3.3 Concept 3: Joint Procurement of AFVs Any vehicle needs to sell in a sufficient volume to carry the development costs for the vehicle manufacturers and the establishment of a maintenance chain. For alternative vehicles there is an uncertainty of the demand and many times the vehicle dealers abstain from introducing a model in a country. By gathering a substantial amount of buyers it is possible to overcome this. By giving the vehicle sellers a proof of the demand it is also possible to lower the price per unit. Joint procurements have in common that they increase the buyers’ influence on the purchase but this power can be used for different objectives. The approaches can follow one or several of the following categories:

• Technology driving procurements;

• Procurements with the main objective to introduce new models;

• Procurements with the main objective to lower the price.

There is also a qualitative difference if a joint procurement is made within a country with a common legislation or if it is international. The three selected examples Joint procurement of Renault Clio, Zeus international procurement of Electric vehicles and Swedish Ford Focus FFV procurement are examples of these different types.

Justification of selection The concept “Joint procurement of AFVs” was not explicitly chosen by the experts at the 1st Working group meeting. However it was discussed as an example both within the concept cluster “Incentives” and in the concept “Ethanol & FFV”. Furthermore, the experts recommended increased focus on the procurement procedure as a field that needed more R&D action, namely “Models for public procurement to include the whole lifecycle when evaluating tenders”. Based on a review of representative examples the WG leader selected the concept “Joint procurement of AFVs”, as being innovative and not very much used. The assessment using the set of criteria defined for NICHES (see chapter 4.1 in annex) also rendered high points. The main arguments for choosing this as a NICHES concept are:

• It is an efficient tool to overcome two of the main barriers for the development of AFVs: lack of models and high prices on the few existing models. The potential environmental impact is thus high.

• A consortium may gather both small and big customers, giving also small stakeholders a chance to obtain AFVs. Hence it has a big potential to be further spread.

• Though joint procurement is getting increasingly more common among public authorities for other items, it has only been used for AFVs in a few cases. The reasons for this might be lack of know-how and hesitation for a task that will demand big resources for a rather long time. Hence it needs more promotion and dissemination.

• It still needs better understanding of success factors.



Context

Background information (technical) The market for cars and light duty vehicles is more or less pan-European and consists of about 200 million cars, vans, minibuses and transporters. This means that it is hard for any single actor to influence this market. By joining a large number of customers it is however possible to influence the market and introduce vehicles that otherwise would not be available.

Lack of vehicle models (institutional, economic) Throughout Europe, more than 75 light vehicle models of different AFVs are manufactured. However, in most countries only a few of these are available. Also in the front-running countries like Germany and Sweden, only some 20 models are available on the market. The main reason for this is that the cost for setting up a maintenance chain has to be covered by the vehicle sales and that each national vehicle agency makes its individual judgement of whether a model will pay off or not. Joint procurement is a way to increase the sellers trust in the future demand. Procurement may also concentrate the vehicles to fewer areas, making it possible to set up maintenance facilities in fewer areas.

Lower the price (economic) AFVs are made in shorter series than conventional vehicles and are thus more expensive. Joint procurement is a way to increase the number, splitting the development and introduction costs on more units. This strategy is very common in all kinds of trades.

Technology procurement (technical) Procurement can also be used to push the industry to develop new technologies, by specifying the desired performance. If done well, this can also lead to a market development of the new technology. This has been done for other technologies like mobile phones, heat exchangers etc, but rarely for AFVs. A change of technology in the vehicle industry requires an almost global demand, hence it is realistic to expect that procurement only reinforces an already existing trend or possibly develops a niche-market. The key issues in this kind of procurement are how to set the performance requirements to push the development as far as possible but still render a commercially viable solution, and a thorough market analysis in order to procure a technology that the market later will request. This requires good knowledge of the state of the art by the procurers.

Balancing power (Economic) There is a pay-off between a binding common procurement consortium and a joint procurement consortium. A binding procurement gives the vehicle deliverers a secure demand and the procurement is more likely to be fulfilled. On the other hand, a binding order takes a long time to form and it is likely that many potential buyers do not dare attend. A less binding joint procurement consortium is easier to form but gives less guarantees to the sellers, which may hesitate to sign.

Available vehicle models (technical, institutional) Cars are made in numerous models and the profit on each unit is relatively low. To be competitive, AFV prices need to be approximately the same as for conventional cars. Therefore, procurers of AF cars need to gather a rather high number of buyers. Buses come in smaller numbers and it could be easier to influence this market. There is however no real standard developed for city buses, which makes it hard to gather a sufficient amount of buyers. Working machines is another option that still is not tested.



Barriers for joint procurement (institutional) The task of joining potential buyers of AFVs does not fall naturally on any specific stakeholder. National authorities sometimes do nation-wide procurements in other areas, but few national governments have so far been interested in AFVs.

Legislation (legal, organisational) Procurement legislation is complicated and normally requires the involvement of experts.

Complexity (organisational) A joint procurement is a complex project involving a large amount of stakeholders during a rather long period, which requires a separate project organisation. If the consortium is international, language and different national legislation form additional barriers.

Links to other concepts Joint procurement could be used as a way to show the providers the demand also in other kinds of services and give them a sufficient business case.

Links to other concepts in WG3 New non-polluting and energy-efficient vehicles: • Policy strategy to deploy private sector AFVs: Joint procurement can be a

part of a policy strategy by lowering the price and increasing the number of available models.

• Biogas in captive fleets: Biogas vehicles benefit from joint procurement lowering the prices.

Links to WG1 New seamless mobility services: • Call-a-bus services: Joint procurement could also work for minibuses.

Links to WG2 Innovative approaches in city logistics: • Space management for urban delivery: All urban deliveries can be carried out

by alternatively propelled vehicles.

• Inner-city night delivery: Joint procurement can lower prices on AFVs for delivery, if combined with WG4 Local taxes or charges, ring fenced for transport, more buyers may be interested to join a procurement consortium.

• Home delivery using locker boxes: Locker boxes are often located at sensitive areas in cities (metro stations, universities, inner city area etc.). For serving these boxes low emission vehicles may be used.

Links to WG4 Innovative demand management strategies: • Transportation Management Associations: TMAs could promote and even be

a driving force when gathering buyers.

Example 1: Joint procurement of Renault Clio (Sweden)

Basic facts In 1992, the then National Board for technology and innovation in Sweden initiated a technology procurement of electric vehicles with the aim to make the manufacturers to develop an electric or electric-hybrid car and a transporter with a range of 10 km. In 1994 a consortium was founded, the specification was ready and a call for tender was launched.



The evaluation showed that only two battery-operated vehicles – Peugeot 106 Electric and Renault Clio Electrique – were suitable. Other offers were not economically viable or did not fulfil the specifications. Peugeot withdraw their offer and negotiations started with Renault. The vehicle did not fulfil the whole specification and Renault offered the individual consortium members to withdraw, which only a few did. A pilot delivery was made to give the consortium possibility to test if the vehicle fulfilled the specifications, which it did at a very close margin. Main delivery was made in 1996 with 150 vehicles to 35 users at a cost that was about three times higher than the petrol version.

Users and stakeholders Cities were the main buyers, though some energy companies and private citizens also bought vehicles.

Technical description Re-charging could be made at any electrical plug, but with the short range, fast re-charging was essential and fast-charging devices had to be developed and installed before the development was finished, which led to many problems. Batteries were the weak point in the vehicles and needed regular change, which showed to be expensive. Rescue personnel needed special education, as conventional fire extinguishing methods may be dangerous if used at electric vehicles.

Implementation set-up As it was a new technology, it was important to include service agreements and a close grid of service locations in the specifications. Some cities implemented free parking for electrical vehicles, which increased the uptake. It showed important to educate the users and inform them on the special features of these vehicles, i.e. mainly the shorter range. This increased the acceptance, though many users did not regard themselves as partners in a pioneer project.

Future prospects About 100 of the totally 200 vehicles that were delivered are still in operation. The experiences of bad performance, high costs and regular need for battery change has made most of the participants reluctant to electric vehicles. The development of batteries is however ongoing and several prototypes with better performance have been exhibited the last years.

Example 2: ZEUS international procurement of electric vehicles (Greece, Denmark, UK, Italy, Sweden)

Basic facts In 1996, seven of the partners in the ZEUS project decided to form a procurement consortium in order to jointly procure electric vehicles. The Cities were Athens and Amaroussion, Greece; Copenhagen, Denmark; Coventry and the London Boroughs of Camden, Southwark and Sutton, UK; Palermo, Italy and Stockholm, Sweden. The aim was to purchase one passenger car and one transporter and to introduce electric vehicles in the UK. Furthermore, drawing from the experiences made in the Renault Clio – procurement, the goals were to:

• Reduce price;

• Put a limit price on spare parts;



• Be able to provide fast-charging device;

• Include maintenance preparedness;

• Sanctions in case of late deliveries;

• Obtain an option transfer mechanism for third parties.

In June 1997, 9 tenders were received, whereof 4 were from France. Several tenders had restrictions and could not fulfil all the requirements. The main difficulties were to provide right-hand steering for the UK market or batteries that could work in cold climate. In the end 2 passenger cars were selected (Fiat 600 Elettra, Peugeot 106 Electrique (UK only)) and one van (Citroën Berlingo Electrique).

In total, the consortium bought 278 vehicles. There was a market introduction in UK. Prices were reduced by 25-50 %. Maintenance & spare part service filled the requirements and there was an option for third part to buy more than150 vehicles.

Users and stakeholders The consortium cities were the main buyers, though other cities and some companies and private citizens in the consortium cities bought another 150 vehicles.

Technical description To solve the problem with short life of batteries, the concept of Battery leasing was developed, which meant that batteries were changed regularly. The Peugeot 106 Electrique and the Citroën Berlingo Electrique were based on proven components and proved to be reliable. The Consortium were the first users of the Fiat 600 Elettra and encountered several minor problems and also some pure defectives.

Implementation set-up All cities were represented by at least one member in the Project group. In addition experts of different fields attended different project meetings. All communication was made in English, but many documents needed translation to be reviewed by experts or lawyers. The consortium partners had different experience of procurement and the political process took different time in the different cities. To procure commonly added purchase strength, which showed in the generous conditions and discounts. However, the car industry was not used to this kind of specifications and some suppliers showed resistance to adapt to the contract format. The technology was yet not mature and it was essential to have access to a fast and reliable maintenance and service net.

Future prospects The development of batteries is ongoing and several prototypes with better performance have been exhibited the last years.

Example 3: Swedish Ford Focus FFV procurement (Sweden)

Basic facts



In 1998 City of Stockholm realised that it would not be possible to reach the objective of 5 % market share by electric and biogas vehicles only and initiated a common procurement of an ethanol flexifuel5 vehicle as a way to introduce this vehicle type on the Swedish market. A pilot study was made to scan the interest of this kind of vehicle and what size would be suitable for most potential buyers. After a year, a specification and an initial consortium was ready and contacts were made with the vehicle manufacturers. Volvo and Ford showed interest but in the end of the day only Ford remained interested, in spite of additional contacts with French manufacturers that had shown interest in other types of AFVs. In late 1999 Ford Europe put a condition that the consortium should buy 4 000 units if Ford should deliver. This was based on the development costs and Ford regarded such an interest unlikely. After another year of campaigning it was possible to gather 3 000 interested buyers. Ford accepted this as sufficient and in November 2001 Ford started to sell the Focus FFV (Flexi Fuel Vehicle) at the same price as the petrol version. In the beginning Ford also offered additional 500 € discount on the FFV version. After some initial delivery problems, the Focus FFV has advanced to the 6th most sold car in Sweden, due to aggressive marketing and public incentives. The infrastructure is developing and the 14 000 cars operate to 64 % on E856. The Focus’ success has made the competitors SAAB and Volvo to launch own FFV-models, which will be available in 2005. Together with other AFV-models these vehicles are estimated to reach more than 5 % of the car selling in 2005.

Users and stakeholders The consortium was mainly made up of cities and to a small extent of private companies, national bodies, NGOs and individuals. A few fuel companies started the development of infrastructure and most of the other companies have followed suite. Presently, the main buyers are private citizens and private companies. Inquiries indicates that the reasons are a combination of environmental concern and economical incentives. Most buyers seem to be willing to improve environment, if it does not cost too much.

Technical description The innovative aspect of Focus FFV is that the very same technology that analyses the exhaust fumes in conventional vehicles, is used to control the fuel injection, which needs to be slightly different depending on the actual mix of ethanol-petrol. This makes the flexibility cheaper than former technologies and keeps the emissions low. The car is however not optimised for dedicated ethanol use and consumes hence somewhat more ethanol than necessary. Since the introduction, Ford has refined the control to further bring down the consumption and has upgraded the vehicles at the service occasions. The development of this technology is a direct result of the procurement and the specifications made on flexibility and emission standards.

Implementation set-up A project organisation, including steering group, management team, reference group and a customer group was set up in an early stage and a person with good knowledge of vehicles was employed to run the project.

5 An ethanol flexifuel vehicle can operate on all possible mixes of ethanol and petrol. Hence a fully developed infrastructure is not necessary. 6 E85 is 85 % ethanol blended with 15 % petrol. The petrol is used to improve cold start conditions in cars. Buses run on E95 (95 % ethanol).



A close co-operation with other cities was necessary in order to gather so many interested buyers. In the second phase, campaigns, advertisements and nation-wide tours were made together with the national Ford agency. A political debacle started when the promotion went too ambitious for the politicians. A public body needs to be neutral and should not promote one company before another. A more modest promotion, not directed towards the public could however be accepted. Ford Focus is regarded a smaller medium-sized car in Sweden. The big bulk of cars (70 % of all new cars) are however bought as “Private-company cars”, i.e. cars that are paid by company and used as company cars but designated for a single person and possible to use also privately. This group of buyers prefers bigger cars than the Ford Focus, e.g. SAAB 9-5 and Volvo V70.

Future prospects As both SAAB and Volvo are entering the ethanol car market at prices that almost equal petrol cars and there are a large amount of gas car models available, there is no present need for yet another joint procurement of cars. There is still a need for more models of ethanol buses. An international joint procurement has recently started with the aim to achieve at least one competitor to the single manufacturer Scania. Also the amount of transporter models is rather small, but no one is willing to take the initiative for a joint procurement at the moment, but prefer to wait and see if other incentives will increase the demand sufficiently to make manufacturers to introduce the already available models.

Similar examples Trendsetter procurement of biogas and electric-hybrid vehicles. Joining 46 cities reduced costs with up to 15 % and speeded up the introduction of the Toyota Prius in Sweden.



2.4 WG4 – Innovative demand management strategies Several urgent challenges are to be addressed and especially in the transport sector where experience shows an increasing need for mobility (an average increase of 2.7% per year for goods transport and of 1.7% per year for passenger transport – Statistical pocketbook 2004 published by DG TREN), a clear physical limitation of road capacity to welcome new vehicles and the negative impact of motorised transport on the environment. The economies become more and more global. The main trends that should be mentioned here are urban sprawl and inefficient land use planning. Yet mobility is a precious gift that needed to be preserved as a guaranty to participation in society, to access to jobs, to decision making processes and to cultural activities. At the same time, we need to safeguard the quality of the environment and the economic competitiveness. This task requires creative and innovative solutions that cannot only rely on ‘hardware’ approaches such as building new roads, providing more public transport or introducing new technologies. Besides these hardware solutions, it is crucial to introduce measures that focus on people’s behaviour, using pull measures (trying to encourage them to modify their travel patterns and making new travel modes attractive for them) and push measure (restriction and pricing). This working group will focus its work on Mobility Management, which is an innovative approach to tackling local and regional transport problems through a set of tools based on information, communication, organisation and coordination. A key message is that improvements in services and better access should be better advertised and more information on new and sustainable modes of transportation should be disseminated. While looking at the different pillars of Mobility Management, the panel of experts invited to the first working group meeting, identified three new and innovative concepts that could be valuable to analyse and mainstream across Europe. Further explanation on how the concepts were identified can be found in the Minutes of the first working group meeting and in the following sections:

• Transportation Management Associations: Permanent (non-profit) organisations assigned with the provision of transportation services, tailor-made advices and information on efficient use of transportation and parking resources for transport generating actors.

• Local taxes or charges, ring fenced for transport: Elaboration of an innovative pricing strategy enforced through local actions and that encourages citizens to use sustainable modes of transportation.

• City-wide campaigns using Marketing and Branding: Branding of an integrated transport system through different communication and marketing tools and that covers the whole city or conurbation.

The following examples have been selected as representative for these concepts:


WG 4 Innovative demand management strategies Concepts Examples

Ride On (USA) Commuter Challenge Program (USA)


Smart Commute Association of Black Creek (Canada)

Workplace Parking Levy (UK) Metro Tax (Austria)

Local taxes or charges, ring fenced for transport

Versements Transport (France)



Big Wheel Campaign (UK)

Good Going (UK)

City-wide Campaigns using Marketing and Branding

Antwerken - Belgium

The context for Innovative demand management strategies Mobility Management is “a demand-oriented approach to passenger and freight transport that involves new partnerships and set of tools to support and encourage change of attitude and behaviour towards sustainable modes of transport” (Project Momentum, January 1999). This approach finds its origins in US practices in the late 80’s and was first introduced in Europe in the beginning of the 1990’s. It is thus a relatively new approach and some politicians still remain more in favour of ‘hardware’ measures to solve transport-related problems in the short-term. There is an urgent need to make people aware of longer term strategies to solve the transport challenges. The adoption of a more market-oriented philosophy and of a family of services concept can be further extended by recommending a "mobility management" strategic approach. Mobility Management provides a sustainable community with alternatives to driving alone in a car, and allow these options to be widely advertised and available for everyone. Coordination between multiple public and private operators, and service providers, will be increasingly critical to meet the needs of the whole population, especially the elderly and disabled. The concept of coordination will also allow the perfect implementation of a wide and integrated transport strategy accepted and available to everyone. Mobility Management represents an adequate way to identifying the various customer target groups and develop specific offers together with the appropriate operators. It provides information on how to move, shop, and deliver goods without privately owned cars.

Macro Trends

Cities are involved in achieving a competitive Europe (economic) European cities and metropolitan regions represent the major source of economic potential and employment opportunities in the European Union. Cities play a crucial role in terms of driving economic growth and job creation, as they are major centres of industry, commerce, knowledge, skills and human capital, bringing important benefits to other governance spheres. While fulfilling their role as drivers of Europe’s economy, cities also need to provide citizens with a good quality of life, with respect for the environment and social pillars, thereby creating the conditions for sustainable economic growth.

Europe works towards achieving sustainable economic growth that also respects the environment and finding the link between economic growth and increased environmental costs, especially in terms of pollution, traffic congestion, and the greater consumption of energy and other natural resources. Cities and their local governments play a key role in addressing these challenges, as they provide the framework for the development and implementation of effective solutions to these long-term challenges.

As local and regional authorities need to be competitive, accessibility and transport are a crucial factor to take into consideration. The transport sector itself is subject to an extensive competition, we could here mention the existence of the European Market for Public Transport Provider, parking accommodation and ICT technologies.

Financial aspects (economic) & policy priorities with regard to transport issues (political) Growing congestion, as an outcome of increased car ownership and use is certainly a public concern, but its impact is not uniform within and across regions. These impacts have thus not reached levels in the whole of the EU that would lead to public acceptance of major policy pricing measures such as congestion charging, massive increases in fuel taxes, severe car-constraining regulations and new regional institutions, as advocated by various economists,



environmentalists and/or sustainable transport professionals. As a result, the debate over the impacts of congestion and how to address it is likely to be long and difficult. “Soft” measures are often cheaper to implement than “hardware” measures and they allow for a direct economic return for actors.

The methodology and type of measures that mobility management provides makes it possible to address societal issues that cannot be solved by a ‘classical’ traffic engineering approach: to attract skilled workers, to mobilise the ageing society, to guarantee the autonomous mobility of young people and children.

Changing lifestyle (social) Private vehicles are often the main transport mode in urban areas. Some experts believe that at some point there will be a saturation of car ownership rates. The proportion of households without access to a vehicle has been in continuous decline, however still considered as quite substantial, and the car-dependency is increasingly growing.

The forces that impel personal vehicle use for commuting continue, and include: growing access to cars, continued dispersion of jobs and population to the suburbs and beyond, continued pressures of time on multi-worker households, and continued low levels of vehicle operating and ownership costs.

The modal choice of single occupant vehicle for commuting continues to increase. This is a direct consequence of a lack of comprehensive measures directly targeting the population on their impact on the environment through their transport modes and of personalised information on possible travel choices. As regards leisure journeys, some examples in European urban areas show that high levels in public transport use for the purpose of commuting during the week are compensated by an increased car use for leisure purposes.

Growing emphasis on safety and security (social) Promoting sustainable ways of travelling is directly linked with the safety and security of the sustainable transport modes. High standards of personal safety contribute to a large extent to the acceptance of such travel modes.

A high risk of being involved in road accidents as well as the fear of crime and violence in public transport may cause a rise of car use. To promote independent mobility and enable people to walk, cycle or use public transport modes, high standards of personal safety are fundamental. This is an issue that particularly concerns certain demographic groups:

• The elderly: vulnerable road users (in all modal categories) and sensitive for subjective feelings of insecurity.

• Children: vulnerable road users as well and subject to lack of autonomous trips due to subjective feelings of insecurity perceived by parents.

Education (social) In general, the objective of Mobility Management measures is to educate people and lead them towards a more sustainable mobility. Awareness raising campaigns aim at drawing people's attention to the adverse impacts of traffic, to the existence of sustainable modes and their potential to fulfil individual mobility needs.

There is still a lack of comprehensive information on sustainable transport modes as well as a lack of adequate information for families, especially with children. The journeys undertaken by families with children represent a big percentage of local transport. There is an urgent need to fill this gap by addressing specific target groups such as children, teenagers or commuters, and informing them of the travel options best suited for them. In this particular task, schools but also companies and public transport operators represent essential target groups.



A strong focus can be placed on social marketing to promote alternatives to car use. "Social marketing" stands for a bundle of methods to develop tailor-made mobility concepts.

Another theme that is of importance in this regard is Life Long Learning (LLL). The aims of the established LLL educational model in the EU are to teach citizens to adapt to a changing society and an evolving (economical and ecological) environment. It is clear that mobility is one of the topics that can be addressed in this regard. Next to this, experience proves that the provision of new mobility services, often labour intensive, can go together with the creation of new jobs and on the job trainings.

Urban sprawl (urban structure) The implication of this trend is significant to the transport system since the journey to work by commuters is one of the core factors influencing the system. The growth of both population and job concentration in the suburbs lead to an increase in the demand for suburb-to-city or suburb-to-suburb travel by commuters, which is a market that is difficult for public transport to serve.

Commuters need to receive comprehensive information on the best way to enter the city, highlighting the potential travel modes, the interconnections between modes as well as the clear impact their travels will have on congestion. The attractiveness of the information presented represent a key element for appealing to commuters and clearly putting forward transport opportunities according to geographical boundaries and social matters (prizes, accessibility etc).

Increasing number of interested actors (social) The majority of European cities and regions still experience an ongoing rise in car usage resulting in the twin problems of environmental impacts of congestion and physical impacts of new highway construction. The different stakeholders in the community: local and regional authorities, site owners or managers, public transport companies, event organisers, commercial interest groups, trade unions, environmental associations, user groups and community group, are aware of these problems and are ready to hear and discuss new potential solutions, providing it does respond to their mobility needs.

State of transport technology (technology) Cars become more and more affordable and reliable for citizens. It represents a flexible and comfortable way to move within the urban areas. Car manufacturers have to comply with several national and European regulations as regards the pollution level of their vehicles and many improvements have been made. It is clear that in the short run really innovative automotive technologies will not be available for the broad public. However, the new generation of diesel cars have become less polluting and the new generation diesel injection systems for these cars has the potential to reduce pollution emissions by up to 20% while reducing fuel consumption by 3%. The issue of hydrogen powered transport is also being analysed and new hybrid cars developed. All these technological improvements comfort citizens in their modal choices. And even though pollution should drop thanks to the new technology used, the increase of cars on the roads reverses this tendency.

Driving Forces

Improving everyone’s environment & health (environmental) The environmental consequences of vehicle travel and dependency include the degradation of air quality, greenhouse gas emissions, increased threat for global climate change etc. Transport is a significant source of greenhouse gas emissions. The accumulation of greenhouse gases in the atmosphere is widely associated with changes in global climate that could raise sea level and increase the frequency and severity of extreme weather events



worldwide. Although motor vehicle emissions of most air pollutants have declined since 1970 due to improved technologies and cleaner fuels, increasing number of kilometres travelled growth threatens to reverse this trend.

People are more and more aware of environmental problems linked to their travel behaviours, even though actions to prevent the damages are often insufficient. Every press articles on environment reviews picture our current mobility as damaging for the environment. The message of need to actively undertake actions to protect this environment has come through but opportunities and ways of actions still remain unpopular or badly advertised, even though citizens claim for a more liveable city and a higher quality of the environment and health. These claims represent a real driving force.

Environmental and Transport Policy frameworks (political) Environmental and transport policy frameworks can shape the way towards a more sustainable world. However, the actual impact that comes from these policies mustn’t be overestimated, and even with strict EU requirements the changes are still very limited. Nevertheless, these frameworks represent a clear and valuable driver for changes in the field of sustainable transport and mobility.

The future Thematic Strategy on the Urban Environment (prepared in the European Commission’s Communication: Towards a Thematic Strategy for the Urban Environment) COM (2004)/60 final) paves the way for urban transport plans, which might potentially become compulsory. The Thematic Strategy on Air Quality determines limit values for pollution. The Member States can freely choose their action plan on how to reach and respect these limit values. However, as the pollution is mainly originated from transport activities, it is easy to believe that actions in this field will be implemented.

The entry into force of the Kyoto Protocol represents a key opportunity. It will not only prevent deaths related to climate change by reducing greenhouse gas emissions but also prompt integrated action in other sectors such as transport, thus reducing the large burden of associated diseases. With this Protocol, industrialised countries are to cut their combined emissions of six major greenhouse gases, including CO2 which is the largest contributor to climate change. As transport is the fastest growing source of fossil fuel CO2 emissions, current transport policies might get adapted or even strengthened.

Marketing strategies (economic) New and innovative ways to advertise and communicate are available. In order to maximise the use of transport services, users need information that enable them to make informed choices as to which transport modes to choose. The most popular marketing strategies used these days are Internet and electronic news. They are valuable tools that allow a large distribution of the news but cannot cover the whole potential market. The intensive communication and brand management of car industries did so far not initiate a comparable approach nor in methodologies nor use of resources from the side of the providers of alternatives for the use or ownership of private cars.

Cost efficiency and pricing measures (economic) Cost efficiency can be a driver for the individual travel behaviour (finding the cheapest way to move around) but also for the transport system as a whole. On the macro, meso and micro level, pricing measures are put in place to increase the cost efficiency of the transport system.

On the macro scale, the EU has committed to an increasing transport efficiency of the EU economy, i.e. positively decoupling the transport growth (ton kilometres or passenger kilometres) from the economic (i.c. GDP) growth. In the Transport White Paper 2010, the EU has recognised that there is a systemic distortion of transport costs. Mostly air and road transport modes are visibly favoured by a lack of internalisation of ecological, social and



economic costs. The EU also committed itself to solve this issue by developing both framework and punctual legislation.

At the local level, there is a readiness from authorities to take measure in order to discourage people to use private vehicles through pricing measures such as congestion charging or paid parking. There is however a tendency in this internalisation of external costs to mainly stick to the ‘user pays principle’. The approach is rarely developing following the ‘polluter pays principle’. Road users are thus asked to pay for the occupancy of parking or road space, independently from the external costs or harm they cause. The level of pollution, size of vehicle, contribution to congestion (relative to time and location of road use) are seldom thoroughly calculated into the actual congestion charge or parking fee.

Importance of Social Inclusion and Accessibility of public services (social and political) A sustainable city should be accessible to anyone and welcomes everyone. As a result, public authorities as well as private operators need to take specific needs of citizens into account and offer transport solutions adapted to these needs. The city then contributes to social inclusion and to getting all mobility services accessible.

Mobility Management is about getting people where they need to go (jobs, hospitals etc) and there is a clear need for personalised information on timetables and advice on best travel mode for each category of people. There is an increasing need for efficient and user-friendly information on public transport or other sustainable modes of transport such as car-sharing or car-pooling services.

Platforms for exchange of experiences (organisational) Discussion platforms such as EPOMM (European Platform on Mobility Management) provide a valuable contribution to the Mobility Management cause.


Lack of financial resources at local level (economic) Local authorities often suffer from budgetary constraints and need to prioritize their work. Demand management solutions to transport challenges are often not considered as a priority.

Cost-competitiveness of private vehicles (economic) The private car remains a relatively cost-competitive mode, offering a high perceived level of comfort, flexibility and security. More and more people can afford to own at least one car. The daily journeys are becoming more and more complex with the need to reach different workplaces and schools. Cars can offer the flexibility and freedom needed. This is one of the reasons why cars are considered by the public as a cost-competitive transport mode. This is without taking into account the high societal costs of cars.

Lack of public acceptance and behavioural changes (social) People consider public roads as being freely available; therefore there will be a strong emotional resistance to any attempt to limit their mobility and use of favourite modal choices. In some cases, despite the considerable negative impact on the environment, cars can be a convenient mode of transport – for instance where public transport systems are inexistent or inefficient. But in many other cases, cars are overused as around 50% of car trips cover less than 2 km and the average occupation rate is of 1.2 people per car (SMILE, January 2004). The Mobility Management measures put forward need to be of clear benefit for citizens and show them the benefits gained from adopting more sustainable transport modes.



Next to that, research has proven that elected decision makers often underestimate the willingness of their voters to accept perceived drastic or bold measures. Politicians therefore would act too carefully, taking into account a virtual or imaginary public opinion.

Governance (institutional) On the governance side, two barriers deserve to be mentioned: continuous subsidiarity issues and the subordination of transport policy to other policy sectors.

If there is an interest in transport demand management measures in transport policy, competence is mostly put at the local level, leaving to the regional or national level the task of capacity development, funding or knowledge exchange. This creates opportunities for cities that want to go ahead. They are not subject to a common denominator approach. On the other side, an inactive subsidiarity provides cities that are behind in developing innovative solutions in the field of mobility, with an excellent excuse to lag behind.

The general feeling in local authorities is that transport demand management is another extra task that is delegated to the local level, without receiving accompanying funding, legal and regulatory competences (e.g. in parking) nor opportunities for capacity building.

A barrier to a rational approach to transport problems is the fact that even a sector with a strong economical impact as transport, is subordinate to other policies such as land use planning and economic development.

Lack of efficient Public-Private Partnerships (institutional) This term refers to any collaboration between public bodies, such as local authorities, and private companies. It is usually considered as a pre-requisite to improve and secure a city’s public services, including transportation services within a city and its outskirts. Local authorities have come to realise that the problems that they are facing, cannot be resolved with public actions alone. Public-Private Partnerships (PPPs) can bring added-value in relation to a wide range of local services, such as urban transport, waste and water management, urban regeneration, schools and sport facilities. The use of these partnerships can offer a valuable means to introduce funding, know-how and working methods from the private sector into the public sector. The funding alternatives that these partnerships can represent, is of great interest for the public sector that often faces budgetary problems to finance mobility measures. The primary aims of PPPs will be to improve the level of quality services provided to the citizens as well as to make these services more cost-efficient. For the moment, there is a clear lack of efficient PPPs and cities cannot solve and improve the urban local transport services by themselves. Partnerships with powerful businesses help achieving the goals set in the transport field. This lack of partnerships constitutes a barrier to any attempt for changing behavioural changes.

The concept of Corporate Social Responsibility (CSR) highlights the voluntary role of business in contributing to a better society and a cleaner environment beyond its financial and commercial commitments. This concept is of increasing importance within the private sector and more and more companies intend on demonstrating their successfulness dealing with CSR issues. A Public-Private Partnership can fall under a private body’s strategy to further promote their CSR actions.

2.4.1 Concept 1: Transportation Management Associations (TMAs) Transportation Management Associations (TMAs) are non-profit, public/private partnerships that have been established to form partnerships with businesses and local government in order to provide commuter information and services. They are organised groups that apply selected approaches to facilitating the movement of people and goods within an area. TMAs also provide traffic demand management assistance and give a voice in transport decision-making, including carpooling and public transport services. They also offer public-private



forums on transport planning, financing and implementation of alternatives to commuting alone. The solutions provided by TMAs include increased use of public transport, alternative fuels vehicles, bicycle projects, employer financial incentives, parking cash-out, car sharing or pooling and telework (telecommuting).

TMA schemes can mainly be found in the United States and Canada. They can be distinguished by the following main features:

• Financing and Institutional set-up: TMAs fall into two groups, those that have developed large and stable sources of funding and those that have not. In the first group are TMAs that receive significant funding from government agencies or/and private sources (primarily commercial/residential land developer). Stable and significant funding is a strong component of success, because it enables the TMA to implement programs and services that can have a noticeable influence on travellers' choice of modes. Without significant funding, the TMA can offer little to travellers.

• Services provided: Services can range from shuttle services and facilities to the organisation of workshops. TMAs vary dramatically from area to area, in response to local conditions. In some areas and states, TMAs serve traveller information functions that are provided in other areas/states by a regional (often government) organisation. Some TMAs operate public transport services while in other areas, these services are provided solely by a regional or local transport agency. In other areas, TMAs serve primarily as advocates for sustainable land use or business development. Thus, it is important to examine the TMA in its geographic and transportation context.

• Target groups: TMAs can either target the whole local community or focus their activities on offering specific information to businesses.

The examples chosen for this concepts show these features. The working group on demand-management, however, would like to keep the list of examples open as many other examples were presented and further in-depth analysis might show that they would fit as well under this section.

Justification of selection The experts identified Travel Planning as a core issue to take into consideration for the elaboration of efficient demand management strategies. Within this issue, the working group identified the following concepts:

• TMAs;

• Residential, events and leisure travel planning;

• Commuter related incentives and rewards schemes.

After a thorough assessment of these concepts, using the set of criteria defined for NICHES, the WG leader finally selected the concept of TMA due to the following reasons:

• It fits the need of local travellers for more information and integrated transport services;

• It is highly innovative as no experiences of TMA could be collected in Europe and has the potential to be mainstreamed in many countries;

• No other channels of distribution and promotion could be identified for the establishment of TMA in Europe;

• Such TMA represents a clear added-value for achieving sustainable urban transport.



The institutionalisation of travel planning through TMAs is key for the research work and it was agreed that current EU experiences with mobility centres could be used as a solid base to further elaborate these types of organisations toward the broader TMA concept.

Indeed, the concept of TMAs can be related to the Mobility Centres that were developed during the last years in Europe. A Mobility Centre is an operating unit for mobility services at the urban or regional levels. It serves as a focus for achieving the objectives of mobility management by providing services relating to all types of transport, information on transport modes, sales and reservation of public transport tickets, car sharing information etc.

However, the Mobility Centres only respond to the information side of the problem and do not offer customised transport services as the TMAs do. This is the reason why the concept of TMA has been identified as innovative. TMAs are not widely spread across Europe so the examples selected within the framework of this concept are originated from America.

TMA ensures well-coordinated commuter trips, encouraging individuals to adopt sustainable transport modes that respond to their own mobility needs in a flexible way. They can have a strong impact on behavioural changes and can contribute to reducing car ownership and ride.

Context

Background information TMAs provide an institutional framework for travel demand management programmes and services. They are cost effective programmes that provide commute trip reduction services to all interested businesses. They are usually run by members.

TMAs can provide a variety of services such as: Access Management, Commute trip reduction, Commuter financial incentives, Flexitime support, Freight transport management, Guaranteed Ride Home services, Marketing and Promotion, Parking management, Pedestrian and bicycle planning, Rideshare matching and Carpool coordination, Shared parking coordination, Shuttle services, Special event transport management, Telework support, Tourist transport management, Transit improvements, Transportation Access Guides.

Provision of information about all forms of sustainable transport: timetables, fares for public transport, walking and cycling routes and facilities, information on car-sharing etc as well of advice or custom made answers to specific transport questions are the ‘core’ services of Mobility Management. TMAs go way beyond this and offer a comprehensive coordination platform for its members.

Implementation Regional or local governments, chambers of commerce or management of a major facility (such as a hospital or a mall) can help create a TMA and provide first funding for the launch of the association. After this first investment, TMAs will be funded through membership fees. The reason behind the establishment of a TMA could be to mitigate local congestion and parking problems.

The main barriers of implementation of such associations are the lack of support amongst stakeholders, and often the perception that short-term benefits are small if there is no immediate parking or traffic congestion problem.

Travel impacts TMAs provide an institutional structure to deliver various transport demand management strategies. According to a study elaborated in 1996 by the TDM Resource Centre, TMA can



reduce 6-7% of total commute trips if implemented alone and significantly more if implemented simultaneously with other transport measures.

Benefits and costs TMAs provide an adequate platform to disseminate the benefits of new transport modes and convince people of their utility. It also provides financial savings to businesses and employees thanks to the provision of services at the same cost for everyone; reduce traffic congestion, parking problems and pollution emissions. They are an important strategy for creating more efficient land use patterns. As TMA counts businesses as members as well, they somehow contribute to the economic competitiveness of the companies and to the well-being of their employees.

Everyone can benefit from a TMA. The developers create more attractive and accessible facilities, the property managers reduce their parking constraints, the employers increase recruitment and retention opportunities, and commuters save money and reduce their stress.

Social Equity Most services provided by TMAs are available to all members and contribute to improving basic mobility and increase affordable and personalised transport choices.

Links to other concepts TMAs constitute an important asset and good complement to other transport solutions. They represent an important strategy for creating more efficient travel behaviour and promoting new transport alternatives as they not only provide a broad dissemination and promotion of the new concepts developed but also often act as operators for these new services. TMAs efficiently contribute to public acceptance and use of any new device.

In this respect, it is clear that links can be created with other concepts:

Links to other concepts in WG4 Innovative demand management strategies: • Local taxes or charges, ring fenced for transport: These taxes or charges can

be the adequate instruments to develop a permanent funding structure for a TMA.

• City-wide campaigns using Marketing and Branding: TMAs represent the ideal place to promote or launch a city-wide campaign in close collaboration with local authorities and businesses.

Links to WG1 New seamless mobility services: • Urban Lift Sharing: TMAs provide commuter information and services. Urban

lift sharing could be added as one of these services or could be promoted as travel mode.

• Public Bicycles: TMAs’ activities include pedestrian and bicycle planning. Their aim is to promote sustainable modes of transport such as walking, cycling, skating etc. There are many ways to improve and promote non-motorized transport and Public Bicycle could be one of the means to achieve this.

• Call-a-bus services: TMAs can play a role in promoting such a service or even be its operator. TMAs are indeed involved in shuttle services that include a variety of transport services such as small buses or vans to provide public mobility.

Links to WG2 Innovative approaches in city logistics:



• Home delivery using locker boxes: Information on home delivery possibilities can be provided via a TMA, which can also act as pick up point.

Links to WG3 New non-polluting and energy efficient vehicles: • Policy Strategy to deploy private sector AFVs: Local authorities are

encouraged to implement a long-term clean vehicle strategy at local level. In order for this strategy to be successful, it is important to present these clean vehicles as competitive and interesting alternatives. TMAs can help foster public acceptance through its marketing and promotion services. At the same time, TMAs could use clean vehicles while providing shuttle services. Thanks to its privileged contacts with business, TMAs can address this issue and promote the competitiveness of clean commercial vehicles.

• Joint procurement of AFVs: TMAs could undertake surveys targeted at users and potential users of alternative modes to determine preferences, knowledge, barriers and opportunities for changing travel behaviour. TMAs could serve as a driving force for gathering interested buyers.

Example 1: Ride On

Basic facts Ride On is an American non-profit transportation cooperative financed through membership fees and fares for services provided.

Ride On provides a variety of services such as:

• Shuttle bus services to regional transportation terminals;

• Shuttle services for children and patients;

• Special event transportation;

• Lunchtime shuttle;

• Employee Transportation Coordinator;

• Transportation information and referral;

• Commuter baseline survey;

• Guaranteed / Emergency Ride Home.

Users and stakeholders The following organisations joined the TMA and used the pooled resources of the community:

Cal Poly, Cuesta College, Morro Bay HarborFest, Quality Suites, County of San Luis Obispo, French Hospital Medical Centre, San Luis Council of Governments, La Cuesta Motor Inn, San Luis Obispo County Air Pollution Control District, Transportation Choices Program.

The services are targeted at commuters, companies and people with special needs.

Implementation set-up First funds were given by the Caltrans District 5 and the opening of the TMA was supported by the San Louis Obispo Regional Rideshare. Stable and significant funding is a strong component of success, because it enables the TMA to implement programs and services that can have a noticeable influence on travellers' choice of modes. Without significant funding, the TMA can offer little to travellers. The main aim of the establishment of the TMA was to help ease congestion, prevent air pollution and build a transport network in San Luis Obispo.



Ride-On has a fleet of more than 36 vans, buses and wheelchair lift-equipped vehicles. Each service is carefully planned before implementation. The TMA Steering Committee assesses the progress of each product and modifies the services to make them user friendly. Ineffective services are eliminated to make funding available for the services, which the community is using on a regular basis.

The TMA and Ride-On's Social Service Transportation share vehicles, drivers and operation facilities to keep costs down. All Ride-On vehicles are equipped with two-way radios and are in contact with a central dispatcher from 6 am to 6 pm Monday through Friday and 7 am to 3 pm on Saturdays. Evening and weekend programs are pre-booked, so no dispatching is necessary. Call America has assisted Ride-On in establishing an automated phone system, which allows callers to schedule rides or seek information 24 hours a day, seven days a week.

Example 2: Commuter Challenge Program

Basic facts Commuter Challenge is a non-profit organisation that provides business leaders with expertise and support to create innovative solutions that reduce commute trips, while recognising business needs and improving quality of life in the Puget Sound region. It collaborates with the Economic Development Council of Seattle and King County, and various city and state agencies.

It proposes the following services:

• Employer Recognition. The Commuter Challenge recognition program pays close attention to the worksites that achieved progress towards the Commute Trip Reduction (CTR) goals in Single Occupancy Vehicle reduction.

• Policy Shaping Opportunities. Employers are kept informed of opportunities to discuss on proposed policies and legislation at local, state and national levels that will help them to reduce commute trips.

• Workshops/Forums/Committees. Throughout the year, Commuter Challenge invites business representatives to participate in various workshops, forums and committees to address the congestion issues in their region.

• Regional Smart Commute Program. This program provides incentives to employees at worksites not affected by the state CTR law. Participants must commit themselves to using an alternative commute mode for at least thirteen days over a three-month introductory period in order to qualify for cash incentives.

• Community College CTR Initiative. Commuter Challenge will work with thirteen of the region's community colleges to identify and implement creative programs for reducing commute trips of students.

• Work Options. Employers with real estate space needs, employee recruitment and retention challenges, parking problems, or the need to develop emergency contingency plans are invited to use Commuter Challenge's resources on compressed work schedules, flexitime and telework.

• Educational Materials. Commuter Challenge publishes a bi-monthly newsletter, The Pacesetter, which is available both electronically and in hard copy. The organization also maintains a web site.

Users and stakeholders Commuter Challenge is a non-profit organisation affiliated with:



• City of Seattle (works with the Economic Development Council of Seattle and King County);

• East King County cities of Bellevue, Issaquah, Kirkland, Mercer Island, and Redmond;

• Economic Development Council of Seattle & King County;

• King County;

• Puget Sound Clean Air Agency;

• South King County cities of Algona, Burien, Des Moines, Enumclaw, Federal Way, Kent, SeaTac and Tukwila;

• Washington State Department of Transportation.

The services proposed by Commuter Challenge Program are used by diverse businesses, colleges and the commuters of the region.

Implementation set-up Only little information could be collected at this stage. The example will be further examined in the next work steps of NICHES to fill the information gaps.

Example 3: Smart Commute Association of Black Creek

Basic facts Smart Commute Association of Black Creek (SC-BC’s) is a private, non-profit membership organisation located in the Black Creek area, north of Toronto, which includes major manufacturing facilities and York University. This area has more than 150,000 employees who currently generate over 62,000 car commuting trips every working day. It is supported by the local chamber of commerce, individual employers, as well as local, regional, provincial and federal governments. It was established in 2000.

Its goals are to reduce local traffic congestion, parking costs and pollution emissions. The association actively promotes improved transit service and cycling facility improvements. It provides the following transport services:

• Transit promotion;

• Ride-sharing improvements and encouragement;

• Cycling improvements and encouragement;

• Walking improvements and encouragement;

• Shuttle services;

• Parking Management;

• Guaranteed ride home;

• Website and brochures;

• Commuter contests.

Users and stakeholders SC-BC's (formerly BCRTMA) partners are a diverse group of both private and public sector organisations supporting the SC-BC's work. They include representation from municipal, regional, provincial, and federal agencies. Services are used by local travellers, multimodal users and tourists.



Implementation set-up The most important part of their mandate is to work with individual member organisations to develop and implement effective transportation management solutions. They seek ways for reducing congestion and improving air quality while realising dividends of their own.

They continually expand group of formal programs and services to draw on, including:

• Black Creek Carpool: a web-based matching service (see our carpool page) to help commuters find a carpool partner, thereby reducing the number of single-occupant trips.

• Guaranteed Ride Home: a service which ensures that employees who car/vanpool, take transit, bike or walk to work can get home in an emergency.

They use their transport management expertise to assist with the development of customized solutions, such as: Shuttle service, Vanpooling, Parking management.

Once an organisation becomes a member, the TMA helps it launch and implement a commuter program. They organise special events to inform commuters about different travel options and provide a Guaranteed Ride Home Program. To ensure programs are a success, they continue to monitor their progress and provide consulting services as required.

In addition to being recognised as good corporate citizens, TMA members both here and across North America have experienced real direct benefits: lowered operating costs, expanded labour pool, reduced absenteeism.

Similar example: Mobility Centres such as MobilZentral in Graz A Mobility Centre is the operating unit at the urban or regional level, where mobility services are initiated, organised and provided. The establishment of a Mobility Centre is an important milestone for Mobility Management and two basics for this concept can be put forward:

• A multi-modal approach in the provision of services, and

• An individual access for the public via personal visit, phone, fax, e-mail, information terminals or online services.

A Mobility Centre serves as a platform, a place for communication and exchange of information on how best to go around the city and its outskirts. Its presence promotes and encourages the use of public services, facilitating access to tickets and information on the integrated transport system available.

The structure of a Mobility Centre varies according to needs and resources. It can be organised and financed by transport providers or jointly with local authorities and private initiatives. The aims of the Mobility Centre are to serve the local travellers in an adequate and detailed manner by providing them with information and offering a quick reservation services. The Mobility Centres can be seen as a basis for establishing a TMA.

Further information on Mobility Centres can be found in the outputs from two European projects: MOST and MOMENTUM.

See fact sheet in annex (chapter 4.3) for more details..

2.4.2 Concept 2: Local taxes or charges, ring fenced for transport The concept refers to the introduction of taxes or charges at local level that aim at benefiting the urban transport system as a whole. They differ from traditional taxes or charges as it is given that all revenues collected through these taxes are directly reinvested into the local transport system in order to improve it. The introduction of these taxes or charges can be enabled by national legislation but the decision to take action lies with local governments.



European cities are currently facing decentralisation and advanced subsidiarity in the field of transport policy. The European, national and regional authorities set the legal and regulatory framework in which local authorities should operate. Cities themselves have to develop expertise, management structures and strategic and operational plans. The decentralisation of transport policy brings several greater challenges along. One of the greater challenges is the financial aspect of re-conversion of current urban transport into a more sustainable, environment friendly and social inclusive mobility system. In some cases, national and regional authorities are well aware of the fact that decentralisation can only work if the local authorities can solve these budgetary issues. Some of them created the legal possibility for local authorities to develop systems of local taxes to generate money to invest or consume in transport schemes, such as investments in public transport, infrastructure or other transport services. In absence or expectation of a EU framework on pricing of the use of infrastructures, as announced in the White Paper European Transport Policy for 2010: time to decide and taken up in several Council conclusions, local authorities have decided to develop smart, simple, easy applicable systems that bring the cost of transport more in line with reality. Several examples of such local taxes or charges can be found in Europe such as the well-known Congestion charging scheme of London or the lesser known Workplace Parking Levy. The taxes or charges can be distinguished by the following main features:

• Funding: the amount collected can be a fixed amount, part of each individual tax declaration or can be calculated according to special criteria and use.

• Institutional set-up: the taxes might have to be approved by an upper governance level before being put into place. Several criteria might also need to be fulfilled before the local authority can start collecting and using the funds.

• Activities or persons concerned: the local authority can tax several activities or persons and exempt other from paying such tax such as for example; bus, bicycle or alternative transport.

The examples collected will help us have a better idea of what a local authority can introduce as fund-raising instrument in order to improve its own local transport system.

Justification of selection After gathering opinions and information via the panel of experts, the concept ‘local taxes or charges, ring fenced for transport’ was selected. Originally two different potential concepts were chosen by the experts. These were:

• Local taxes or charges, ring fenced for transport, and

• Access and mobility restraint (including pricing policies).

The first concept was chosen because these kinds of measures can generate resources to fund a mix of transport measures, as well as initiate general behavioural change. But they can also be used to address very specific and undesirable mobility behaviours.

• It is clear that healthy budgets open possibilities to implement sustainable plans. The working group estimates useful to develop within NICHES a concept that is innovative in the field of funding sustainable transport schemes. A rich menu of potential successful measures must be put forward together with means to implement these measures. In some cases these taxes or charges are the only way of addressing the issue of free-riding commuters: people that live outside the region in which they actually use the transport system (being it road infrastructure or Public Transport) and so don’t contribute through the normal tax system.



• The systems researched on have not only the intention of generating money, as there is an active interest of the local authority to initiate a general behavioural change by introducing these taxes. This behavioural change can be monitored and evaluated. Local authorities choose taxes or charging systems that are simple as well as easy to explain, to sell and to market. The systems that are implemented are sometimes far from theoretical econometric models and more based on the intuition of decision makers or the feasibility within a certain tax system. Still they have an impact, are effective and receive a great public acceptance. These systems fall outside the normal research, and for this reason deserve a platform through NICHES.

• Taxes or charges can also be used to prevent institutions or individuals from adopting specific tangible pernicious mobility behaviours such as the creation of free or super fluent car parking, single car use in peak hours, etc.

The second concept identified during the first WG meeting ‘Access and mobility restraint’ were considered as less innovative as already many local authorities in Europe implement access restrictions plans and experts considered that other dissemination channels were available for this particular concept.

Context

Background information The aims of a good local government finance system apply equally to the taxes which support local government expenditure and to fees and charges. They must be fair and should be understood by everyone who pays them. Taxes and charges are not just another way of raising revenue. They play a significant role in improving the local transport plan or public transport services and thus can be considered as an instrument of policy. The taxes and charges referred to within this section, are instruments of policy as the proceeds are reinvested into the local transport system in a way or another. These kind of ‘local taxes or charges, ring fenced for transport’ are quite recent. Local authorities are more and more concerned in improving the efficiency of transport charges and taxes, making them more efficient but also acceptable to all. Congestion charging is a good example of charges being used as an instrument of policy. Local authorities have then the option of introducing road user charges and a levy on workplace parking where new charges can help to tackle traffic congestion as part of a local transport plan.

Public Policy and Institutional matters

In some cases, the charge or tax is the final piece or keystone in the urban transport policy, and this for several reasons:

• This measure can generate resources to fund part of the other measures in a transport plan.

• Other measures did not bring the expected or desirable effect; a strong ‘stick’ measure is needed.

• Alternatives had to be put in place to create willingness for stronger ‘stick’ measures.

• The latter is also linked with the equity aspect of urban transport policies. There is a general expectancy that the competent authority implement transport solutions in places that are cheap or free of charge, before or together with introducing strong financial ‘fines’ to avoid people from using transport modes that are considered to be ‘harmful’. People that are not able (or willing) to change their travel patterns should not be deprived from being mobile.



This kind of financial measures can also figure in the discussion on how urban transport is managed in larger urban areas, where the territory of the legal authority does not correspond with the actual ‘transportation region’. In many cases, local authorities give a mandate to a ‘transport authority’ that is either operating on a governance level above the local authority (several smaller actors working together to solve problems) or below the local authority. In the latter case this management structure is implemented to smoothen decision making and financial processes. In most cases the establishment of a specific transport authority creates a positive dynamics for the local transport policy. Local taxes or charges can be instruments to develop a permanent funding structure for this kind of association.

Public Opinion Public acceptance of the local taxes or charges is a key issue and carrying public opinion requires careful attention. Reforming transport charges and taxes induce adjustments in traffic and in wider patterns of economic activity. This can encounter opposition from certain groups, locally or internationally, that enjoy specific benefits from current inefficiencies in pricing systems. Communicating the benefits of the reforms proposed to the community as a whole is an essential part of implementation. Whether the ways in which governments use revenues from transport charges are viewed as fair, is also central to public opinion.

Influence on transport policies Taxes on transport, and the way in which they are levied, have a profound influence on the way traffic and infrastructure develop and play a fundamental role in conditioning the impact and effectiveness of almost all government policies towards transport. To provide firms and individuals with pricing signals that guide their behaviour in a more rational economic manner, charges need to be levied closer to the point of use of transport infrastructure. This enable rational decisions by individuals and firms, informed by price signals of the full costs of their travel demands, to determine traffic levels and trends in transport demand. This is the case for the Workplace Parking Levy, identified as an example of reference in this section.

Expected impacts The establishment of well-thought local taxes and charges could lead to:

• Reductions in car traffic in metropolitan areas;

• Greater efficiency of public transport services, encouraging a better modal balance;

• Better quality of life and public recognition of high environmental and societal costs of car use.

Links to other concepts The concept of ‘Local taxes or charges, ring-fenced for transport’ constitutes a good complement to other strategies. It is to be noted that such taxes or charges should be put in place when some improvements have been made to local transport provision and that the proceeds of such action should ideally be spent in order to improve local transport as a whole. Local taxes or charges can then be used in order to promote an existing transport alternative or strategy or can be used as a financial mean to promote new modal choices.

Links to other concepts in WG4 Innovative demand management strategies: • Transportation Management Associations: Local taxes or charges can be the

adequate instruments to develop a permanent funding structure for a TMA.

• City-wide campaigns using Marketing and Branding: Public acceptance of pricing measures can be achieved through wide campaigning, and vice versa,



part of the local taxes or charges could be allocated to campaigns and marketing.

Links to WG1 New seamless mobility services: • Urban lift-sharing services: Exemption from taxes and charges for lift sharers

as an incentive.

• Public bicycles & Call-a-bus services: Taxes or charges can be partially used to finance public bicycles & call-a-bus services and to encourage their use.

Links to WG2 Innovative approaches in city logistics: • Space management for urban delivery: Taxes or charges can be partially

used to finance loading zones or bays for commercial traffic in order to improve the working conditions for transport operators in cities and to avoid negative effects due to delivery operations.

• Inner city night delivery: Night deliveries can be exempted from taxes or charges as they are carried out during the night and do not contribute to congestion problems.

Links to WG3 New non-polluting and energy efficient vehicles: • Policy strategy to deploy private sector AFVs: Parking schemes and other

taxes or charges can apply exemptions or concessions. As regards the WPL (Workplace Parking Levies), exemptions means that parking space holders are not require to licence their spaces. Concessions require parking space holders to licence the spaces but receive a discount up to 100%. The provision of exemptions or concessions in the UK is set by the national government and the local transport authority. We could imagine giving exemptions or concessions to clean vehicles holders and this would constitute a strong incentive for business and individuals to buy AFVs. However, the granting of exemptions or concessions must be well-thought as too many discounts can make the implementation of the local taxes or charges costly and difficult.

Example 1: Workplace Parking Levy

Basic facts The UK Transport Act 2000 gives powers to local authorities in England to introduce local transport charging schemes. The charging scheme can take the form of a road user charge and/or a WPL. The City of Nottingham is the only local transport authority currently considering the introduction of a workplace parking levy.

The WPL takes the form of a licence charge to employers providing workplace parking. Each employer must apply and pay for, unless granted an exemption or a concession (set by the national government and the local transport authority), a licence to cover that parking. The levy applies to motor vehicles used in the journey to work and which park at premises in the course of the business, which includes those used by business visitors but don’t apply to private customers, employee that is resident on the premises, vehicles that are parked overnight.

The Nottingham City Council is planning to apply their proposal WPL to the whole of the council area, which covers about a half of the Nottingham urban area. Nearly 300,000 people live in the area and there are just over 86,000 off street parking spaces, with just under 39,000 likely to require a licence after national and local exemptions are applied.



The Nottingham WPL licence proposes a levy of 150 pounds (approximately 218 €) per space per year in the first year, rising to 450 pounds by year ten. The anticipated net revenue for the first year is 5.8 million pounds.

The drivers for the Nottingham scheme has been the need to help equally fund extensions to the Nottingham Express transit line, upgrading of the Nottingham railway station, local bus priority improvements and local neighbourhood walking and cycling infrastructure.

Users and stakeholders Stakeholders:

• Business community and public sector employers;

• Greater Nottingham Transport Partnership;

• Nottinghamshire County Council (surrounding area);

• Elected members;

• Chief officers;

• Community services (emergency, schools, front line health facilities).

Potential users:

• Employers offering free parking to staff and business visitors;

• Employees commuting to work by car.

Implementation set-up It wouldn’t have been possible to implement the WPL without the UK Transport Act 2000, drafted at national level.

Each charging scheme requires an Order which, in England, must be approved by the Secretary of State for Transport. Prior to granting approval, the Secretary of State has to be convinced that:

• The proposed scheme will help tackle congestion;

• Improvements, including to public transport, have been made to local transport provision before the scheme is introduced;

• There has been full consultation with local people and businesses on the detail of the scheme; and

• There are plans for spending the proceeds on improvements to local transport that are consistent with objectives of the Local Transport Plan covering the scheme area.

The UK Department for Transport provided advance funding to the City in order to improve the sustainable transport prior to the scheme introduction. The City transport fund (bid for in competition with other local authorities to the Department for Transport) allocated a further £300,000 (approximately: 437,000 €) to the scheme development

The government advance funding was used towards improving bus services for commuters to employment sites; to develop and implement an all encompassing on-street parking strategy in the City; to fund the Big Wheel marketing work; to commission consultants studies and reports (legal local Scheme Order, Economic and Business Impact, transport modelling, etc).

Future prospects



The UK Department for Transport administers the Transport Act 2000 and is in the process of preparing draft regulations to enable the effective operation of WPL schemes. It is expected that the national regulations will cover:

• The imposition of penalty charges if an employer fails to comply with the WPL order and enabling the local authority to set the rate of such charges;

• The grounds on which the recipient of a penalty charge notice is able to make representations to the local authority to have the notice cancelled;

• The appointment of an independent adjudicator and the appeal process.

Example 2: Metro Tax (“Dienstgeberabgabe”)

Basic facts The Metro Tax in Vienna is written down in a local law, as Vienna is a City and a Province at the same time. This law has already been introduced in 1970 and it says that every employer has to pay 0.72 € per week and per employee. It is an instrument that integrated the employers with the construction of the new metro lines. The recollection of this tax is part of the day-to-day work of the Department for Economical Affairs.

Users and stakeholders The main stakeholders involved are the City and Province of Vienna and the local businesses. This tax represents a successful way to collect money in order to improve public transport but also successfully involves the businesses in this process, encouraging them to invest and further promote the metro throughout their employees.

Implementation set-up Only little information could be collected at this stage. The example will be further examined in the next work steps of NICHES to fill the information gaps.

Example 3: Versements Transport

Basic facts The Versements transport (VT) was introduced in France in 1971. The idea behind this national scheme is to ask companies to support the financial costs linked to reduction given to their employees for commuter trips using the public transports. Employers with more than 9 employees located in a district of more than 10.000 inhabitants need to pay this VT. The proceeds collected through this tax are then used to improve public transport. The VT can range from 0,55€ to 1.72€ of the total wages of the company, with a maximum limit, fixed by the local authorities themselves.

Users and stakeholders All cities in France use this special tax, which represents an efficient way to fund the public transport system. This tax is collected by the local authorities and is paid by employers living in a district of more than 10.000 inhabitants. This tax benefits the public authority, the local travellers as well as the employers because the transport price for commuter trip will be cheaper, leading to a better accessibility of the company. At long term, the VT allows a better match between jobs and qualifications and thus better productivity.

Implementation set up Every public authority in France decides how to put the VT in place, while respecting the criteria set up at national level.



Future prospects

In Nantes: Since the establishment of the VT, Nantes is following an investment program for the public transport (2001-2010). The city would like to extend its tram and bus networks. The elected representatives are committed to give the city the means to succeed with this voluntary transport policy and Nantes uses the VT to fund this program.

Similar Examples: Congestion Charging in London and Congestion Charging in Stockholm The Congestion Charging scheme is quite a recent pricing tool but already proves to be efficient when the local authority wants to reduce congestion, improve public transport services, improve journey time reliability for car users and efficiently deliver goods. It generates revenues to support the local transport strategy. A thorough assessment of both examples mentioned above will be organised as the results of such an assessment can be useful to draw conclusions on how local taxes or charges should be implemented.

Please refer to the factsheets in section 3.2.

2.4.3 Concept 3: City-wide Campaigns using Marketing and Branding City-wide Campaigns using Marketing and Branding are an innovative scheme presenting awareness raising events and activities that are organised at city level in close cooperation with public and private bodies and that are run on a permanent basis. These campaigns respond to the need to involve citizens and raise their awareness on the various mobility opportunities that are proposed within a city and its outskirts. They aim at disseminating a clear message promoting sustainable urban mobility at local level and at informing the local community on the different transport modes available to them. Some of these broad campaigns use the branding of an integrated transport system through different communication tools such as post-cards, advertisements on buses, TV commercials etc. which is of clear added-value. They clearly outline benefits of green alternatives to cars and gather all marketing messages into a same and coherent brand. These City wide campaigns schemes can be found in different forms but all encourage public discussions on potential or already existing mechanisms and alternative transport modes. These campaigns are organised and financially supported by the local authority or its transport department. Partnerships with local media or promotion at the occasion of specific communication events are to be put forward. A good and regular press coverage on City campaigns will ensure a more effective campaign and modal shift will be increased. The tools used within the campaign are adapted to the target audience and user-friendly. An appealing design attracts more people, and values them as customers.

Justification of selection The experts gathered for the first working group meeting considered innovative marketing strategies as crucial to reach public acceptance and ensure the success of a transport or mobility plan. Two concepts were identified: City Wide Campaigns using Marketing and Branding, and Direct Marketing. Direct Marketing covers the following features: the door-to-door information services, individualised marketing and tailored made events and info sessions. This was highlighted as very interesting and important to ensure the success of a local transport strategy. However, the experts felt that promoting broader campaigns targeted at broader target groups such as commuters or industries that can be combined with incentives and rewards schemes and that use branding was of more interest to assess within the framework of NICHES.



After a thorough assessment of both concepts, using the set of criteria defined for NICHES, the WG leader selected the concept of City Wide Campaigns, using Marketing and Branding due to the following reasons:

• Marketing is a key word in mobility management as it is clear that it has a direct impact on citizens and thus on their travel demand and behaviour.

• Few examples of a city-wide marketing campaign have been developed so far but the experts highlighted the fact that such city-wide campaigns prove to be the most successful as coherent and much more visible for citizens. Giving the campaign a brand that is used all over the city also has a beneficial effect on local and individual behaviours and there is a strong need for an integrated campaign for sustainable mobility.

• It fits the need for public acceptance and awareness of transport related decision.

• It is highly innovative and offers the opportunity to put in place efficient public-private partnerships.

• No other channels of distribution and promotion could be identified.

Context

Background information Public knowledge and attitudes have a major effect on travel behaviour. This is the reason why awareness raising campaigns and marketing are essential elements that determine the success of a measure. However, there is still a lack of comprehensive sustainable transport images in the mind of citizens as well as a lack of adequate information. Improvements in services and better access are often not well advertised. The experience with campaigns on sustainable mobility issues shows that they represent an important aspect of integrated urban transport mobility. For the moment, several one-off campaigns are running (e.g. European Mobility Week), and while other campaigns or awareness raising activities happen on a more regular basis (Mobility Centres), very few campaigns present an integrated and complete view on the mobility patterns and possibilities within the whole city and its outskirts.

Implementation Mobility advice services and campaign are a combination of three factors: (SMILE, May 2004)

• Traditional campaigns with targeted and persuasive communication using different media and developed around information and motivational aspects;

• Dialogue marketing techniques, image or brand building, social and cultural events and educational programmes using a detailed break down of types of different users and target groups combined with counselling and personal advice;

• Specific hardware or traffic organisation measures with and in the interest of the public. These measures can be first tested and presented as an experiment and later permanently applied.

Marketing campaigns can significantly increase the use of alternative modes and reduce car journeys but there are limits to what marketing programs and campaigns can accomplish. These campaigns can also be counterproductive if not well-thought through or if alternative modes proposed are inadequate. Effective campaigns often require delivering different



messages to different types of people, with special emphasis on who are most ready to modify its mobility behaviour. Before establishing a city-wide campaign, a market research needs to be organised. This means using surveys and other market data to better understand consumer knowledge, needs, preferences, barriers and opportunities to change their travel behaviours. A consultation and involvement of relevant stakeholders is also necessary to have positive exposure of the campaign. Within the project, we would like to promote broader campaigns targeted at different groups such as commuters or industries that can be combined with incentives and rewards schemes. Essential marketing methodologies such as branding and direct marketing are very new in the mobility management community and could be of benefit for reaching sustainable mobility. City-wide campaigns will require a strong involvement of the local government as well as other relevant stakeholders in order for them to have the impact desired.

Travel Impact: City-wide Campaigns using marketing and branding can improve the effectiveness of most transport related measures and strategies. But they should promote a variety of travel options rather than just one mode in order to allow all consumers to choose the option that best fits their needs.

Benefits and Costs: City-wide campaigns and marketing programs provide a support for transport strategies and measures. Benefits include increased understanding and acceptance of transport measures put in place, increase public support and as a result, a greater efficiency of the measures. Costs can vary according to the level of dissemination desired, the quality and quantity of printed materials etc.

Social impacts: Effective campaigns are targeted at the whole local community and deliver different messages to different types of people, with special emphasis on who are most ready to modify its mobility behaviour. The wide promotion of alternative modes of transport can benefit everyone but particularly disadvantaged people that have all the information to improve their travels because aware of all mobility options for them.

Links to other WG’s Marketing and branding are key words together with the word ‘integration’. Each and every new transport alternatives need to be properly communicated to the citizens, who then are able to assess the potential benefits of these alternatives. A coherent, massive and integrated promotion of the existing or future sustainable transport modes constitutes a necessary criterion that will determine the success of a travel mode at local level. This concept has thus strong linkages to most of the working groups’ concepts.

Links to other concepts in WG4 Innovative demand management strategies:

• Transportation Management Associations: TMA represent the ideal place to promote or launch a city-wide campaign in close collaboration with local authorities and businesses.

• Local taxes or charges, ring fenced for transport: Public acceptance of pricing measures can be achieved through wide campaigning.

Links to WG1 New seamless mobility services: • Urban lift-sharing services: Lift sharing could be included in the branding as

part of an integrated transport system.



• Public bicycles & Call-a-bus services: These could be presented as part of the city integrated transport strategy via a wide marketing campaign.

Links to WG2 Innovative approaches in city logistics: • Space management for urban delivery: A branding of trucks that operate in

city logistics could be incorporated in a wider campaign on sustainable transport.

• Inner city night delivery: Night delivery trucks can be part of a local marketing and branding activity in order to increase the acceptance of the approach

• Home delivery using locker boxes: Information on home delivery possibilities could be provided via a TMA that could also serve as a pick up point.

Links to WG3 New non-polluting and energy efficient vehicles: • Policy strategy to deploy private sector AFVs: City –wide campaigns are part

of an integrated strategy and the promotion of AFVs at local level could be the ideal subject to disseminate in a coherent way, using a same brand all over a city.

Example 1: Big Wheel Campaign

Basic facts The government of Nottingham expects road traffic to grow by 17% during the next decade, adding to the congestion that costs industry and annual £20 billion. There are a quarter of a million cars on the road around Nottingham, travelling 12 million kilometres a day. The City and County Councils as well as the Greater Nottingham Transport Partnership took actions in order to solve this increasing problem. They built a transport system that will allow the city and its outskirts to grow, reaching its potential as an inspiring city region. At the same, the city is committed to protect the urban and rural environments that are great economic assets. They built a comprehensive transport network that covers the whole conurbation; it is called the Big Wheel. It is a physical structure with spokes, a rim and a hub. Yet it needs another set of systems - both human and technological - to keep it turning. The Big Wheel is a great asset for commuters as it offers necessary facilities, real time information, personal travel plans, maps on the most suitable and pleasant routes. In order to make this new system work, the Greater Nottingham Transport Partnership entered marketing and promotional actions with the branding of this new transport system throughout the whole city.

This activity has been organised in cooperation with businesses, transport operators and local councils.

Users and stakeholders The Big Wheel Campaign is targeted at all local travellers, multimodal users, tourists and children.

The organisations below all support the big wheel campaign:

Government office for the East Midlands - Nottingham City Council - Nottinghamshire County Council - Nottingham City Transport (NCT) - Nottingham Development Enterprise - Nottingham Express Transit (NET) - Broxtowe Partnership - CPMG Architects - Innes England - Jasmin PLC - Nottingham Business Venture - Integrated Testing Solutions Limited - Nottingham Green Partnership - Nottinghamshire Online – Pedals - Visit Nottingham - Pedal Express.

Businesses: Capital One -The boots company PLC - the Royal Bank of Scotland and Experian.



Others: Greater Nottingham Transport Partnership, representing councils and companies across the conurbation - Nottingham Travelwise - Trent Barton Buses.

Technical description Advertisement of the integrated transport system and presentation of the following activities:

- Opening of a NET Line One and Development of two future tram lines to Clifton and to Beeston.

- Chain Reaction scheme on the ring road with better bus services, transport interchanges, more link buses (possibly with plugs for laptops, mobile phone chargers and electronic destination screens) and guided bus route.

- Improving access to Castle, Playhouse, Nottingham Trent University, Cornerhouse and Victoria centre.

- Road maintenance and improvement of ring road and cycle lanes.

- Park and Ride services.

- Areas for transport interchanges.

- Local safety schemes.

- Organisation of the Big Day Out, part of ‘In Town Without My Car’.

- Transport Hubs along the ring where you can catch a bus, change routes, leave the car or simply walk to.

- Electronic information on bus schedules – personalised timetables.

Implementation set-up Good Public-private partnerships were established previous to the launch of the Big Wheel Campaign in order to send out a common message on mobility patterns and opportunities in Nottingham. This ensured a good cooperation from all actors. The Campaign is financially supported by the City Council and several businesses.

Future prospects Several surveys have been organised both with the public and with the business community in order to assess the Local Transport Plan and its performance as well as to see if the local community as a whole is in favour of such initiatives. All surveys showed that the local community is well aware of the Big Picture and is encouraging it. The campaign is then meant to continue.

Example 2: Good Going

Basic facts The Good Going initiative was launched by the London Borough of Tower Hamlets in September 2003. But in April 2004, Transport for London decided that Good Going would become the travel awareness campaign for the UK Capital. The campaign is designed to encourage people to walk, cycle or use the public transport instead of the private car. Where such modes are not feasible, lift sharing, car sharing or car pooling should be considered. Good going also highlights how the public and private sectors work in partnership to reduce congestion and vehicle emissions in London. The focal point of the scheme is the website which contains information about the campaign, news on mobility management and upcoming events. Individuals and businesses are encouraged to sign up online to the good going pledge. They then agree to walk, cycle and use public transport when possible and to car share when this is an option.



Users and stakeholders The Campaign is run by the London Borough of Tower Hamlets, and supported by Transport for London and the London’s Mayor. It is part of London Travelwise.

It is targeted at the 12 million residents, workers and visitors that reside in Greater London, at local travellers, multimodal users, tourists and children of London.

Businesses are also encouraged to participate in the Campaign by undersigning the Good Going Pledge. Several businesses have already signed this commitment.

Implementation set-up The campaign is based on a successful scheme run in previous year by the London Borough of Tower Hamlets. After this event, the UK Transport for London (TfL) decided to roll the scheme out across all of the boroughs. The campaign embraces the principle of promoting all modes of sustainable transport throughout the borough and is designed to promote interest from the public and raise awareness.

The campaign consists of three key elements:

1. Pledge: Individuals, companies, schools and other partners are encouraged to sign a simple pledge to reduce their dependence on the car.

2. Newsletter: There are monthly local newsletters and a quarterly regional newsletter, designed to inform those people who have signed a pledge of improvements and issues concerning sustainable transport.

3. Events: These events, including good going week and Bike Week, encourage people to start thinking about the link that exists between using sustainable modes of transport and reducing traffic congestion, noise and air pollution.

The campaign now forms part of the Transport for London’s spending plan (for three years) and boroughs such as Barnet, Bexley, Bromley, Greenwich, Hackney, Hillingdon, Kensington & Chelsea and Westminster joined the scheme.

Members of public signing up to the scheme receive a Good Going Pledge Card, which act as a loyalty card, rewarding those Londoners who pledge to reduce traffic congestion and vehicle emissions. The reward come in the form of discounts in local shops and members also receive a monthly newsletter.

In September 2004, TfL held a Good Going week with different events to raise awareness across each of the boroughs. It was held from 15 till 22 September 2004.

Example 3: Antwerken

Basic facts

The City of Antwerp is undergoing from 2000 to 2015 a large scale renovation of its transport infrastructure, being it road or rail. The activities are brought together in a Master plan Mobility for the wider city region. The whole programme is coordinated by a temporary agency: the BAM (Management Unit Antwerp Master Plan). The key investments include:

• A renovation of the city ring road, a highway that is part of the TEN-T network.

• A renovation of the main urban highway (‘Leien’) that crosses the city from South to North.



• Large railway investments, including the connection of the Antwerp Central Station with the High Speed Train (HST) lines Brussels – Amsterdam, and the preparations of a regional railway system.

• The construction of a fixed cross-river connection (a bridge, or combined bridge – tunnel) across the Schelde river.

• Extensions of tramway lines to the outskirts of the urban region.

The vast scale of these construction works, the innovative segmentation and sequencing of the works and the importance of the accessibility of an important economic area such as the Port of Antwerp, lead to the decision to combine the hardware measures with a comprehensive but broad scheme of soft accompanying measures. These measures represent a smart combination of:

• Increase of public transport, being it by road or rail. New fast bus lines link up Park & Ride areas outside the urban area with the city centre. Most of the increased public transport offer will remain after the construction works are finished.

• Provision of alternative routes for motorised transport, with a strong focus on freight. This includes smart signposting (starting even at the Belgian boarders), and GPS applications. These alternative routes include measures such as temporary bridges.

• Improvement of the bicycle network.

• Teleworking schemes etc

The accompanying measures are jointly promoted under the brand ‘Antwerken’, a wordplay with Antwerp and Werken (Works). The main message of the campaign is that everybody has to do their share to make the infrastructure works a success, and to reduce its impacts.

Users and stakeholders

The users or target groups of the campaign include a very broad range of people and companies. The campaign is directed towards citizens and passenger transport, but at the same level to companies and individual truck drivers for freight transport. As Antwerp is an international turning point for freight and commerce, the information is communicated in the city, in the region and internationally.

Most important stakeholders have a formal role in the implementation of the Master plan Mobility through the management board of the BAM. The stakeholders include: the city authority, the Province, the regional authority (Flanders Region), the Belgian Railways (NMBS), the Flemish PT company (De Lijn) and the port authority.

Implementation set-up

The BAM brings all stakeholders together and coordinates both the infrastructural works and the accompanying measures. This leads to a very strong synergy between both approaches to the problematic accessibility situation. Parts of the accompanying measures (e.g. teleworking, GPS based information) have been outsourced to consultants with specific engineering or campaigning expertise.

Future prospects



The campaign is linked to a specific situation and will disappear after the construction works have been implemented. As written before, some of the accompanying measures will however continue. The renovation of the ring road is one of the major road works to be finished soon (in about 2 years). These works have more impacts on the accessibility of the urban region than other measures on the list. The focus of the Antwerken campaign is then likely to change to an approach that is aiming at public involvement with the preparation of the fixed cross-river connection.



3 Conclusions and next steps

3.1 Overview of concepts Building on the expert discussions in the 1st WG meeting, the elaboration and concretisation of the concepts in the state-of-the-art analysis was a crucial step in NICHES. The table below gives an overview of the range of concepts that have been selected by the WG leaders to be further examined in the project.

Table 6: Overview of NICHES concepts and related examples

Concepts Examples

WG 1 New seamless mobility services

Liftshare (United Kingdom) Urban lift-sharing services



Vélo à la Carte (France)

Public bicycles

OV Fiets (The Netherlands)


MultiBus (Germany)

Call-a-bus services

Yellow Taxibus (United Kingdom)

WG 2 Innovative approaches in city logistics

Barcelona multi-use lane (Spain) Space management for urban delivery Bordeaux Espaces de Livraison de Proximité (ELP) (France)

Barcelona night delivery scheme (Spain) Inner city night delivery Dublin night delivery scheme (Ireland)

INVENT/VMTL (Germany) Home delivery using locker boxes DHL PackStation (Germany)

WG 3 New non-polluting and energy efficient vehicles

Clean vehicles in Stockholm (Sweden) Bremer Offensive - Das Erdgasfahrzeug (Germany)


PowerShift grant scheme (United Kingdom)

Svensk Biogas AB, Linköping (Sweden) Lille Metropole (France)




Zeus international procurement of Electric vehicles (Greece, Denmark, UK, Italy, Sweden)

Joint procurement of AFVs


WG 4 Innovative demand management strategies

Ride On (USA) Commuter Challenge Program (USA)

Transportation Management Associations (TMAs)




Workplace Parking Levy (UK) Metro Tax (Austria)


Versements Transport (France) Big Wheel Campaign (UK) Good Going (UK)


Antwerken (Belgium)

The selected concepts cover a wide range of topics in passenger and freight transport. They are backed up with selected examples, which are the empirical basis for further examination. It has to be stressed that the list of examples that are representing the concepts is not exhaustive. The number of examples covered in NICHES was limited to guarantee that they can be analysed in depth during the project. However, they were carefully chosen to cover a wide spectrum of approaches to a specific concept, and enable valuable comparison. Furthermore additional similar examples are included in the annex of the report as fact sheets to broaden the empirical basis. NICHES concepts are providing a rich source of different approaches to pressing urban transport problems. They are all highly relevant to the NICHES approach, representing innovative key solutions to urban transport problems. They fulfil the criteria that have been defined to assess and find out the most suitable ideas:

• Degree of innovation: All concepts that have been selected are innovative solutions to urban transport problems. However, the degree of innovation varies. Some concepts are already on the agenda since a couple of years and can build on a basis of information and assessment, e.g. clean vehicle strategies. Other concepts are just evolving, in many cases lacking even basic information, e.g. city-wide campaigns using marketing and branding. Research on these highly innovative concepts involves certain risks, e.g. lack of information and experiences from good practice. Nevertheless, NICHES also includes innovations that are just evolving to contribute to a better understanding and promotion of their potential. Information gaps that could not be filled in the state-of-the-art analysis will be filled in the next steps of the project through in depth research, including personal expert interviews.

• Policy relevance: All concepts address a combination of key policy objectives. However, they differ in their focus on specific aspects of a more sustainable transport system, as cost efficiency, environmental sustainability, social inclusion or geographical accessibility and competitiveness. Call-a-bus services for example in most cases are addressing especially the danger of social inclusion in areas and times of low demand, whereas strategies to promote biogas vehicles aim mainly at the reduction of emissions.

• Estimated quantitative impact: The potential impact of the concepts differs considerably. Concepts that deal with clean and energy efficient vehicles aim at a potentially large market. Local taxes or charges may influence the travel behaviour of large parts of the population. Other concepts chosen are relatively limited in their quantitative impact, but may add an important qualitative element to the transport system, e.g. public bicycles.

• Time horizon: The time horizon for the implementation of a concept may vary considerably. Policy strategies to deploy private sector AFVs have a medium to long term perspective. Also city-wide campaigns using marketing and branding need time, as they aim at the change of behaviour. Other approaches as public bicycles can be implemented relatively quickly.

The selected concepts represent a large diversity of solutions to urban transport problems. They include macro concepts, that deal with a broad range of issues, such as TMAs, or micro



concepts, that address more specific technical questions, as locker boxes for home delivery. This diversity is highly valuable for NICHES that has to address urban transport in its wide scope. The concepts can be distinguished regarding the following aspects:

• Regional coverage: Some of the concepts are represented by examples that have already been implemented across Europe. Other concepts evolved only in certain countries or regions, and require certain framework conditions, that are not given everywhere. Space management for urban delivery e.g. is a topic that may be interesting for cities all over Europe. Public bicycles on the other hand rely on a bicycle friendly environment and a certain “bicycle culture”, which is pronounced in some European countries only.

• Spatial scope and urban structure: NICHES addresses urban transport in the widest sense. The selected concepts have very different spatial focuses from city cores (e.g. public bicycles, inner city night delivery), over the wider urban agglomeration (e.g. local taxes or charges, ring fenced for transport) to regional traffic (e.g. urban lift-sharing services). Some of the concepts are not exclusive to urban space, such as the introduction of clean vehicle technologies or call-a-bus services, which also can be applied in rural areas.

• Users: In some cases the concepts aim at specific target groups, e.g. in the case of call-a-bus services. Other concepts have a more holistic approach, trying to reach all transport users, e.g. city-wide campaigns to promote more sustainable urban transport.

• Stakeholder involvement: The concepts involve a variety of public and private stakeholders. In some cases there are only very few or just one stakeholder, which is the driving force behind a scheme, e.g. in the case of public bicycle services. Other concepts, as the one of TMAs require by its integrative nature a complex co-operation of many different stakeholders.

• Public policy and commercial approaches: NICHES will embrace concepts that are driven by public policy approaches, by commercial goals, or that are implemented as PPP. In many cases however, the concept is represented by examples that follow public policy as well as commercial approaches (e.g. call-a-bus schemes), which will provide interesting comparison.

• Soft and hard measures: The concepts selected cover soft measures (e.g. city-wide campaigns), but also concepts that influence hard infrastructure (e.g. space management for urban delivery by implementing multi use lanes). In most cases however, organisational measures are the main focus. Innovative technologies in many cases are a key tool in the development and implementation of innovative concepts.

The diversity and richness of concepts selected for NICHES provides a sound basis for further analysis.



3.2 Integrative aspects

Table 7: Overview of links between concepts WG1 New seamless mobility services

WG2 Innovative approaches in city logistics

WG3 New non polluting and energy efficient vehicles

WG4 Innovative demand management strategies

Links between concepts Urban lift

sharing services

Public Bicycles

Call a bus services

Space manage-ment for urban delivery

Inner city night delivery

Home delivery using locker boxes



Joint procure-ment of AFVs

Transpor-tation Manage-ment Associ-ations


City-wide cam-paigns using marketing and branding

Urban lift sharing services

X X X X X X X

Public bicycles X X X X

WG1 New seamless mobility services

Call a bus services X X X X X X

Space management for urban delivery X X X X X X X X

Inner city night delivery X X X X X X

WG2 Innovative approa-ches in city logistics

Home delivery using locker boxes X X X X X


X X X X X

Biogas in captive fleets X

WG3 New non polluting and energy efficient vehicles

Joint procurement of AFVs X


X X

Local taxes or charges, ring fenced for transport X

WG4 Innovative demand manage-ment strategies


The integration of different concepts is a highly important element in NICHES. Experience shows that only a bundle of measures can contribute efficiently to a more sustainable urban transport system. NICHES will focus at a later point, in work package 3, in depth on the development of integrated strategies. The state-of-the-art analysis provides a first basis for the following work, as it gives a “snapshot” of the main links between the different concepts. Each WG leader identified and briefly described possible links for each concept (see concept chapters for details). The matrix above provides an overview of possible links. It shows that NICHES has a high integrative potential within and between the different WGs. Despite the very different thematic areas covered, each WG has links to all of the other WGs. The integrative aspects can be summarised as follows: • Links between concepts within a thematic area: As expected, the different

WGs have a high integrative potential between concepts within their own thematic context, frequently addressing the same problems and facing similar challenges.

• High integrative potential of mobility management measures: WG4 deals with a wide range of actions to promote and organise more a sustainable urban transport. These “soft” topics provide strong links with other WGs, especially



to WG1, as mobility management can help to support the implementation and take up of new mobility services that WG1 deals with.

• Financing and promotion of innovative concepts trough local charges and taxes: WG4 also deals with innovative pricing measures in urban transport. Many other concepts rely on new sources of financing. Local taxes and charges therefore show links to a number of other concepts. Strong links exist to new mobility services dealt with in WG1 for which financing is a key question. The exemption from local taxes and charges may also be used as incentive for the take up of innovative concepts, e.g. lift-sharing services or AFVs.

• Clean and energy efficient vehicles with potential application in other NICHES concepts: Many of the concepts covered in NICHES rely on motorised vehicles. The concepts dealt with in WG3 have high integrative potential to promote the use of AFVs in these concepts. There are especially strong links with WG2 as all concepts related to city logistics rely on the use of freight vehicles, which are frequently operating in sensitive urban areas.

• Links between specific concepts with similar technical and organisational questions: Many concepts have very specific links that relate to the technical or organisational layout. Urban lift-sharing services for example can be supported by giving incentives for their use, e.g. by permitting lift sharers the free use of HOV lanes. Policy strategies to deploy private sector AFVs may look at similar incentives to promote the use of clean vehicles. This has integrative potential, as both concepts can learn from each other. There are a number of very specific links between concepts (see concept chapters).

The description of links in the state-of-the-art report is a first step to determine the integrative potential between different concepts, which will be further elaborated in the next work packages. The development of integrated strategies in work package 3 will require the combination of a diverse mix of measures for which the variety of the selected concepts provides a solid basis. Within the state-of-the-art analysis, a list of horizontal issues was developed, which served as a “shopping list” to identify macro trends, driving forces as well as barriers and problems of a WG’s thematic area and to describe the context for selected concepts. This approach will provide a valuable basis for the next work steps and help to identify further links between the concepts along these horizontal aspects.

3.3 Next steps

The state-of-the-art analysis defines the basis for the content related project work by providing the following outcomes:

• Selection and definition of promising concepts to be further examined in NICHES;

• Description of the thematic context for the thematic areas of the WGs and of selected concepts;

• Selection and description of examples that represent the concepts and serve as empirical basis;

• Identification of links between different concepts.

The following work packages will build on the outcomes of the state-of-the-art analysis: • WP2 is the next step and will analyse success factors and obstacles for

implementing innovative concepts and assess their transferability. The



analyses will take into consideration the horizontal issues that were defined for the state-of-the-art analysis (see chapter 4.2 in annex). This will guarantee that the results of the state-of-the-art analysis can efficiently be incorporated in the further analysis of concepts and examples.

As the state-of-the-art analysis showed, the information basis regarding the different concepts and examples that is available differs considerably. Further in depth research, using among other means personal interviews, will fill information gaps.

• WP3 will deal with the integration of concepts into a coherent transport strategy. It will further elaborate the first “snapshot” of links between concepts included in the state-of-the-art report.

• WP4 will conclude the project with a forward-thinking exercise, developing research and policy recommendations for implementing innovative urban transport concepts in the future and develop a “roadmap” for implementation.

Research topics and actions for the different concepts will be elaborated and prioritised during these WPs, building on an increasing knowledge basis. During the whole project, dissemination activities will play a crucial role. They will include the development of an open-source website OSMOSE, which aims to be a source of information and good practice. For the exploitation of project results, a specific strategy will be developed, ensuring that the output of the project reaches the end users.



4 Annex

4.1 Assessment of concepts The set of criteria for the assessment of concepts below was developed with input from the experts that participated in the WG meeting. Concepts were graded from 1 (low) to 5 (high) according to their suitability for NICHES. This kind of assessment cannot be completely objective, but enabled a structured approach of all WG leaders by using a range of necessary and balancing criteria for the assessment of concepts.

WG1: New seamless mobility services

Necessary criteria

Definition Urban lift-sharing services

Public bicycles

Call-a-bus services

Innovation degree


4 4 3

1. Cost efficiency 4 4 3 2. Modal shift 3 3 3 3. Social inclusion 2 2 5 4. Environmental sustainability 3 4 3

Policy relevance

PR Concept addresses key policy objectives (also beyond mobility) 5. Geographical accessibility,

competitiveness 3 1 4

Size of target group


4 3 3

Balancing criteria

Definition (23) (21) (24)



4 3 4


4 5 3


2 3 2

Comple-mentarity

CO Concept represents a promising complement for other (innovative) concepts

3 4 3

Expected impacts


4 3 4

Measura-bility


3 4 4

Public acceptance


3 4 4

TOTAL 46 47 48

Grading range: 1 (low) to 5 (high)



WG2: Innovative approaches in city logistics

Necessary criteria

Definition Space manage-ment for urban delivery

Inner city night delivery

Home delivery using locker boxes

Innovation degree


4 4 5


Policy relevance





3 2 3

Balancing criteria




4 4 4


5 4 3


4 4 3

Comple-mentarity


5 5 5

Expected impacts


4 4 4

Measura-bility


5 3 3

Public acceptance


5 3 4

TOTAL 52 51 53




WG3: New non-polluting and energy-efficient vehicles

Necessary criteria



Definition Joint procure-ment of AFVs

Innovation degree


5 5 5


Policy relevance





5 5 5

Balancing criteria




5 5 5


4 4 5


1 1 1

Comple-mentarity


5 5 5

Expected impacts


5 5 5

Measura-bility


5 5 5

Public acceptance


5 5 5

TOTAL 59 56 64




WG4: Innovative demand management strategies

Necessary criteria

Definition Transportation Management Association (TMA)

Local taxes, ring fenced for transport

City-wide Campaigns using Marketing and Branding

Innovation degree


5 4 5

1. Cost efficiency 4 4 4 2. Modal shift 3 3 2 3. Social inclusion 3 2 4 4. Environmental sustainability

2 4 2

Policy relevance

PR Concept addresses key policy objectives (also beyond mobility) 5. Geographical

accessibility, competitiveness

4 3 4



4 4 4

Balancing criteria




4 3 3


4 3 4


3 4 3

Comple-mentarity


5 4 5

Expected impacts


3 4 3

Measura-bility


3 4 3

Public acceptance


4 2 5

TOTAL 51 48 51




4.2 List of horizontal issues To guarantee a homogeneous and comparable approach of all WG leaders to the state-of-the-art analysis, a list of horizontal issues was developed. It served as a common analysis grid to identify macro trends, driving forces as well as barriers and problems of the four thematic areas and to describe the context for selected concepts. To make the horizontal issues visible, they are referred to in the context description in brackets. This approach will also serve for analysing feasibility and transferability in the second work package, which will work with the same horizontal issues. Later work packages will be able to build on this as well.

Table 8: Horizontal issues for use in NICHES

Horizontal issues Topics to be considered

Political • Different levels: EU, national, regional, local policies

• Relevant policy domains • Policy priorities with regard to transport issues • Political will • Lobbyism • Conflict/ coalition • Discourses • …

Economic • Different levels: EU, national, regional, local • Competition • Competitiveness • Demand/ supply aspects

- Users - Target groups - Travel behaviour - Market segmentation - Market weaknesses - Marketing

• Financial aspects - Public business case - Private business case - External costs - Public and private funds - Taxes - Pricing/charging - Incentives

• … Social • Different levels: EU, national, regional, local

• Values • Lifestyle • Cultural behaviours • Discourses • Demographic structure • Individualisation • Safety/ Security • Social inclusion



• Gender equity • Education • Scientific level • Expertise • …

Legal • Different levels: EU, national, regional, local • Subsidiarity principle • Competition law • Customer rights • Tendering process • Standardisation • Access regulations • …

Environmental • Level of environmental stress • Sensitivity of eco-system • Health • Pollution (air, water, soil) • Noise • Consumption of natural resources • Energy efficiency • …

Institutional • Institutional structures on different levels: EU, national, regional, local

• Governance and planning system • Private sector structures • Public sector structures • Public Private Partnership • Citizen participation • Stakeholder involvement • …

Organisational • Local level co-operation • Management approaches • Training • Capacity building • …

Technology • State of transport technology: Systems, tools, vehicle technology

• Regional availability • Technical interoperability • Technical lifecycles • Technological convergence • …

Awareness/ Knowledge/ Know how • Awareness regarding available concepts • Knowledge basis • Available experiences, good practice • …

Urban structures • Land use pattern • Population density • City grid layout • Size of settlement



Networks and infrastructure • Spatial level • Network layout, interconnectivity • Interoperability • Availability of infrastructure • Level of system integration • Infrastructure design • ITS • …

4.3 Fact sheets of examples The fact sheets in this chapter provide an overview for each example that was described in the concept chapters of the report. Additionally similar examples are included to give a wider picture. The fact sheets provide factual and descriptive details as far as available.

4.3.1 WG1 – New seamless mobility services

WG1 - Concept 1: Urban lift-sharing services

Liftshare (UK)

Name/ concept Liftshare (at Liftshare.com)/ urban lift-sharing service

Start date/ Duration

1997/ ongoing

City, region, country

Nationwide UK, also provides separately branded lift-sharing schemes to about 300 businesses and communities, including locally branded internet sites for many local authorities

Geographical area covered/ trip length focus

Nationwide UK, range from local over regional to national trips

Modal focus/ mode integration

Car as a driver or passenger

Financing/ funding

Commercial company Costs of setting up an automated liftshare scheme varies from £400- £8000 (approx. € 580-€11.650) depending upon the specification. Each scheme must pay an annual licence of around 25% of the set up cost (marketing costs not included).

Human resources

8 Staff at Liftshare (summer 2004): IT, webdesign, marketing, operation, customer support etc. Liftshare schemes are largely designed to run themselves so the administrator only needs to use them to monitor uptake, although they can play a more direct role in accessing data if they require. Schemes can optionally have a local administrator who can manually input journey details for members, or scheme organisers can purchase a call centre licence from Liftshare, who perform the same service.



Functionalities/ services/ facilities/ vehicles

Internet based matching service, optional call centre Use of private automobiles

Relevant stakeholders

Liftshare, local authorities, business, industrial estates and housing developments, universities and schools, health and social services, sports clubs and community groups, event and festival organisers

Market segment & user groups targeted

More than 69,000 members nationwide Wide range of user groups: Commuter, school/ university, shopping, leisure, etc. Provision of national sub-sites aimed at school-run, students, those in London and those based in rural communities

Marketing National marketing Marketing of local schemes Promotional event: National Liftshare day

Monitoring/ evaluation

-

Other relevant aspects

34% of all journeys registered result in successful matches, with a higher rate – 43% - for branded liftshare schemes for specific communities Future prospects: over 80 UK councils already use a version of the liftshare scheme, the system is designed to enable simple replication, through a branding system the liftshare software can be designed to meet any area requirements, both within the UK and internationally

Main contact Ali Clabburn, Managing Director Liftshare liftshare.com ltd Butterfly Hall Attleborough Norfolk NR17 1AB UK Tel: +44 8700 780225 Fax: +44 1953 452711 E-mail: [email protected]

Website www.liftshare.org

Available material

Link to available material on Liftshare’s website: http://www.liftshare.org/research.asp Cairns, S. et al.2004. Smarter Choices – Changing the Way We Travel. Final report of the research project: The influence of soft factor interventions on travel demand. London: Department for Transport. Available from: http://www.dft.gov.uk/stellent/groups/dft_control/documents/contentservertemplate/dft_index.hcst?n=10689&l=1 [Acessed Arpil 2005]

London Liftshare (UK)

Name/ concept London Liftshare/ urban lift-sharing service


Launched as www.northlondontransport.org September 2001, later joined by five remaining London transport sub regions/ ongoing


mailto:[email protected]

http://www.liftshare.org/

http://www.liftshare.org/research.asp

http://www.dft.gov.uk/stellent/groups/dft_control/documents/contentservertemplate/dft_index.hcst?n=10689&l=1


http://www.northlondontransport.org/



Greater London, UK


6 London Regions and 33 boroughs/ up to regional trips


Car as a driver or passenger

Financing/ funding Supported by Transport for London (TfL), 6 London regions and 33 boroughs, community groups

Human resources -


Access to service through a website Use of private cars


TfL, NLT, SWELTRAC, SELTRANS, WLTP, TGLP, CLP + 33 boroughs, 18 hospital and many local businesses


14,000 users a month Wide range of user groups: Commuter, school/ university, shopping, leisure, etc.

Marketing Marketing and promotional activities as underlying factor in increasing the numbers of members in the scheme Still a lack of awareness


-


Locally branded scheme of the Liftshare.com approach

Main contact Marcus Seaman, Project Manager of London liftshare Patrick Allcorn, Principle Travel Plan Coordinator (TfL), Tel.: +44 020 7941 4747, E-Mail: [email protected]

Website www.londonliftshare.com - Portal to local liftsharing websites of 6 London Regions

Available material Case study on www.eltis.org


Name/ concept Pendlernetz NRW (North Rhine-Westphalia)/ urban lift-sharing service


Trial phase: September 2002 – September 2005


20 districts (Kreise) and municipalities (Städte) in parts of the Federal state of North Rhine Westphalia (see map URL: http://www.nrw.pendlernetz.de/index.php), Germany



http://www.londonliftshare.com/

http://www.eltis.org/

http://www.nrw.pendlernetz.de/index.php



Local, regional and long distance trips (> 100km)


Car as driver or passenger

Financing/ funding Costs of implementation and operation covered by participating districts and municipalities

• Costs of introduction: 4,500 € per 100,000 inhabitants, 30€ per further 1,000 inhabitants

• Hosting of system: 22 € per 1,000 inhabitants/ year Since January 2003 implementation costs of 31 € per 1,000 inhabitants and operational costs of 20 € per 1,000 inhabitants/year Three year funding for marketing and of a co-ordination office at the Transferzentrum für angepasste Technologien (TaT) from the Ministry of Environment, Nature Conservation, Agriculture and Consumer Protection of the Federal State of North-Rhine Westphalia (MUNLV)

Human resources Project co-ordinator at TaT Development of software was outsourced to a private company Contribution of labour time from staff of different stakeholders


Internet based matching service with central and local websites Possibility for people without internet access to use system in mobility centres or local administrations Use of private cars


Co-ordination office at TaT, Europe Alive Medien GmbH (technical implementation), Verbraucherzentrale (consumer advice centre), Federal State of North Rhine Westphalia (MUNLV), participating districts and municipalities, local agenda 21 groups


Catchment area of service with 7.2 Mio. inhabitants, thereof 2.2 Mio. Commuters that cross municipal boundaries Daily 8,000-9,000 lift share offers and request on-line Main target groups: commuters and leisure travellers

Marketing Marketing and public relations on local, regional and supra-regional level: internet, local press and specialised press, leaflets, posters etc. Marketing by involved stakeholders through their own channels


Evaluation by the University of Münster and the Institut für Wohnen und Umwelt Darmstadt (Institute for Housing and the Environment), survey among users of the service (first results available) Regular analysis of website use by Europe Alice Medien GmbH Case study in the German research project NAPOLI


The Pendlernetz scheme has also been implemented in other German regions: Pendlernetz Rhein-Main - http://www.rheinmain.pendlernetz.de/title.php Pendlernetz Stuttgart - http://stuttgart.pendlernetz.de/title.php

Main contact Bürgerservice Pendlernetz NRW Dipl. Ing. Rolf Mecke, Co-ordiator TaT Transferzentrum für angepaßte Technologien GmbH Hovesaatstraße 6 48432 Rheine Germany Tel.: +49 5971 - 990 103 E-Mail: [email protected] Martin Buske Europe Alive Media


http://www.rheinmain.pendlernetz.de/title.php

http://stuttgart.pendlernetz.de/title.php



Theaterstr. 22 53111 Bonn Germany Tel.: +49 228-41011-0 E-Mail: [email protected]

Website Infoportal: http://www.nrw.pendlernetz.de

Available material ILS NRW, 2005. Umsetzung und Akzeptanz einer nachhaltigen Verkehrspolitik – NAPOLI. Abschlussbericht. Dortmund: ILS NRW. Includes a case study about Pendlernetz. Available from: http://www.ils.nrw.de/publik/sonder/napoli.htm [accessed April 2005], in German language. General information, press articles, background material and data on the website of the service (http://www.nrw.pendlernetz.de), in German language

Further examples: Urban lift-sharing schemess exist as pilot projects or ongoing services in several European countries. Selected further examples are:

• Intrinsica (UK)

• VCC Oost Carpoolen (Netherlands) - http://www.vccoost.nl/

• VenM (Netherlands) - http://www.venmadvies.nl/venmadvies/index.html

• TC&O (Netherlands) - http://www.tco-mvm.nl/

• Carpool/ co-voiturage, Flanders and Bruxelles (Belgium) - http://www.carpool.be/vlaanderen/index.htm

• Click, call + pool, http://www.carpooling.com (Switzerland)

WG1 - Concept 2: Public bicycles

Bycyklen (Denmark)

Name/ concept Bicyklen/ public bicycles


May 1995/ ongoing (available from April to December)


Copenhagen, Denmark


Central Copenhagen (defined boundaries, outside use is considered to be theft/ short distances)


Bicycle/ intermodal travel chains possible (walking, public transport, car, long distance rail)

Financing/ funding Free to use (deposit required) Private sources: Sponsors (e.g. Energi E2, free newspaper Urban, Københavens Energi, EKJ consulting engineers, Københavener Information, ØresundDirekt) advertising Public sources: City of Copenhagen (racks), Danish Ministry of Traffic and




http://www.ils.nrw.de/publik/sonder/napoli.htm


http://www.vccoost.nl/

http://www.venmadvies.nl/venmadvies/index.html

http://www.tco-mvm.nl/

http://www.carpool.be/vlaanderen/index.htm

http://www.carpooling.com/


Environment, Danish Parliament (“Green Jobs” programme late 90’s), EU (ZEUS project late 90’s)

Human resources 30 rehabilitees from the Reva Centre who handle maintenance and service of the city bikes (80% of these persons subsequently find employment with an enterprise)


2,000 bicycles 100 city bike racks across central Copenhagen Bicycles have to be picked up and returned at one of the racks Four rolling city bike repair shops, visiting the racks One permanent city bike repair shop Two trucks that collect stray bikes every day


Co-operation of the non-profit organisation “Fonden Bycyklen I Københaven”, the advertising-agency Transmedia A/S, the producer of Cycle Imports of Scandinavia (C.I.O.S.), and the City of Copenhagen


General public, different trip purposes City bikes extremely well used (availability is a problem)

Marketing Bicycles well visible in central Copenhagen due to racks and special design Website City bike is beginning to become synonymous with Copenhagen


Covered by EU-projects ZEUS and ADONIS Analysis by Worcester Polytechnic Institute, Project Report “City-bike maintenance and availability” (May 2002, Project Number: 44-JSD-DPC3) "Evaluation of City-bikes in Copenhagen". Søren B. Jensen. The City of Copenhagen, 4th department. 1997.


Delivery of city bikes can be ordered for hotels, conferences, events etc. Theft and vandalism problem not solved yet Bycyklen has been used as a model for systems in Helsinki, Brussels

Main contact Niels Jensen City of Copenhagen Denmark Tel. : +45 33663569 e-mail: [email protected]

Website http://www.bycyklen.dk/

Available material DeMAIO, P. (2000). “Bycyklen” – Copenhagen’s Green Bike Program [online]. Available from: http://members.aol.com/humorme81/citybike.htm [Accessed April 2005]. DiDONATO, M. et al . 2002. City-Bike Maintenance and Availability. An Interactive Qualifying Project Report Submitted to the Faculty of Worcester Polytechnic Institute. Worcester. Available from: www.cities-for-cyclists.org/dokumenter/iqp.pdf [Accessed April 2005]. ELTIS Case Study (Adonis, 1996). Copenhagen, City bikes in Copenhagen [online]. Available from: http://www.eltis.org/studies/c40.htm [Accessed April 2005]. ELTIS Case Study (1997). City-Bike. Copenhagen, Denmark [online]. Available from: http://www.eltis.org/studies/51E.HTM [Accessed April 2005].



http://www.bycyklen.dk/

http://members.aol.com/humorme81/citybike.htm

http://www.cities-for-cyclists.org/dokumenter/iqp.pdf

http://www.eltis.org/studies/c40.htm

http://www.eltis.org/studies/51E.HTM



Name/ concept Call a bike/ public bicycles


October 2001/ ongoing (available from spring to fall)


Berlin, Cologne, Frankfurt (Main) and Munich; Germany


City centres/ short trips


Bicycle/ intermodal travel chains possible (walking, public transport, car, long distance rail)

Financing/ funding Operated by the commercial company DB Rent (a subsidiary company of German rail DB) Utilisation fee for use:

- Holder of a Bahn Card (Rail discount pass) or yearly public transport pass pay 5 Cent a minute

- Other users pay 7 cent a minute - 24 hours rent costs €15

Human resources Staff at DB Rent, call centre, bicycle maintenance, customer service


4,200 rental bikes, automated lock on the bicycle itself High-tech bikes, designed for one-way trips (bikes can be left at the nearest major crossing within a core area) Registered user calls the number on the bike he wants to rent and receives a four digit code which he enters on a touch screen to release the lock


DB Rent and German Rail, public transport operators


Leisure, shopping, commuter trips, also as extension of rail and public transport trips Main user groups:

- During the morning commuters as extension of public transport trip - In the afternoon and evening shopping trips or trips to cinemas - Age of most users between 18 and 35, mostly public transport users

71,000 users during season spring to fall 2004 (+40% compared to 2003), 380,000 trips in 2004 (+19% compared to 2003)

Marketing Promotion at rail stations and info material of German Rail (DB) Website


Internal monitoring and evaluation The WZB Berlin - Wissenschaftszentrum Berlin für Sozialforschung (Social Science Research Center Berlin), project group on Intermodal Service Components for Ensuring Transfer Mobility, is scientifically evaluating the market introduction of call a bike (and DB car sharing), in cooperation with the operator DB Rent (Contact: Weert Canzler, e-mail: [email protected]) Case study in the EU project Voyager


-

Main contact DB Rent GmbH Call a Bike




Scharrenstraße 10 06108 Halle (Saale) Germany Tel.: +49 (0) 700 0 5 22 55 22 E-mail: [email protected]

Website http://www.callabike-interaktiv.de/kundenbuchung/

Available material Voyager case study (from ELTIS website: www.eltis.org)

Vélo à la Carte - Clear Channel Adshel SmartBike (France)

Name/ concept Vélo à la Carte – Clear Channel Adshel SmartBike/ public bicycles


1998/ ongoing (all year service)


Rennes, France


Division of Rennes into twelve sections, each section having a docking station, 13 additional docking stations installed next to train stations, bus terminals, university grounds, shopping centres, parks, major administrative buildings Average trip length: 26 minutes; in more than two third of cases, the bike was returned to a different station from where it was borrowed


Bicycle, integration with public transport possible (69% of card holders confirmed they used SmartBike along with other means of transport)

Financing/ funding Free of charge to users Financed through advertisements: The SmartBike system is offered to jurisdictions using other ClearChannel Adshel services, such as information kiosks and bus shelters; their services are paid for through advertisements which appear on their outdoor furniture, funding also the SmartBike programmes SmartBike programs are profitable to Clear Channel in the sense that they add value to the company’s street furniture programs as an additional program amenity that is provided at no cost to local authorities. As a stand alone programme they could not operate economically unless local authorities funded the program and user fees were dramatically increased

Human resources Three staff (technical operation, administration)


The system uses a magnetic strip card to access the bicycle, containing personal data making it possible to track bicycles if they are not returned 200 smart-bikes, 25 docking stations, central computer, dispatch vehicles


Clear Channel, City of Rennes, Metropole Rennes (Rennes + 35 surrounding municipalities)


Two thousand smart cards issued on first-come, first-served basis: 1,320 cards distributed among residents of Rennes 280 to residents of the District of Rennes (32 neighbouring villages and

towns) 400 cards reserved for students enrolled in local universities

In 2002, over 45,785 trips recorded



http://www.callabike-interaktiv.de/kundenbuchung/



System well perceived: 92% of users rather or very satisfied with the system Average age of a user was 31 years 46% of card holders said they used the bikes on a regular basis Reasons for using SmartBike: Home to work 24%, Home to school/ University 15%, Leisure/ Pleasure 22%, Shopping 27%, Exercise 2%, others 10% More than 50% of bikes loaned were situated next to universities, at a bus interchange point or following a park-and-ride pattern, indicating that people were using the bikes to get to and from their place of work or study

Marketing Website Racks and bicycles visible in public spaces


Usage data available on the website Case studies (see available material)


Similar system implemented Norway (Bergen, Drammen, Oslo) and the UK (Cardiff)

Main contact Ronan Mulet CLEAR CHANNEL FRANCE Tel.: +33 2 820 808 808 or +33 2 06.09.54.24.07 e-mail: [email protected]

Website Vélo à la Carte: http://veloalacarte.free.fr/smartbike.html Clear Chanel Adshel: http://www.clearchanneladshel.com/deploy/adshelinternet/products/SmartBike.html

Available material DiDONATO, M. et al . 2002. City-Bike Maintenance and Availability. An Interactive Qualifying Project Report Submitted to the Faculty of Worcester Polytechnic Institute. Worcester. Available from: www.cities-for-cyclists.org/dokumenter/iqp.pdf [Accessed April 2005]. DeMAIO, P. AND GIFFORD, J. (2003). Will “Smart Bikes” Succeed as Public Transportation in the U.S.? – A study of smart bike programs and their suitability for future use in the U.S.. Available from: www.members.aol.cem/humorme81/metrobike/smartbikesaspublictransportation.pdf [Acessed April 2005] DeMAIO, P., 2003. Smart Bikes: Public Transportation for the 21st Century. Transportation Quarterly, Winter 2003, 9-11.

OV Fiets (Netherlands)

Name/ concept OV Fiets/ public bicycles


2002 / ongoing as pilot project


41 rental points, covering most of the larger stations in the Randstad and several stations in other provinces in the Netherlands


Short distances


Bicycle as extension of rail trip

Financing/ funding User charge: € 2.75 for a period of 20 hours (max. 60 hours) Development subsidy for pilot project from the Dutch Government



http://veloalacarte.free.fr/smartbike.html

http://www.clearchanneladshel.com/deploy/adshelinternet/products/SmartBike.html


http://www.members.aol.cem/humorme81/metrobike/smartbikesaspublictransportation.pdf


Human resources -


Membership required OV-Fietscard or registered NS-year pass enable access to the system Fast and easy computerised rental process 41 rental points (5 of them automated locker boxes, all other rental points operated by the bicycle parking facility operator who, in most cases, was already operating a traditional bicycle rental facility)


Initiative of ProRail, the national railway agency, in collaboration with the Nederlandse Spoorwegen (Dutch Railways), the Fietsersbond (Cyclist Union) and supported by several municipalities


Target group: frequent users, mainly commuters Monthly level of rented bicycles reached 5,600 at the end of 2003 (one year after introduction), which is a market share of 0,02% in the egress part of public transport travel (estimated potential of a country wide system would be 1%)

Marketing -


Evaluation by AVV Transport Research Centre on the market potential for a country wide bicycle rental concept in the Netherlands in 2004; assessment of the economic feasibility and organisational aspects included Business case missing


-

Main contact AVV Transport Research Centre Marlies Emmen P.O. Box 1031, 3000 BA Rotterdam The Netherlands Tel.: +31(0) 10 282 59 20 e-mail: [email protected]

Website www.ov-fiets.nl

Available material Emmen, M. et al., 2004. The Public Transport-Bike Services in the Netherlands. Pilot, evaluation and country wide introduction. Abstract ECOMM 2004. Available from: www.epommweb.org/ecomm2004/workshops/anglais/Kramer.pdf [accessed April 2005]

Selected further examples of public bicycle schemes:

• Helsinki’s city bike program (Finland) • Oslo – urban bikes (Norway) • Sandnes City Bike (Norway) • Brussels’ city bike program (Belgium) • Hasselt city bike program (Belgium) • London – Smart Bicycles (UK) • Paris – Roue libre (France) • Zürich rollt (Switzerland) • Singapore – CCP Smart Bike Program



http://www.ov-fiets.nl/

http://www.epommweb.org/ecomm2004/workshops/anglais/Kramer.pdf


WG1 – Concept 3: Call-a-bus services


Name/ concept PubliCar/ call-a-bus service


1995/ ongoing


Available in 32 regions/ Switzerland


Served areas have between 5,000 and 10,000 inhabitants and cover between 50 and 1000 square kilometres Rural areas and small towns Local to regional trips


Flexible bus scheme with door to door service/ in some areas link to regular public transport services

Financing/ funding Public funding: Federal level, cantons

Human resources -


Booking via call centre Use of modern minibuses


Swiss Post (operator), municipalities, cantons, federal administration


Main trip purposes: Leisure (38%), commute (27%), visiting doctor or hospital (16%), shopping (13%), other (6%) 20,000 to 30,000 trips per year in each service area

Marketing -


Controlling and evaluation by operator Customer survey 2002 High level of user satisfaction (98% satisfied or very satisfied with the service)


Steady expansion of services since introduction

Main contact Urs Luginbühl & Roberto Lanfranchi Die Schweizerische Post PostAuto Switzerland Tel.: +41 31 338 4786 or –53 e-mail: [email protected] and [email protected]

Website www.publicar.ch

Available material Böhler, S. and Dalkmann, H., 2004. IMAGO – Rahmenbedingungen und Finanzierungsmodelle flexibler Angebotsformen in europäischen Regionen. Wuppertal: Wuppertal Institut für Klima, Umwelt, Energie GmbH. Available from:




http://www.publicar.ch/


http://www.imago-mobil.de/berichte.htm [accessed April 2005]. Dalkmann, H. et al., 2004. MultiBus Projektbericht. Erfahrungen aus aufgabenverwandten Forschungsvorhaben. Wuppertal: Wuppertal Institut für Klima, Umwelt, Energie GmbH. Available from: http://www.wupperinst.org/Projekte/fg2/3203.html [accessed April 2005]. PubliCar info leaflet (from website) Postbus News Nr.1/ December 2001: Article about PubliCar

MultiBus (Germany)

Name/ concept Multibus/ call-a-bus service


December 2003/ ongoing


Municipalities Gangelt, Selfkant and Waldfeucht (all district Heinsberg), Germany


Region characterised by disperse settlements with approx. 30,000 inhabitants/ medium trip length


Flexible bus service, aiming at door to door service (currently still stops in a max. distance of 200m to home, but drop off directly at destination) and connection to main public transport routes

Financing/ funding Costs per year approx. 440,000 € Cost savings compared to traditional bus services 41,500 €/ year Research project within the programme “Public Transport for the Region”

Human resources -


Reservation of service at the latest 30 min before pick up Includes a parcel delivery service to achieve additional revenues and to support marketing 4 low-floor Minibuses, using biodiesel Call centre


Local public transport services (West Energie und Verkehr GmbH), Wuppertal Institute for Climate, Environment and Energy as well as Harloff Hensel Stadtplanung Ingenieurgesellschaft GmbH (Consulting Engineer)


A target group survey at the beginning of the project showed that the core user group would be children, teenagers, families and seniors In 2004 approx. 2,900 passengers used the service each month Low demand during weekend

Marketing Strategy for social marketing developed within the project


Evaluation by the Wuppertal Institute for Climate, Environment and Energy: Collection of experiences from similar research projects, analysis of economic efficiency and ecological-social balancing as well as the social marketing


-

Main contact HHS AACHEN Michael Kuprat Jakobstraße 12


http://www.imago-mobil.de/berichte.htm

http://www.wupperinst.org/Projekte/fg2/3203.html


52064 Aachen Germany Tel.: +49 241 47455418 e-mail: m.kuprat@hhs-onlilne.com--------------------------------------------------------------------- Wuppertal Institut für Klima, Umwelt, Energie GmbH Holger Dalkmann Döppersberg 19 42103 Wuppertal Germany Tel.: +49 0202-2492-184 e-mail: [email protected]

Website Wuppertal Institut: http://www.wupperinst.org/Sites/Projects/rg2/3203.html Multibus as project in the research programme “Public Transport for the Region” http://www.pnvregion.de/seiten/index.php4?content=projekt&projekt_id=8

Available material Dalkmann, H. et al., 2004. MultiBus Projektbericht. Erfahrungen aus aufgabenverwandten Forschungsvorhaben. Wuppertal: Wuppertal Institut für Klima, Umwelt, Energie GmbH. Available from: http://www.wupperinst.org/Projekte/fg2/3203.html [accessed April 2005]. EPOMM MuliBus case study, available from http://www.epommweb.org/epomm_example.phtml?sprache=en&id=230 [accessed April 2005]. Bundesministerium für Bildung und Forschung, 2004. Personnenahverkehr für die Region. Berlin. Available from: http://www.pnvregion.de/seiten/index.php4?content=aktuell [accessed April 2005].

Yellow Taxibus (UK)

Name/ concept Yellow Taxibus/ (commercial) call-a-bus service


August 2003/ ongoing


Dunfermline/ Edinburgh Region/ Scotland


Targeted at residential estates in Dunfermline, housing “Edinburgh overspill” that were previously without a bus service to the town centre and to Edinburgh/ aimed mainly at serving interurban trips to and from the Scottish capital


Vans with flexi-route portion around the housing estates in Dunfermline and fixed route section to Edinburgh drop-off points Stops at Ferrytoll park and ride on the north of the River Forth at the Forth Road (toll) Bridge

Financing/ funding

Commercial undertaking, operated by Stagecoach Financial feasibility still has to be proven, but first indications that service is doing well Costs in first year £200,000- £300,000 (€291,000- 437,000) Hope to franchise out to owner operator drivers

Human resources

Three people in the call centre, also developing a marketing strategy when not taking bookings Drivers

Functionalities/ services/ facilities/

Booking via call centre Pick up at home, drop off at stops




http://www.wupperinst.org/Sites/Projects/rg2/3203.html

http://www.pnvregion.de/seiten/index.php4?content=projekt&projekt_id=8


http://www.epommweb.org/epomm_example.phtml?sprache=en&id=230

http://www.pnvregion.de/seiten/index.php4?content=aktuell


vehicles 13 high-quality eight-seater Mercedes Vito vans


Stagecoach


Commuters and those wanting to travel to Edinburgh

Marketing Flyers with customer information Distinctively branded vehicles


Case study in Intermode Project


-

Main contact Steven Stewart Head of Media and Public Affairs Stagecoach Group UK tel + 44 (0) 1738 4421111, + 44 (0) 7764 774680 e-mail: [email protected]

Website http://www.stagecoachgroup.com/sgc/mediainfo/releases/2003/2003-08-19/

Available material

Enoch, M. et al., 2004. INTERMODE: Innovations in Demand Responsive Transport. Final report. Department of Transport and Greater Manchester Passenger Transport Executive. Available from: http://www.dft.gov.uk/stellent/groups/dft_localtrans/documents/downloadable/dft_localtrans_030325.pdf [accessed April 2005].

Similar examples: The range of call-a-bus services is wide and cannot be covered completely in this state-of-the-art report. Selected further examples are:

• Siilinjärvi Service Line (Finland)

• RUF-BUS, Wunstdorf (Germany)

• RegioTaxi, Arnhem-Nijmegen (Netherlands)

• Belbus midibus, Flanders (Belgium)

• Wigglybus, Wiltshire (UK)

• Cango, Hampshire (UK)

• InterConnect, Lincolnshire (UK)

• Village Link, Gloucestershire (UK)

• Taxitub Service, St. Brieuc (France)

• VIDEOBUS, Borgo Panigale (Italy)



http://www.stagecoachgroup.com/sgc/mediainfo/releases/2003/2003-08-19/

http://www.dft.gov.uk/stellent/groups/dft_localtrans/documents/downloadable/dft_localtrans_030325.pdf


4.3.2 WG2 – Innovative approaches in city logistics

WG 2 - Concept 1: Space management for urban delivery

Barcelona multi use lane (Spain)

Name/ concept Multi use lane


2000/ 2001


Barcelona, Spain


Based on a survey carried out on the delivery processes and vehicle structure of goods transport in Barcelona several measures to improve goods transport in the city were developed. A particular measure was to install variable message signs in the Balmes Street, Muntander Street and Travesera de Gracia Street.


Road

Financing/ funding The survey as well as the installations were funded by public bodies. The installation of a street with the variable message signs is about 500.000 Euro.

Human resources -

Functionalities/ Services/Facilities/ vehicles

In order to increase the traffic flow in the city area preferred access for particular user groups is given to particular road lanes. Especially, access is provided to individual transport during the peak hours, thus increasing the road capacity for this user group while loading and unloading on the street is not allowed. During the other day time access is given to goods transport, thus reducing the road capacity for the other road users. During night time space is reserved for residential parking. The specific access rights are provided to the different road users by variable messages signs installed on the streets.


Municipality of Barcelona


All transport users

Marketing The approach is mainly disseminated via research channels (presentations)


Several evaluations took place in the past. The approach asks for high enforcement effort to take care on the correct usage of the road space which is done by the police


-

Main contact Julio García Ramón Mobility Projects Director Barcelona Municipality [email protected]




Website -

Available material Presentations, http://www.eltis.org/studies/121E.HTM and on http://www.bestufs.net/conferences/2001-03-29_barcelona.html

Espace de Livraison de Proximité (France)

Name/ concept Espace de Livraison de Proximité


2003, ongoing


Bordeaux, France


Inner city area of Bordeaux


road

Financing/ funding The approach was designed as a PPP among private and public operators in Bordeaux (chamber of commerce, shop keepers, retailers and transport operators, municipality). No specific information on the installation costs are given. However, as the transport operators could realise significant time savings and cost reductions by delivering to the transhipment point. Within the first year more than 11.000 stops were made on the platform (about 38 per day). In average 2 pallets and 6 colis were regrouped at each stop.

Human resources 1 person is employed to work at the transhipment point


A specific site close to the city center is dedicated for goods transhipment. The incoming consignments will be regrouped and put on vehicles for the final distribution leg. A storage area is linked to the transhipment point for short term storage. The municipality is providing funds for the operation of the platform.


The approach was initiated due to a long term construction site in the city center of Bordeaux by the chamber of Commerce, the Municipality of Bordeaux and about 15 transport operators


Inner city deliveries (shop keepers, home deliveries)

Marketing The approach was implemented to support the local shop keepers and transport operators in doing their business. Dissemination and marketing activities took only place through research channels.


The approach is regularly evaluated by an independent consultant (about half a year)


-

Main contact Bernard Gérardin, Gérardin Conseil [email protected]

Website -



http://www.bestufs.net/conferences/2001-03-29_barcelona.html



Available material Presentations, evaluation reports

Similar examples as Espace de Livraison de Proximité: • La Rochelle (France)

• Monaco

• Genoa (Italy)

• Siena (Italy)

• Málaga (Spain)

Berlin Ladezonen (Germany)

Name/ concept Berlin Ladezonen


1994


Berlin, Germany


In several city districts of Berlin surveys and/or installations of loading zones were made (Karl Marx Straße, Müller Straße, Altstadt, Wilhelmstadt, Schlossstrasse, Hauptstraße, Rheinstraße, Bahnhofstraße)


Road

Financing/ funding The underlying surveys for loading zones were funded by the chamber of commerce and by public bodies. The installation of loading zones is part of the city strategy and financed by the municipality.

Human resources -


German law does not consider specific instruments to assign loading zones for commercial transport. In Berlin a specific sign for loading zones was developed and installed at specific streets allowing to reserve space for commercial transport as well as enforcement measures, if the loading zones are not used correctly.


Chamber of commerce of Berlin


Deliveries (shop keepers)

Marketing The approach was disseminated by the chamber of commerce marketing channels (press releases, dedicated events etc.)


An evaluation was made in the underlying surveys


-



Main contact Chamber of commerce Berlin Tel: (0 30) 3 15 10-415 E-Mail: [email protected]

Website http://www.berlin.ihk24.de/

Available material Evaluation on the platform Wirtschaftsverkehr

Similar examples: • Copenhagen (Denmark)

• London (UK)

• Paris (France)

• Barcelona (Spain)

WG 2 - Concept 2: Inner city night delivery

Barcelona night delivery (Spain) Name/ concept Barcelona Night delivery


2003


Barcelona, Spain


The approach was made at two particular places in Barcelona inner city area


Road

Financing/ funding The approach was developed and demonstrated in the frame of the CIVITAS initiative.

Human resources -


Freight operators are interested in realising deliveries outside the regulated hours of 08.00 – 20.00. Within this context, a pilot experience has been realised on the street frontage of a supermarket located in the central area of Barcelona, between 22.00 and 24.00 h. To minimise the main negative effect, noise, the lorry is equipped with a carpeted floor, the lifting system works with a low-noise pneumatic technology and the carriers to transport goods have low-noise rubber wheels. Initial results are that noise levels differ very little from ambient conditions (increase of 0,3 dBA). Up to seven (peak-hour) deliveries are substituted by two night-time deliveries using the quiet larger vehicle.


The approach was a collaboration between the Barcelona Municipality Road and Traffic Department SVP, and Mercadona, a chain of supermarkets, and member of AECOC, Spanish suppliers and retailers association.





Inner city deliveries (shop keepers)

Marketing The approach was disseminated mainly via the municipality (e.g. presentations). But no particular dissemination was made


An evaluation was made during the trials and th noise level was monitored by the police.


-

Main contact Julio García Ramón Mobility Projects Director Barcelona Municipality [email protected]

Website http://www.miraclesproject.org/

Available material Presentation on http://www.eltis.org/en/indexcse.htm

Similar examples:

• Madrid (Spain)

• Paris (France)

• Turin (Italy)

Dublin night delivery (Ireland)

Name/ concept Dublin Night delivery


2004


Dublin, Ireland


A survey on goods transport in the inner city area was carried out


Road

Financing/ funding The survey was funded by the department of transport (DOT/HEA)

Human resources -


Within the survey a detailed analysis on the delivery processes and vehicle structure in the inner city area of Dublin was made. A survey results was to developed and demonstrated an scenario considering night to relieve the inner city are from goods transport. For the approach low noise diesel with low noise ancillaries were used


http://www.miraclesproject.org/

http://www.eltis.org/en/indexcse.htm



The university of Dublin (Trinity College Dublin), the municipality as well as the shop keeper and transport operators


Inner city shop keepers and retailers

Marketing The approach was mainly disseminated via research channels (University of Dublin)


The underlying survey evaluated the approach extensively


-

Main contact Hugh Finlay DIT – Bolton St. Dublin 1 [email protected]

Website -

Available material Presentations on the survey results

VMTL (Germany)

Name/ concept VMTL


2001, 48 months


A demonstration of the approach was made in Munich


The demonstration took place at the depot München Nord of the transport operator Hermes and covers the area North of Munich (Am Hasenbergl, Schwabing-Freimann, Am Hart, Aschheim, Feldkirchen, Weissenfeld, Dornach).


Road

Financing/ funding The project was funded by the Bundesminister für Bildung und Forschung

Human resources -


VMTL developed a planning scenario providing to the customer a much more reliable time window for delivery. Within an overall architecture different IT systems are interlinked providing on the one side an improved information basis on the preferences of the customer. On the other side drivers received enhanced information on the transport condition while carrying out the tour.


The partners involved are a transport software developing company (PTV), an IT integrator (IBM), a telecommunication technology provider (Ericson), a car manufacturer (DaimlerCrysler) as well as Hermes Versand Service being the



demonstration partner.


B2C transport flows and home delivery

Marketing 2 demonstration days with press events were organised and carried out. Dissemination material on different media is available (DVD, brochures, web page etc.)


A project accompanying evaluation took place


-

Main contact INVENT Büro Hülenbergstr. 10 73230 Kirchheim/Teck

[email protected]

Website www.invent-online.de

Available material Project deliverables

DHL PackStation (Germany)

Name/ concept DHL PackStation


2004


14 Cities in Germany. The number of cities will be continuously extented


So far, the DHL PackStationen are installed at particular points (Universities, large companies, stations etc.)


Road

Financing/ funding DHL PackStation is a private business model. No extra charges have to be paid by the customer using locker boxes.

Human resources -


In 2004 about 33 DHL PackStation were installed in several German cities having about 8000 registered customers. Each registered customer receives a smart card and a PIN to open his locker box. Once the delivery is made the customer will receive a SMS or voice mail on the delivery of his package.


DHL and customers



http://www.invent-online.de/



B2C parcel delivery

Marketing The approach is advertised via different marketing channels by DHL.


An exemplary survey was carried out on the effects of locker box on the urban transport situation in Cologne. According to this study about 7,6 Mio veh.km per year could be saved in individual motorised transport while there is only an increase in 1,8 Mio veh.km per year in commercial transport.


-

Main contact -

Website http://www.dhl.de/dhl?lang=de_DE&xmlFile=53008

Available material Presentation from BESTUFS workshop http://www.bestufs.net/workshops/2005-04-21_nuremberg.html

Kiala (Belgium, Luxemburg, France, Netherlands, Germany)

Name/ concept Kiala


2001


Kiala operats a network of take out stores - pick-points in cities to pick up deliveries.


In 2001 the approach was introduced in Belgium and Luxemburg, in 2003 in France and The Netherlands and in 2005 in Germany.


Road

Financing/ funding The Kiala approach is a private business model. The prices are included in the distribution costs of the far distance retailer.

Human resources -


Kiala provides home delivery services for different far distance retailers or E-commerce shops. Transport from the retailers distribution center to a pick point as well as home deliveries are organised. Two main network are operated: a consumer oriented network and a professional network for time critical deliveries. The customer can select a preferred Kiala store for picking up his delivery. Once the delivery is made he will be informed via SMS or Call Center.


Kiala has contracts with different retailing companies (Quelle, Neckermann, HP etc.)


Main user group are frequent users of e-Commerce.


http://www.dhl.de/dhl?lang=de_DE&xmlFile=53008

http://www.bestufs.net/workshops/2005-04-21_nuremberg.html



Marketing The approach is actively supported by Kiala marketing activities.


Not known


-

Main contact -

Website www.kiala.com

Available material Presentation from BESTUFS http://www.bestufs.net/workshops/2005-04-21_nuremberg.html

4.3.3 WG3 – New non-polluting and energy efficient vehicles

WG3 - Concept 1: Policy strategy to deploy private sector AFVs

Miljöbilar i Stockholm/Clean vehicles in Stockholm (Sweden)

Name/ concept Miljöbilar i Stockholm/Clean vehicles in Stockholm/ Policy strategy to deploy private sector AFVs


1995


City of Stockholm, Sweden


Stockholm region


Non-track vehicles, mainly light-duty vehicles and buses

Financing/ funding Public. Mainly municipal funding. In addition national and EU funding.

Human resources 6 staff persons


• Turn city fleet to AFV (Biogas, ethanol, hybrid) • Turn City bus fleet to AFV (Biogas, ethanol) • Garbage trucks on Biogas • Test new technologies (electric, hybrids, fuel cell) • Information • Campaigning • Co-operation with car dealers


http://www.kiala.com/




• Co-operation with fuel companies • Joint procurement to introduce new models • Joint procurement to lower prices • Networking with other cities to spread ideas and support with knowledge • Co-operation with NGOs • Requiring AFV when procuring transport services • Push national level for incentives • Push national level and other cities to be good examples • Incentives

- free ride in congestion zone - free parking - VIP-lane for clean taxis - tax discounts on fuel (national) - tax discounts on company car tax (national) - subsidies, fuel stations - subsidies, extra cost for vehicles


City of Stockholm, Clean drivers of Stockholm (network of drivers), Company network “Minst en miljöbil”, Stockholm Transport, County council, Clean fuel distributors, Clean vehicle dealers, Nation-wide city/NGO-network, vehicle dealers, fuel providers, Stockholm water, AGA gas,


Private companies.

Marketing Public advertisement on the web, in newspapers, out-door advertisement boards newsletter to clean drivers etc. Restaurant postcards, telemarketing, company visits etc Articles in press, TV-spots, radio Seminars, commercials, campaigns Free ride in congestion zone, free parking, VIP-lane for clean taxis subsidies, fuel stations, subsidies, extra cost for vehicles


Amount of vehicles sold are monitored two times/year. No of fuel stations is monitored continuously. Inquiries of driver’s opinions are made yearly, regularly evaluation of web site.


-

Main contact Gustaf Landahl, tel: +46 8508 28 916, E-mail: [email protected]

Website www.miljobilar.stockholm.se www.miljofordon.se (national site)

Available material Pamphlets Reports on different actions: Zeus & Focus procurements, Company Campaigns, Incentives in Europe, Biogas use in Europe, Clean vehicles in Europe etc. Yearly statistics on selling, fuel consumption, facts & economics on vehicle models, where to fill your AFV etc.



http://www.miljobilar.stockholm.se/

http://www.miljofordon.se/


Bremer Offensive - Das Erdgasfahrzeug (Germany)

Name/ concept Bremer Offensive – Das Erdgasfahrzeug/ Policy strategy to deploy private and business sector AFVs


2003


City of Bremen, Germany


Federal State of Bremen


Non-track vehicles

Financing/ funding Public. Mainly funding from energy agency, gas provider and municipality . In addition national and EU funding.

Human resources 2 staff persons, 1 person at the energy provider, additional consultants


• Natural gas vehicles • discussions with vehicle deliverers • information • public and expert events • Intense campaigning • Gas companies provides fuelling facilities • Monetary incentives for extra cost for vehicles, mainly companies • Intensive evaluation and continuous monitoring


City of Bremen, swb AG (Gas company), Bremer Energie-Konsens (energy agency)


Private companies, private households

Marketing Brochures, exhibitions, target oriented leaflets, personal letters to citizens and selected companies (close to a filling station), stands in malls and markets, promotion events Media work Seminars for car dealers; ecodriving programmes Monetary incentives or extra cost for vehicles


Amount of vehicles sold are monitored regularly. Mileage driven is monitored continuously. All drivers fill in log books.


Excellent cooperation between all stakeholders in the regional supply chain for CNG vehicles

Main contact Michael Glotz-Richter, tel: +49 421 361 6703, E-mail: [email protected]

Website www.bremererdgasfahrzeug.info




http://www.bremererdgasfahrzeug.info/


PowerShift grant scheme (UK)

Name/ concept PowerShift grant scheme/ Policy strategy to deploy private sector AFVs


2003


Energy saving Trust (National public body), United Kingdom


United Kingdom


Non-track vehicles

Financing/ funding Public. National funding.

Human resources -


Giving grants to parts of the extra cost for Natural gas vehicles and conversion to LPG by certified converting firms.


Car manufacturers, conversion garages, Gas companies


Private companies, citizens, public bodies

Marketing Public advertisement on the web, in newspapers, out-door tables etc Articles in press, TV-spots, radio Seminars Commercials, campaigns Subsidies for extra cost for vehicles and fuel stations


Amount of vehicles/fuel stations subsidised are monitored yearly.


-

Main contact Colin R Matthews, tel: +44 207 227 0321, E-mail: [email protected]

Website www.est.org.uk

Available material Available at the website




Miljöfordon i Göteborg (Sweden)

Name/ concept Miljöfordon i Göteborg/ Policy strategy to deploy private sector AFVs


1990


City of Göteborg


City of Göteborg + co-operation within the region






• Turn city fleet to AFV (Natural gas, ethanol, hybrid) • Turn City bus fleet to AFV • Garbage trucks on Natural gas • Test new technologies (electric, hybrids) • information • Company visits • campaigning • co-operation with car dealers and fuel companies • Incentives

- free parking - VIP-lane for clean taxis - tax discounts on fuel (national) - tax discounts on company car tax (national) - subsidies, fuel stations


City of Göteborg, Fordonsgas väst (vehicle gas consortium) Göteborg Transport, Clean fuel distributors, Clean vehicle dealers, Nation-wide city/NGO-network, Taxi


Private companies.

Marketing Public advertisement on the web, in newspapers, telemarketing, company visits etc Articles in press, TV-spots, radio Seminars, newsletter to clean drivers Commercials, campaigns Free parking, VIP-lane for clean taxis, subsidies for extra cost for vehicles


Amount of vehicles sold are monitored two times/year. The number of fuel stations is monitored continuously. Regularly evaluation of web site


Göteborg include natural gas vehicles and also low-consuming petrol and diesel vehicles in their definition.



Main contact Mats-Ola Larsson, tel: +46 70 36 78 014, E-mail: [email protected]

Website www.miljofordon.se (national site)

Available material Pamphlets Reports on different actions: procurements, test fleet, Statistics on selling, fuel consumption, facts & economics on vehicle models, where to fill your AFV etc. Available at web site.

Miljöfordon i Malmö (Sweden)

Name/ concept Miljöfordon i Malmö/ Policy strategy to deploy private sector AFVs


2001


City of Malmö


City of Malmö






• Turn city fleet to AFV (Natural gas, ethanol, hybrid) • Turn City bus fleet to AFV • Turn taxi fleet to Natural gas • information • campaigning • co-operation with car dealers and fuel companies • Incentives

- free parking - tax discounts on fuel (national) - tax discounts on company car tax (national) - subsidies, fuel stations


City of Malmö, Sydgas (vehicle gas consortium) Malmö Transport, Clean fuel distributors, Clean vehicle dealers


Private companies.




Marketing Public advertisement on the web, in newspapers, out-door tables, telemarketing, company visits etc Articles in press, TV-spots, radio Seminars, newsletter to clean drivers Commercials, campaigns Free ride in congestion zone, free parking, VIP-lane for clean taxis subsidies, fuel stations, subsidies, extra cost for vehicles


Amount of vehicles sold are monitored two times/year. No of fuel stations is monitored continuously. Regularly evaluation of web site


Malmö include natural gas vehicles and also low-consuming petrol and diesel vehicles in their definition

Main contact Max Hansson, tel: +46 40 34 12 79, E-mail: [email protected]

Website www.miljofordon.se (national site)

Available material Pamphlets Reports on different actions: procurements, test fleet, Statistics on selling, fuel consumption, facts & economics on vehicle models, where to fill your AFV etc.

Tausend Umwelt-Taxis für Berlin (TUT) (Germany)

Name/ concept Tausend Umwelt-Taxis für Berlin (TUT) / Policy strategy to deploy private sector AFVs


2000


Berlin, Germany


Berlin


Natural Gas Taxis Natural Gas driving school vehicles

Financing/ funding Public. National funding.

Human resources -


Giving grants to parts of the extra cost for Natural gas vehicles. Incentives reduced step by step during the years. About 700 taxis run on Natural gas Gas company provides infrastructure, 12 strategically chosen places


National Ministry of Environment, Taxi companies/organisations, Car sellers organisation, Gas company






Taxi drivers

Marketing Through taxi organisations Through car sellers organisation Through gas company


Amount of vehicles/fuel stations subsidised are monitored yearly.


Main contact TUT - Tausend Umwelt-Taxis für Berlin GASAG-Haus Reichpietschufer 60 10785 Berlin (Tiergarten)

Website www.tut-berlin.de Available material

-

City of Rotterdam (Netherlands)

Name/ concept City of Rotterdam/ Policy strategy to deploy private sector AFVs


1990


City of Rotterdam


City of Rotterdam


Non-track vehicles, also two-wheelers


Human resources -


Testing new technologies in city fleet and city bus fleet Natural gas buses biodiesel buses hybrid buses electric, automated buses Electric cars LPG waste collection vehicle electric scooters electric vans CNG cars


http://www.tut-berlin.de/


Smart vehicles De-NOx filter on buses & waste collection trucks Hybrid bus (other solution than the former) Hybrid cars and vans Ethanol cars Electric minibus

From 2006 extending region-wide use of ethanol cars


Car manufacturers, bus operators.


City employees, bus operators Rotterdam will soon start addressing private companies

Marketing -


Evaluation of all the different test vehicles


-

Main contact Anthony Vermie, tel: +31 10 489 6185, E-mail [email protected]

Website www.tellus-cities.net

Available material Reports on testing different vehicles.

Biodiesel in Graz (Austria)

Name/ concept Biodiesel in Graz/ Policy strategy to deploy private sector AFVs


1996, ongoing


City of Graz


City, region


Biodiesel cars and buses

Financing/ funding Public. Mainly municipal funding. In addition private and EU funding.

Human resources -



http://www.tellus-cities.net/



Biodiesel production plant , rapeseed and used cooking oil from households and restaurants

Operating city bus fleet Taxi company Farmers


City, Biodiesel co (farmer’s co-operative), bus operators, Taxi 878


-

Marketing -


Evaluation of the different vehicles, exhaust tests


-

Main contact Gerhard Ablasser, City of Graz, + 43 316 87 24 200

Website www.graz.at

Available material -

WG2 - Concept 2: Biogas in captive fleets

Svensk Biogas AB (Sweden)

Name/ concept Svensk Biogas AB/ Biogas in captive fleets


1990 continues


Svensk Biogas AB, Linköping, Sweden


City, region


biogas production and use in vehicles

Financing/ funding City, private

Human resources -


http://www.graz.at/


Facilities/ vehicles Started with production from sewage to fuel buses designated plant 1996, solid material as feedstock, output rate more than doubled in 4 years due to better knowledge of the process. Increasing use of IP-crops as feedstock2001 1st public station Today 18 filling stations and 7 more to be opened Serve Tekniska Verken’s fleet, municipal fleet, taxis 500 cars + 67 buses


Tekniska Verken’s municipal fleet taxis The Public transport company Svensk biogas is the producer and also in charge of the public filling stations.


Municipal bus fleet & car fleet Waste & Water management fleet Taxi Some companies

Marketing -


No of vehicles Production constantly monitored No of fuelling stations


City requires transport providers to use minimum amount biogas vehicles

Main contact Peter Undén Tel: +46 13-20 81 41 [email protected]

Website www.svenskbiogas.se


Lille Metropole (France)

Name/ concept Biogas in captive fleets


1995, continues


Lille Metropole (France)


region


biogas production and use in buses

Financing/ funding Public, region. In addition EU founding



http://www.svenskbiogas.se/


Human resources -

Facilities/ vehicles 1995 a pilot from sewage. New plant will be ready in 2006, uses solid waste from i.e. restaurants and parks This will serve 100 gas buses. biogas will be mixed with natural gas to serve all bus fleet, waste collectors and parts of municipal fleet.


Lille Metropole


Public Bus fleet, waste collectors and parts of municipal fleet

Marketing -


-


-

Main contact Pierre Hirtzberger, tel +33 3 20 21 21 37 [email protected]

Website -


Kompogas (Switzerland)

Name/ concept Kompogas/Biogas in captive fleets


1991, continues


Otelfingen and Bachenbülach /Switzerland


Region


Biogas production and use in private cars

Financing/ funding Public, region, city.

Human resources -




Facilities/ vehicles Production plant from solid waste Part of the gas is upgraded to vehicle fuel Some 100 cars use this


Kompogas AG (Private company)


Drivers of natural gas vehicles

Marketing -


-


-

Main contact [email protected]

Website www.kompogas.ch

Available material Brochures on what biogas is


Name/ concept Gothenburg Green gas/ Biogas in captive fleets


2001, continues


Gothenburg (Sweden)


city


modified green gas concept. use of natural gas in vehicles

Financing/ funding public, (city), private, national

Human resources -

Facilities/ vehicles -


City, bus operator, Fordonsgas Väst (vehicle gas company), private citizens



http://www.kompogas.ch/



Since late 80s buses and increasing amount taxis operate on natural gas. 2001 Göteborg required the bus operators to use gas buses and each year an increasing amount of renewable fuels. As no upgraded biogas was available, green gas concept developed similar amount crude biogas feeds in the cooking gas net. Revenues + national funding upgrading plant planned for 2006

Marketing Intensive marketing through newspapers, web, company visits etc. Strong use of incentives. Most drivers operate on natural gas, mainly public vehicles buy green gas.


-


-

Main contact Mats-Ola Larsson, tel: +46 70 36 78 014, E-mail: [email protected]

Website www.miljofordon.se


City of Uppsala (Sweden)



1996


City of Uppsala, Sweden


City


Biogas production and use in vehicles

Financing/ funding City, natonal

Human resources -

Facilities/ vehicles Producing biogas from sewage and offals. Bovine medical residuals disturbing biogas process Operating 46 buses and a few municipal cars


City, bus operator


-




Marketing -


-


-

Main contact VA- och avfallskontoret Telefon 018-727 40 00 E-post: [email protected]

Website www.uppsala.se


City of Stockholm (Sweden)



1996




Region of Stockholm



Financing/ funding City, additional funding from national funds and EU

Human resources -

Facilities/ vehicles producing biogas from sludge in 2 plants. Production from solid waste is tested and full-scale production is planned. Taxi, waste collection trucks, buses, municipal fleet and some private companies operate on biogas. In all some 200 biogas vehicles. All inner city fleet (250 buses) will use biogas in a few years A pilot of 4 biogas ferries will start 2005.


City of Stockholm, Clean drivers of Stockholm (network of drivers), Company network “Minst en miljöbil”, Stockholm Transport, County council, Clean fuel distributors, Clean vehicle dealers, Nation-wide city/NGO-network, vehicle dealers, fuel providers, Stockholm water, AGA gas,


Municipal fleet, buses, taxis, delivery companies and other private companies.



http://www.uppsala.se/


Marketing Public advertisement on the web, in newspapers, out-door advertisement boards newsletter to clean drivers etc. Restaurant postcards, telemarketing, company visits etc Articles in press, TV-spots, radio Seminars, commercials, campaigns Free ride in congestion zone, free parking, VIP-lane for clean taxis subsidies, fuel stations, subsidies, extra cost for vehicles


Amount of vehicles sold are monitored two times/year. No of fuel stations is monitored continuously. Inquiries of driver’s opinions are made yearly, regularly evaluation of web site


-

Main contact Gustaf Landahl, tel: +46 8508 28 916, E-mail: [email protected]

Website www.miljobilar.stockholm.se www.miljofordon.se (national site)

Available material Pamphlets Reports on different actions: Zeus & Focus procurements, Company Campaigns, Incentives in Europe, Biogas use in Europe, Clean vehicles in Europe etc. Yearly statistics on selling, fuel consumption, facts & economics on vehicle models, where to fill your AFV etc.

City of Borås (Sweden)



2002


City of Borås, Sweden


-



Financing/ funding City

Human resources -

Facilities/ vehicles producing biogas from sewage. 4 waste collectors and 3 cars. Another 20 buses is planned


Waste managament company



http://www.miljobilar.stockholm.se/




-

Marketing -


-


-

Main contact Jöran Eriksson Tel + 46 33-35 74 00 [email protected]

Website www.boras.se


City of Eslöv (Sweden)



-


City of Eslöv,


City



Financing/ funding City + EU funding

Human resources producing biogas from household waste 1 public filling station Operates 2 biogas-electric hybrid buses + 42 cars in municipal fleet + a few private cars

Facilities/ vehicles


City, Sydkraft (Gas company) Länstrafiken i Skåne (Regional Public transport company)


-

Marketing -



http://www.boras.se/



-


-

Main contact Carina Lindeberg, City of Eslöv, tel +46 413-620 50

Website www.eslov.se


City of Jönköping (Sweden)




City of Jönköping, producing biogas from sewage. Running buses and municipal fleet


-



Financing/ funding City + national funding

Human resources -

Facilities/ vehicles 1 production plant, using sewage 1 fuelling station 140 cars, mainly publicly owned subsidies to biogas vehicles


City


-

Marketing -


-


http://www.eslov.se/



-

Main contact Erik Gaude, City of Jönköping, tel +46 36 10 81 06

Website www.jonkoping.se


City of Kalmar (Sweden)



1998


City of Kalmar,


-



Financing/ funding -

Human resources -

Facilities/ vehicles 1 production plan from sewage. 2 waste collectors ≈30 municipal cars


City. Kalmar Vatten och Renhållning AB (Water treatment company)


-

Marketing -


-


-

Main contact Linda Pettersson, Kalmar Vatten och Renhållning AB, tel +46 480-45 12 04, [email protected]


http://www.jonkoping.se/


Website www.kalmar.se


City of Skövde (Sweden)



2003


City of Skövde


-


Biogas production and use in vehicles.


Human resources -

Facilities/ vehicles 1 separate biogas production plant, producing biogas from offal. 1 public fuelling station. Running ≈ 50 municipal cars.


City, meat company.


-

Marketing -


-


-

Main contact Stig Johansson, City of Skövde, +46 500-49 81 55, [email protected]

Website www.skövde.se www.biogasbil.nu



http://www.kalmar.se/


http://www.sk%C3%B6vde.se/

http://www.biogasbil.nu/


City of Trollhättan (Sweden)



1996


City of Trollhättan,


-


Biogas production from household waste and sewage. Used in buses, waste collectors and cars.

Financing/ funding City + national investment

Human resources -

Facilities/ vehicles 2 Production plants: at water treatment co and at the waste management centre upgrading at wastewater company, pipeline in between. Municipal buses, waste collectors, cars, the involved companies’ cars and a few private cars operate on this. In total 120 vehicles.


City (wastewater company), waste management company (Traab), gas distributor (Trollhättan energi).


Municipal fleet

Marketing -


-


-

Main contact Ronald Svensson, City of Trollhättan, tel +46 520 49 76 27, [email protected]

Website www.trollhattan.se




http://www.trollhattan.se/


City of Västerås (Sweden)



2003


City of Västerås, Sweden


City




Human resources -

Facilities/ vehicles 1 production plant from household and restaurant waste + IP-crops in 2006 Producing biogas from household waste. A new plant using IP-crops will be ready in 2006-2007. 16 buses, 40 are planned 10 Waste collectors planned Parts of the municipal fleet ≈100 private cars Free parking for biogas vehicles (and ethanol)


Växtkraft, a biogas company with the owners: Regional waste management co.(Vafab) Regional energy company (Mälarenergi). Regional public transport Co. (VLT)


Taxis, private citizens

Marketing -


-


-

Main contact -

Website -

Available material Rapport –Informationsinsatser om biogas som fordonsbränsle i Västerås. available at www.sgc.se/rapporter/resources/SVP610416.pdf


http://www.sgc.se/rapporter/resources/SVP610416.pdf


City of Haarlem (Netherlands)



2006


City of Haarlem, Netherlands


City



Financing/ funding City, private companies, possibly EU

Human resources -

Facilities/ vehicles Will use landfill gas (from waste dumps) and fermented “new” waste Injection in Natural gas grid, green gas concept Operate private cars, vans and garbage trucks


City of Haarlem, Van der Wiel Stortgas BV (gas company), DutCH4 (Car conversion company), Waste water treatment co, waste management co, natural grid owner, local energy company,


-

Marketing -


-


-

Main contact Through BiogasMax, c/o Pierre Hirtzberger, tel +33 3 20 21 21 37 [email protected]

Website -






City of Reykjavik (Iceland)



1997


City of Reykjavik, Iceland


-




Human resources -

Facilities/ vehicles Plant from sewage ≈ 50 cars


Metan hf, daughter company to SORPA: consortium of 7 cities


-

Marketing -


-


-

Main contact Metan hf. Gufunesi 112 Reykjavík Tel 520 2200

Website www.metan.is



http://www.metan.is/


City of Laholm (Sweden)



1992


City of Laholm


City , region



Financing/ funding Commercial,

Human resources -

Facilities/ vehicles 1 production plant. Feedstock: manure, offals and food industry waste Injecting upgraded biogas in vehicle gas grid, using “Green gas” concept Residuals used as fertiliser by farmers 1 fuelling station A few municipal cars A few private cars


Södra Hallands Kraftförening (Regional energy co), City of Laholm, Local Farmer’s organisation


-

Marketing -


-


-

Main contact SHK Energi, Tel. +46 430-480 00, [email protected]

Website www.shkenergi.se




http://www.shkenergi.se/


City of Helsingborg (Sweden)



1991


City of Helsingborg, producing biogas from sludge, Injecting upgraded biogas in vehicle gas grid, using “Green gas” concept


Region




Human resources -

Facilities/ vehicles 1 production plant using household waste 1 public station surplus biogas is fed into natural gas grid – heat and electricity production 60 buses A few municipal cars A few private cars


Regional waste management co (Nordvästra Skånes Renhållnings AB), city,


-

Marketing -


-


-

Main contact Nordvästra Skånes Renhållnings AB, tel +46 42- 10 75 70, [email protected]

Website www.nsr.se




http://www.nsr.se/


WG3 - Concept 3: Joint Procurement of AFVs


Name/ concept Joint procurement of Renault Clio /Joint Procurement of AFVs


1992 - 1996


Sweden


Sweden


Electrical cars

Financing/ funding National, cities

Human resources -

Facilities/ vehicles Technical procurement to speed up development of electric vehicles Many offers, only two fulfilled the specifications Pilot delivery tested carefully ≈150 vehicles delivered


NUTEK (national body for business development), ≈ 35 cities


Cities

Marketing -


Careful evaluation of performance, several reports


-

Main contact Anders Lewald, project leader. Swedish Energy agency, +46 16-544 2060 [email protected]

Website -

Available material Miljöfordonsupphandlingar i backspegeln. Manuscript




Zeus international procurement of Electric vehicles (international)

Name/ concept Zeus international procurement of Electric vehicles /Joint Procurement of AFVs


1996-1998


Athens and Amaroussion, Greece; Copenhagen, Denmark; Coventry and the London Boroughs of Camden, Southwark and Sutton, UK; Palermo, Italy and Stockholm Sweden.


The above Cities


Procurement of Electric vehicles

Financing/ funding Cities, EU

Human resources 16 persons in the project group, though only a small part of their time. Additional experts and steering group

Facilities/ vehicles Technical procurement to introduce electric vehicles in new countries, lower price on vehicles & spare parts 9 offers, none fulfilled all the specifications 1 van + 2 passenger cars chosen Prices reduced 25-50 % Battery leasing introduced 278 vehicles bought by consortium Another 150 by third part


The above Cities


Cities

Marketing -


Evaluation report


-

Main contact Eva Sunnerstedt, City of Stockholm, +46 508 28 913 [email protected]

Website http://www.miljobilar.stockholm.se/upload/3430/Zeus-FinalReport.pdf

Available material evaluation report: Coordinated Procurement of Electric Vehicles



http://www.miljobilar.stockholm.se/upload/3430/Zeus-FinalReport.pdf



Name/ concept Swedish Ford Focus FFV (Flexi Fuel Vehicle) procurement /Joint Procurement of AFVs


1998-2001


Sweden


Sweden


Procurement of Ethanol FFV vehicles

Financing/ funding Cities, some national funding for PR

Human resources -

Facilities/ vehicles Procurement to introduce Ethanol FFV vehicles on the Swedish market at a competitive price In the end 1 offer, provided 4 000 buyers 3 000 buyers joined delivery New, cheaper technology Introduction at Swedish market Prices 550 € less than petrol versionr By year 2004, 14 000 units sold triggered off SAAB and Volvo to launch ethanol models New models also from Ford in 2005


Cities, Miljöteknikdelegationen (national body for new technology), Environmental NGOs, Ford Sweden


Private citizens

Marketing Seminars, advertisements, Work shops, company visits etc.


-


-

Main contact Eva Sunnerstedt, City of Stockholm, +46 508 28 913 [email protected]

Website -





Trendsetter procurement (Sweden)

Name/ concept Trendsetter procurement/Joint Procurement of AFVs


2002




Sweden


National procurement of biogas and electric-hybrid vehicles

Financing/ funding Cities

Human resources -

Facilities/ vehicles National procurement of biogas and electric-hybrid vehicles Joining 46 cities Framework agreement for 4 years reduced costs with up to 15 % speeded up the introduction of the Toyota Prius in Sweden


Cities, Kommentus (procurement company), car agencies


City fleet

Marketing -


-


-

Main contact Sven Alexandersson, City of Stockholm, +46 508 28 945 [email protected]

Website --

Available material --




4.3.4 WG4 – Innovative demand management strategies

WG4 – Concept 1: Transportation Management Associations

Ride-On TMA (USA)

Name/ concept Ride-On TMA


1993


San Louis Obispo County, California, USA


Cover the whole County


Shuttle services

Financing/ funding Non-profit transportation cooperative financed through membership fees and fares for services provided. First funds were given by the Caltrans District 5 and the opening of the TMA was supported by the San Louis Obispo Regional Rideshare.

Human resources /


Provision of: • Shuttle bus services to regional transportation terminals • Shuttle services for children and patients • Special event transportation • Lunchtime shuttle • Employee Transportation Coordinator • Transportation information and referral • Commuter baseline survey • Guaranteed / Emergency Ride Home

Ride-On has a fleet of more than 36 vans, buses and wheelchair lift-equipped vehicles to solve anyone's transportation needs. Each service is carefully planned before implementation. The TMA Steering Committee assesses the progress of each product and modifies the services to make them user friendly. Ineffective services are eliminated to make funding available for the services, which the community is using on a regular basis. The TMA and Ride-On's Social Service Transportation share vehicles, drivers and operation facilities to keep costs down. All Ride-On vehicles are equipped with two-way radios and are in contact with a central dispatcher from 6 am to 6 pm Monday through Friday and 7 am to 3 pm on Saturdays. Evening and weekend programs are pre-booked, so no dispatching is necessary. Call America has assisted Ride-On in establishing an automated phone system, which allows callers to schedule rides or seek information 24 hours a day, seven days a week.


The following organisations joined TMA and used the pooled resources of the community to help ease congestion, prevent air pollution and build a transportation network in San Luis Obispo:

• Cal Poly • Cuesta College



• Morro Bay HarborFest • Quality Suites • County of San Luis Obispo • French Hospital Medical Centre • San Luis Council of Governments • La Cuesta Motor Inn • San Luis Obispo County Air Pollution Control District • Transportation Choices Program

San Luis Obispo Regional Rideshare Program and Caltrans District 5 support the TMA.


Local travellers, commuters, companies, people with special needs

Marketing Public advertisement on the web - Newsletters


Commuter baseline surveys


/

Main contact Mark Shaffer, Director [email protected]

Website http://www.ride-on.org

Available material Newsletters

Commuter Challenge Program (USA)

Name/ concept Commuter Challenge Program


/


Puget, Seattle, USA


Puget Sound Region


Sustainable modes of transportation for commuters

Financing/ funding Non profit organisation

Human resources 4 staff within Commuter Challenge



http://www.ride-on.org/



• Employer Recognition. The Commuter Challenge recognition program pay close attention to the worksites that achieved progress towards or met state mandated Commute Trip Reduction (CTR) goals in Single Occupancy Vehicle reduction.

• Policy Shaping Opportunities. King County employers will be kept informed of opportunities to discuss on proposed policies and legislation at local, state and national levels that will help them to reduce commute trips.

• Workshops/Forums/Committees. Throughout the year, Commuter Challenge invites business representatives to participate in various workshops, forums, and committees to address the congestion issues in their region.

• Regional Smart Commute Program. This program provides incentives to employees at worksites not affected by the state CTR law. Participants must commit themselves to using an alternative commute mode for at least thirteen days over a three-month introductory period in order to qualify for cash incentives. The more days the employee uses the alternative commute mode, the more cash he or she can earn, up to a maximum of $192 for the three-month period. Registration and usage tracking will take place electronically via the Commuter Challenge web site.

• Community College CTR Initiative. Commuter Challenge will work with thirteen of the region's community colleges to identify and implement creative programs for reducing commute trips by students. Enrolment at the colleges involved is well over 100,000 students, many of whom have jobs as well as classes to attend. The program will offer small cash incentives as well as a comprehensive set of alternative transportation options to students who participate.

• Work Options. Employers with real estate space needs, employee recruitment and retention challenges, parking problems, or the need to develop emergency contingency plans are invited to use Commuter Challenge's resources on compressed work schedules, flexitime and telework. Free consultations and materials are available. Commuter Challenge also will begin a new work option outreach program in partnership with King County that will include new and updated case studies, marketing materials, online tools and workshops.

• Educational Materials. Commuter Challenge publishes a bi-monthly newsletter, The Pacesetter, which is available both electronically and in hard copy. The organization also maintains a web site at commuterchallenge.org and TheWinners.com, both of which contain information about the Diamond Award and Pacesetter winners, a telework training video, Pacesetter articles, work options case studies, information about the Employer Services Grants projects, and an online library with links to valuable transportation resources.


Commuter Challenge is a 501non-profit organisation affiliated with: • City of Seattle (works with the Economic Development Council of Seattle and

King County) • East King County cities of Bellevue, Issaquah, Kirkland, Mercer Island, and

Redmond • Economic Development Council of Seattle & King County • King County • Puget Sound Clean Air Agency • South King County cities of Algona, Burien, Des Moines, Enumclaw, Federal

Way, Kent, SeaTac and Tukwila • Washington State Department of Transportation


Businesses and commuters

Marketing Bi-monthly newsletter: Pacesetter Website


/




/

Main contact Heather Engelbrecht, Deputy Director [email protected].

Website http://www.commuterchallenge.org

Available material /


Name/ concept Smart Commute Association of Black Creek


/


Toronto, Canada


Covers the whole Black Creek area north of Toronto


Public Transit, Car Pooling, Cycling

Financing/ funding /

Human resources /


They promote improved transit service and other transportation management enhancements and infrastructure programs that will benefit the community as a whole, such as:

• improved transit: increased frequency, more routes and better service • network of cycling paths • parking management

They actively promote the use of sustainable modes of transportation within the region, such as:

• transit • ride-sharing • cycling • walking • shuttle services

Most importantly, they work with individual member organisations to put in place transportation management solutions for their direct benefit.


SC-BC's (formerly BCRTMA) partners are a diverse group of both private and public sector organisations supporting the SC-BC's work. They include representation from municipal, regional, provincial, and federal agencies. Current partners include:

• 20/20 The Way to Clean Air



http://www.commuterchallenge.org/


• Bombardier Aerospace • City of Toronto • City of Vaughan • Commuter Challenge • GO Transit • Knoll • North York Chamber of Commerce • Parc Downsview Park • Province of Ontario • Real Management • Sartrex Power Control Systems Inc. • Scintrex Inc. • Seneca College - Seneca @ York Campus • The Regional Municipality of York • Toronto and Region Conservation Authority • Toronto Atmospheric Fund • Toronto Environmental Alliance • Universal Workers Union Local 183 • Vaughan Chamber of Commerce • York University


Local travellers, multimodal users, tourists

Marketing Website and brochures Commuter contests


/


/

Main contact Brian Shifman - Executive Director - [email protected]

Website http://www.blackcreekcarpool.org


Mobil Zentral (Austria)

Name/ concept Mobil Zentral


1997


Graz, Austria



http://www.blackcreekcarpool.org/



Whole City


Public Transport, Bicycles

Financing/ funding Mobil Zentral is funded by: • Steirische Verkehrsverbund GmbH • Stadt Graz • Land Steiermark • Postbus (since August 2004) • Internally generated funds

Commissioned by the Styrian Transport Association, since 1 January 2001. It is operated by Austrian Mobility Research (AMOR).

Human resources /


It currently offers information on public transport, including personalised timetables, all fares on all Styrian public transport and on Austrian and European rail services and on mobility services in general. It sells all tickets and takes in reservations, and there is a rental service for bikes and bike trailers. Besides these basic services, MobilZentral offers various mobility consulting services. It also takes part and initiates campaigns and general awareness activities. The services are provided via phone and personally at the Mobility Centre. The objective of MobilZentral is to offer one-stop information on all mobility related questions and beyond, e.g. information on leisure destinations and city information. When regarding the long-term development of customer contacts MobilZentral has been a success. The number of contacts has increased from 300 in the beginning to 4.000 per month today.


Mobil Zentral is a joint project of the City of Graz (Stadt Graz), the Province of Styria (Land Steiermark), the Styrian Transport Association (Steirische Verkehrsverbundgesellschaft) and Austrian Mobility Research (Forschungsgesellschaft Mobilität)


Local travellers, commuters, multimodal users, cyclers

Marketing /


The annual citizen survey by the Styrian public transport association, which monitors the awareness and use of services and customer satisfaction from a sample of 1000 respondents, offers some long-term data:

• The knowledge of MobilZentral is constant for the last five years at a level of 26-29% of the population.

• The use of the services has increased from 10% of those who know MobilZentral in 1998 to 23% in 2001. This results in 6% of the population having used their services.

• The assessment of satisfaction with the service is to be treated carefully since it is derived from rather small samples of n = 20-50. The satisfaction is on a high level of about 80-90%. Only in 2001 it dropped slightly to 73%.


/

Main contact Ingrid Briesner - [email protected]

Website www.mobilzentral.at or www.epomm.org



http://www.mobilzentral.at/

http://www.epomm.org/



WG4 – Concept 2: Local taxes or charges, ring-fenced for transport

Workplace Parking Levy (WPL) (UK)

Name/ concept Workplace Parking Levy (WPL)


2006


Nottingham, UK


Nottingham City Council will apply the legislation but the implementation of the WPL is still very limited The Transport Act 2000 gives powers to any local authority or group of local authorities to introduce a WPL scheme in their area of competence. Although some local authorities have considered the feasibility of a WPL scheme or a Road user charging scheme (as London), at present Nottingham is the only authority in the UK to have developed a WPL scheme, for the whole of the authority’s area.


Parking / Park & Ride / sustainable travel Travel Demand Management scheme.

Financing/ funding - The UK Department for Transport has provided advance funding to the City to improve sustainable transport prior to the scheme introduction.

- The City transport fund (bid for in competition with other local authorities to the Department for Transport) allocated a further £300,000 to the scheme development

- The government advance funding was used towards improving bus services for commuters to employment sites; to develop and implement an all encompassing on-street parking strategy in the City; to fund the Big Wheel marketing work; to commission consultants studies and reports (legal local Scheme Order, Economic and Business Impact, transport modelling, etc). The government needs to be convinced, before approving a WPL scheme, that reasonable travel alternatives are available, that the scheme will contribute to congestion reduction and to the Local Transport Plan’s objectives, and that the social/economic/environmental impacts have been properly assessed.

Human resources A small team of officers worked on the development of the project as part of their role on the Transport Strategy Team. A policy officer from Perth (Australia), one of the only places in the world to have successfully introduced a similar scheme was appointed for a year in 2003. Consultants have been commissioned to conduct several studies (legal, economics, public acceptability, project management).


N/A


- Business community and public sector employers - Greater Nottingham Transport Partnership - Nottinghamshire County Council (surrounding area) - Elected members - Chief officers - Community services (emergency, schools, front line health facilities)




- Employers offering free parking to staff and business visitors - Employees commuting to work by car

Marketing Funds were invested in the Big Wheel marketing campaigns


- On-going informal consultation with employers, before a formal period of consultation and an examination in public, prior to introducing the scheme.

- On-going employers’ survey of parking provision and usage (baseline data) and of perception (what will they do?).

- After introduction, continuous monitoring of employers’ behaviour: level of parking supply; parking management measures; take up and performance appraisal of Travel Plans (a discount is offered as part of the scheme for approved Travel Plans measures); introduction of parking charges at workplaces for employees/visitors.

- The scheme will operate via a database of workplace properties which will need to apply for an annual parking license. This ensures rigorous and updated monitoring.


/

Main contact Hélène Batifois – Nottingham City Council [email protected]

Website www.nottingham.ac.uk/wpl/ http://www.nottinghamcity.gov.uk/sitemap/transport_and_streets/transport_planning.htm


Metro Tax (Dienstgeberabgabe “U-Bahn-Steuer” ) (Austria)

Name/ concept Metro Tax (Dienstgeberabgabe “U-Bahn-Steuer” )


1970


Vienna, Austria


Within the administrative border of the City if Vienna


Public Transport (Metro)

Financing/ funding The “Metro Tax” is an instrument to integrate the employers in financing the construction of new metro lines

Human resources No special human resources dedicated to the tax as its collection is part of the usual work of the Department for Economical Affairs


/


City of Vienna, all employers



http://www.nottingham.ac.uk/wpl/

http://www.nottinghamcity.gov.uk/sitemap/transport_and_streets/transport_planning.htm



Employees

Marketing It is not done as it is a well introduced tax since. Official information (German only) available at http://www.wien.gv.at/finanzen/abgaben/dienst.htm


/


/

Main contact Mr. Andreas Rauter City of Vienna – Urban Development and Planning Rathausstrasse 14-16 1082 Vienna [email protected]

Website www.wien.gv.at


Versements Transport (France)

Name/ concept Versements Transport


1971


France, All cities


Cities with more than 10.000 inhabitants


Public transport services

Financing/ funding The idea behind this national scheme is to ask companies to support the financial costs linked to reduction given to their employees for commuter trips using the public transports. Employers with more than 9 employees located in a district of more than 10.000 inhabitants need to pay this VT. The proceeds collected through this tax will be used in order to improve public transport. The VT can range from 0,55 to 1.72€ of the total wages of the company, with a maximum limit, fixed by the local authorities themselves.

Human resources /


/


All cities in France use this special tax, which represents an efficient way to fund the public transport system. This tax is collected by the local authorities and is paid by employers living in a district of more than 10.000 inhabitants. This tax benefit the public authority as it will get the funds to improve its transport system, the local


http://www.wien.gv.at/finanzen/abgaben/dienst.htm


travellers as well as the employers because the transport price for commuter trip will be cheaper, leading to a better accessibility of the company. At long term, the VT will allow a better match between jobs and qualifications and thus better productivity.


Businesses

Marketing /


/


/

Main contact Jean Maxime – CERTU www.certu.fr [email protected]

Website /


Congestion charging in London (UK)

Name/ concept Congestion charging in London


17 February 2003


London, UK


Central London - The scheme covers the area bounded by the Inner Ring Road in central London (22 sq km), and operates on weekdays (bar public holidays) from 7 am to 6.30 pm. Drivers who enter the zone have until 10 pm on the day of travel to pay the £5 charge. Failure to pay the charge results in an £80 fine. The scheme is enforced using cameras in and around the charging zone.


Public Transport and other sustainable modes of transportation

Financing/ funding Funds received through car users entering the zone

Human resources /


The scheme covers 22 sq km in the heart of London, including the centres of government, law, business, finance and entertainment. The Inner Ring Road forms the boundary of the congestion charging zone, and no charge applies to vehicles using that route. Certain categories of vehicle, notably licensed taxis and minicabs, motorcycles and buses, are exempt; and certain categories of vehicle users can register for discounts – for example residents of the congestion charging zone can register for a 90% discount, and disabled Blue Badge holders are eligible for a 100% discount. The scheme has been undertaken as part of a wider transport strategy for London.


http://www.certu.fr/



Tackling congestion is a top priority and the congestion charge has delivered that, but a number of complimentary measures were necessary to ensure the success of the scheme. Across London, measures have been implemented to improve bus services including increases in capacity (an extra 14,500 bus places have been provided), bus priority measures and extensive traffic management schemes around the perimeter of the zone.


Initiator: Mayor of London and Transport for London Partners: Capita (main source provider), Deloitte Consulting (project managers), London Boroughs (associated traffic management schemes)


Local travellers and car users

Marketing /


London Annual Report available at http://www.tfl.gov.uk/tfl/cclondon/cc_monitoring.shtml and http://www.tfl.gov.uk/tfl/cclondon/pdfs/impacts-monitoring-report-january-2005.pdf


A consultation has been completed on a proposal to extend the boundaries of the charging area to cover most of Westminster, Kensington and Chelsea. To be investigated.

Main contact Congestion Charging Team, Transport for London Phone number: +44 20 7343 5000 - E-mail: [email protected] Information could also be provided by the SMILE consortium

Website Congestion Charging Scheme: http://www.tfl.gov.uk/tfl/cclondon/cc_intro.shtml The congestion charging website for the public: www.cclondon.com A Western Extension to the Central London Congestion Charging Scheme: http://www.tfl.gov.uk/tfl/cc-ex/index.shtml


Congestion charging in Stockholm (Sweden)

Name/ concept Congestion charging in Stockholm


2 June 2003


Stockholm, Sweden


City Centre of Stockholm


Public Transport and other sustainable modes of transportation

Financing/ funding Funds received through car users entering the zone

Human resources /


Exemptions: • School buses


http://www.tfl.gov.uk/tfl/cclondon/cc_monitoring.shtml

http://www.tfl.gov.uk/tfl/cclondon/pdfs/impacts-monitoring-report-january-2005.pdf


http://www.tfl.gov.uk/tfl/cclondon/cc_intro.shtml

http://www.cclondon.com/

http://www.tfl.gov.uk/tfl/cc-ex/index.shtml


• Emergency vehicles • Vehicles with disability permits • Buses on schedule routes • Vehicles whose owners are exempt from taxation in Sweden • Taxis • Transport services for disabled people • Motocycles • Environmentally friendly vehicles


Government and City of Stockholm


Local travellers and car users

Marketing /


Public Referendum: September 2006 Preparation of risk assessment Monitoring schemes started during 2004


Trial period: Spring 2005 Public Referendum: September 2006

Main contact City of Stockholm – [email protected]

Website http://www.transport-pricing.net/confppts/MAGNUSCA.PPTwww.stockholm.se/miljoavgifter


WG4 – Concept 3: City-wide Campaigns using Marketing and Branding

Big Wheel Campaign

Name/ concept Big Wheel Campaign


2002


Nottingham, UK


The Big Wheel Campaign covers the whole conurbation of Nottingham City.


Train and bus services, new tram system, cycling, public transport, walking, and park and ride sites. Marketing and Branding of an integrated transport system, awareness raising, health, targets groups campaigns



http://www.transport-pricing.net/confppts/MAGNUSCA.PPT

http://www.stockholm.se/miljoavgifter


Financing/ funding The Campaign is financially supported by the City Council, business quangos and by several businesses.

Human resources 2 full time marketing professionals + 1 part time


Advertisement of the integrated transport system and presentation of the following activities:

• Opening of a NET Line One and Development of two future tram lines to Clifton and to Beeston

• Chain Reaction scheme on the ring road with better bus services, transport interchanges, more link buses (possibly with plugs for laptops, mobile phone chargers and electronic destination screens) and guided bus route

• Improving access to Castle, Playhouse, Nottingham Trent University, Cornerhouse and Victoria centre

• Road maintenance and improvement of ring road and cycle lanes • Park and Ride services • Areas for transport interchanges • Local safety schemes • Organisation of the Big Day Out, part of ‘In Town Without My Car’ • Transport Hubs along the ring where you can catch a bus, change routes,

leave the car or simply walk to • Electronic information on bus schedules – personalised timetables


The organisations below all support the big wheel campaign: Government office for the East Midlands - Nottingham City Council - Nottinghamshire County Council - Nottingham City Transport (NCT) - Nottingham Development Enterprise - Nottingham Express Transit (NET) - Broxtowe Partnership - CPMG Architects - Innes England - Innes England - Jasmin PLC - Nottingham Business Venture - Integrated Testing Solutions Limited - Nottingham Green Partnership - Nottinghamshire Online – Pedals - Visit Nottingham - Pedal Express Businesses: Capital One -The boots company PLC - the Royal Bank of Scotland and Experian Others Greater Nottingham Transport Partnership, representing councils and companies across the conurbation Nottingham Travelwise Trent Barton Buses


Local travellers, multimodal users, tourists, children, cyclists, employers All user groups targeted.

Marketing Public advertisement on the web, Information booklets, cycle maps, postcards, bus information, CD Roms, bus shelters advertisements, business presentations


Several surveys have been organised both with the public and with the business community in order to assess the Local Transport Plan and its performance as well as to see if the local community as a whole is in favour of such initiatives. All surveys showed that the local community is well aware of the Big Picture and is encouraging it. The campaign is then meant to continue.


/

Main contact Hélène Batifois – Nottingham City Council [email protected]

Website www.thebigwheel.org.uk



http://www.thebigwheel.org.uk/


Available material Information booklets, cycle maps, postcards, bus information, CD Rom

Good Going - travel awareness in London (UK)

Name/ concept Good Going - travel awareness in London


September 2003: launched by Tower Hamlets April 2004: TfL decides that good going would become the travel awareness campaign for the Capital.


London, UK


London and the 32 London’s Boroughs.


Good Going promotes walking, cycling, using public transport, and car sharing when this is an option. Campaign wants to contribute to modal shift. Marketing and Branding of an integrated transport system.

Financing/ funding The campaign is financed by the UK Transport for London (TfL) for a period of three years.

Human resources /


The campaign is designed to encourage people to walk, cycle or use the public transport instead of the private car. Where such modes are not feasible, car sharing, car clubs or car pooling should be considered. Good going also highlights how the public and private sectors work in partnership to reduce congestion and vehicle emissions in London. The focal point of the scheme is the website which contains information about the campaign, news on mobility management and upcoming events. Individuals and businesses are encouraged to sign up online to the good going pledge. They then agree to walk, cycle and use public transport when possible and to car share when this is an option.


The Campaign is run by the London Borough of Tower Hamlets, and supported by Transport for London and the London’s Mayor. It is part of London Travelwise.


Local travellers, multimodal users, tourists, children The 12 million residents, workers and visitors that reside in Greater London each day. Businesses that are encouraged to sign the Good Going Pledge

Marketing Public advertisement on the web, Good Going Pledge coming with loyalty cards, Go Go crew brochures for children


/


/

Main contact Tower Hamlets - Anita Marron - [email protected] for London - Patrick Allcorn – [email protected]





Website www.goodgoing.co.uk

Available material Press articles

Antwerken (Belgium)

Name/ concept Antwerken


15 December 2000


Antwerp, Belgium


Antwerp Ring Road as well as the whole conurbation


Public transport, Cars and Water transport – making infrastructure efficient in order to improve transport performances

Financing/ funding /

Human resources 20 to 25 persons


The City of Antwerp is undergoing from 2000 to 2015 a large scale renovation of its transport infrastructure, being it road or rail. The activities are brought together in a Master plan Mobility for the wider city region. The whole programme is coordinated by a temporary agency: the BAM (Management Unit Antwerp Master plan). The key investments include:

• A renovation of the city ring road, a highway that is part of the TEN-T network.

• A renovation of the main urban highway (‘Leien’) that crosses the city from South to North.

• Large railway investments, including the connection of the Antwerp Central Station with the HST lines Brussels – Amsterdam, and the preparations of a regional railway system

• The construction of a fixed cross-river connection (a bridge, or combined bridge – tunnel) across the Schelde river.

• Extensions of tramway lines to the outskirts of the urban region The vast scale of these construction works, the innovative segmentation and sequencing of the works and the importance of the accessibility of an important economic area such as the Port of Antwerp, lead to the decision to combine the hardware measures with a comprehensive but broad scheme of soft accompanying measures. These measures represent a smart combination of:

• Increase of PT, being it by road or rail. New fast bus lines link up P+R areas outside the urban area with the city centre. Most of the increased PT offer will remain after the construction works are finished.

• Provision of alternative routes for motorised transport, with a strong focus on freight. This includes smart signposting (starting even at the Belgian boarders), and GPS applications. These alternative routes include measures such as temporary bridges.

• Improvement of the bicycle network.


http://www.goodgoing.co.uk/


• Teleworking schemes. The accompanying measures are jointly promoted under the brand ‘Antwerken’, a wordplay with Antwerp and Werken (Works). The main message of the campaign is that everybody has to do their share to make the infrastructure work a success, and to reduce its impacts. For every euro spent on infrastructure building and other projects to improve the roads, another euro goes to communication and marketing measures. It is an integrated and city-wide approach.


The stakeholders include: the city authority, the Province, the regional authority (Flanders Region), the Belgian Railways (NMBS - SNCB), the Flemish PT company (De Lijn) and the port authority. The Master Plan is managed by the BAM


The users or target groups of the campaign include a very broad range of people and companies. The campaign is directed towards citizens and passenger transport, but in the same level to companies and individual truck drivers for freight transport. As Antwerp is an international turning point for freight and commerce, the information is communicated in the city, in the region and internationally.

Marketing Public advertisement on the web, Newsletters


/


/

Main contact Jan Verschoren : [email protected] or Griet Somers

Website www.antwerken.be




http://www.antwerken.be/


4.4 Overview of concepts proposed by experts at 1st WG meeting The state-of-the-art analysis is building on the results of the 1st WG meeting, which brought together 21 invited experts from across Europe to kick off the discussion on “innovative concepts” in urban transport (cf. NICHES D1.2 1st WG meeting minutes). The experts recommended a range of innovative concepts, which in most cases were still fairly broad and covered different sub-concepts.

Table 9: Overview of innovative concepts recommended by experts

Ranking

WG 1 “New intermodal mobility services”

WG 2 “Innovative

approaches in city logistics”

WG 3 “New non-polluting, energy-efficient and

space-efficient vehicles”

WG 4 “Innovative demand

management strategies”

1

Personalised public transport services

Management of space and time of delivery location

Incentives - for AFV - for specific vehicles

Travel planning: - Residential – leisure - TMA - Compulsion - Incentives & rewards

2

Integration of car sharing and public transport

Night delivery Fuel/Vehicle technology applications - Hybrids in buses - Ethanol & FFV - Biogas in captive (city) fleets

Innov. pricing & market based strategies: - Local taxes, ring- fenced for transport - Access restraint based on pricing policies

3 Transport services in low density areas

e-commerce and home delivery, locker boxes

Future vehicle concepts - Intelligent vehicles - Cybernet transport system

Innovative marketing strategies: - Marketing and branding - Direct marketing - Incentives and rewards schemes

Alter-native concept

Integration of bicycle and public transport (discussed as alternative to 2)

Note: The names of WG1 and WG3 changed during the work on WP1 to fit better the issues they deal with. WG1 is now called “New seamless mobility services”, WG3 “New non-polluting and energy efficient vehicles”.



4.5 Sources Please also see the fact sheets regarding references to specific examples.

4.5.1 WG1 – New seamless mobility services

References

Concept 1: Urban lift-sharing services

Cairns, S. et al.2004. Smarter Choices – Changing the Way We Travel. Final report of the research project: The influence of soft factor interventions on travel demand. London: Department for Transport. Available from: http://www.dft.gov.uk/stellent/groups/dft_control/documents/contentservertemplate/dft_index.hcst?n=10689&l=1 [Acessed Arpil 2005] ICARO, 1999. Implementation Guidelines for Increasing Car Occupancy. Directorate General for Transport DGVII. Brussels ILS NRW, 2005. Umsetzung und Akzeptanz einer nachhaltigen Verkehrspolitik – NAPOLI. Abschlussbericht. Dortmund: ILS NRW. Includes a case study about Pendlernetz. Available from: http://www.ils.nrw.de/publik/sonder/napoli.htm [Accessed April 2005]. Concept 2: Public bicycles

DeMaio, P. (2000). “Bycyklen” – Copenhagen’s Green Bike Program [online]. Available from: http://members.aol.com/humorme81/citybike.htm [Accessed April 2005].

DiDonato, M. et al . 2002. City-Bike Maintenance and Availability. An Interactive Qualifying Project Report Submitted to the Faculty of Worcester Polytechnic Institute. Worcester. Available from: www.cities-for-cyclists.org/dokumenter/iqp.pdf [Accessed April 2005].

EMMEN, M. et al., 2004. The Public Transport-Bike Services in the Netherlands. Pilot, evaluation and country wide introduction. Abstract ECOMM 2004. Available from: www.epommweb.org/ecomm2004/workshops/anglais/Kramer.pdf [Accessed April 2005]. ELTIS Case Study (1997). City-Bike. Copenhagen, Denmark [online]. Available from: http://www.eltis.org/studies/51E.HTM [Accessed April 2005].

ELTIS Case Study (Adonis, 1996). Copenhagen, City bikes in Copenhagen [online]. Available from: http://www.eltis.org/studies/c40.htm [Accessed April 2005].

ELTIS Case Study (Voyager 2003). Call a bike Deutsche Bahn [online]. Available from: www.eltis.org [Accessed April 2005].

Concept 3: Call-a-bus services

Böhler, S. and Dalkmann, H., 2004. IMAGO – Rahmenbedingungen und Finanzierungsmodelle flexibler Angebotsformen in europäischen Regionen. Wuppertal: Wuppertal Institut für Klima, Umwelt, Energie GmbH. Available from: http://www.imago-mobil.de/berichte.htm [Accessed April 2005] Bundesministerium für Bildung und Forschung, 2004. Personnenahverkehr für die Region. Berlin. Available from: http://www.pnvregion.de/seiten/index.php4?content=aktuell [Accessed April 2005].

Connect Portal, EU project on flexible transport services, including a knowledge portal: http://projectapps.vtt.fi/Connect/ [Acessed April 2005].

Dalkmann, H. et al., 2004. MultiBus Projektbericht. Erfahrungen aus aufgabenverwandten Forschungsvorhaben. Wuppertal: Wuppertal Institut für Klima, Umwelt, Energie GmbH. Available from: http://www.wupperinst.org/Projekte/fg2/3203.html [Accessed April 2005]. Enoch, M. et al., 2004. INTERMODE: Innovations in Demand Responsive Transport. Final report. Department of Transport and Greater Manchester Passenger Transport Executive.

EPOMM MuliBus case study, available from http://www.epommweb.org/epomm_example.phtml?sprache=en&id=230 [Accessed April 2005].



http://www.ils.nrw.de/publik/sonder/napoli.htm

http://members.aol.com/humorme81/citybike.htm



http://www.epommweb.org/ecomm2004/workshops/anglais/Kramer.pdf


http://www.eltis.org/studies/c40.htm


http://www.imago-mobil.de/berichte.htm

http://www.pnvregion.de/seiten/index.php4?content=aktuell

http://projectapps.vtt.fi/Connect/


http://www.epommweb.org/epomm_example.phtml?sprache=en&id=230


4.5.2 WG2 - Innovative approaches in city logistics

References

Dörnemann M. and S. Gnutzmann (2005). Betriebssimulation und Wirkungsbetrachtung Szenario 2005/20010. VMTL Projektbericht ELTIS case studies: www.eltis.org

Finlay, H. (2004). Congestion & the celtic tiger. Presentation given at the Royal Irish Academy, Dublin Girardin, B. (2003). Specific experiences on urban goods strategies in France. Presentation given on the BESTUFS workshop pn 13/14 October 2003 in Maribor. www.bestufs.net

Huschebeck, M. (2000 – 2003). Recommendations for further activities Year 1 – Year 4. BESTUFS deliverables. www.bestufs.net

Ramon, J.G. (2001). Urban freight distribution in Barcelona, Presentation given on the BESTUFS conference in Barcelona. www.bestufs.net

Ruesch, M.: (2000 – 2003). Best Practice Handbooks Year 1 – Year 4. BESTUFS project deliverable. www.bestufs.net

Ruesch M. , Glücker, C. City Inquiry - European Survey on Transport and Delivery of Goods in Urban Areas. BESTUFS project deliverable. www.bestufs.net

Schwalm, P. (2005). Offering an alternative to doorstep delivery: The Kiala approach. Presentation given on the BESTUFS workshop on 21/22 April 2005 Nuremberg, www.bestufs.net

Sonnabend, P. (2005). Current German example – DHL PackStation, Presentation given on the BESTUFS workshop on 21/22 April 2005 Nuremberg. www.bestufs.net

Wild D. and C. Glücker (2004). Berücksichtigung von Kundenprioritäten und Verkehrszustand bei der Zustellung und Abholung von Waren. Straßenverkehrstechnik, 2004.

4.5.3 WG3 – New non-polluting and energy efficient vehicles

References

City of Stockholm, 2000. Coordinated Procurement of Electric Vehicles. Stockholm Plombin.C., 2003, Biogas as Vehicle Fuel - A European Overview, Stockholm, Trendsetter Report No 2003:3

Plombin.C.,2003, Clean Vehicles in Europe - An owerview of vehicles, fuels and national strategies, Stockholm, Trendsetter Report No 2003: 2

Interviews, phone and e-mail inquiries

Concept 1: Policy strategy to deploy private sector AFVs Gustaf Landahl, tel: +46 8508 28 916, E-mail: [email protected] Michael Glotz-Richter, tel: +49 421 361 6703, E-mail: [email protected] Colin R Matthews, Energy Saving Trust, tel: +44 207 227 0321, E-mail: [email protected] Mats-Ola Larsson, tel: +46 70 36 78 014, E-mail: [email protected] Max Hansson, tel: +46 40 34 12 79, E-mail: [email protected] Anthony Kyriakidis, Energy Saving Trust, tel: +44 207 222 0101 Herman Blümel, Mobil21 Berlin, +49.(0)30-40.63.86.06 Gerhard Ablasser, City of Graz, + 43 316 87 24 200 Anthony Vermie, City of Rotterdam, tel: +31 10 489 6185 Concept 2: Biogas in captive fleets Mats-Ola Larsson, City of Göteborg, tel: +46 70 36 78 014, E-mail: [email protected] Sven Alexandersson, City of Stockholm tel: +46 8508 28 945 Ronald Svensson, City of Trollhättan, tel +46 520 49 76 27, [email protected]



http://www.bestufs.net/








Björn H. Halldórsson Metan hf, Tel: (+354)-520-2200, [email protected] Peter Undén, Svensk Biogas AB, Tel: +46 13-20 81 41 [email protected] Yves Baesen, Lille Metropole, tel +33 3 20 21 29 01 [email protected] Jeffrey Seissler, ENGVA, +31.23.554.3050 Lars Rahm, Stockholm Water, +46 8 52213128 Gunnar Ingelman, Fordonsgas Väst, +46 31 63 45 30 Anders Larsson, Göteborg Energi, +46 31 62 60 00 Concept 3: Joint Procurement of AFVs Eva Sunnerstedt, tel: +46 8 508 28 913 Sven Alexandersson, tel: +46 8508 28 945 Hans Pohl, CarlBro Consulting, +46 70 68 97 141 Anders Lewald, Swedish Energy agency, +46 16-544 2060 Charlie Rydén, EcoDevelopment in Europe AB, +46 8-6043804

4.5.4 WG4 –Innovative demand management strategies

References

ENOCH, M, 2003. Alternative Implementation Strategies for Radical Transport Schemes – Presentation given at ECOMM 2003 within the ‘Driving Forces and Incentives for implementation’ workshop, 21-23 May 2003 Karlstad, Sweden. EPOMM – European Platform On Mobility Management, 2004. Several Newsletters, Austria: Adi Hirzer (FGM-AMOR) & EPOMM partners EUROCITIES, 2004. EUROCITIES Statement on Public-private Partnerships and Concessions, Belgium

EUROCITIES, 2005. Response to Spring Council, Belgium

EUROCITIES, 2005. 2nd EUROCITIES Statement on the proposed Thematic Strategy on the Urban Environment – Towards Urban Sustainability in Europe, Belgium EUROPEAN COMMISSION, Joint Research Centre, 2001. Monitoring Progress towards Sustainable Urban Mobility – Evaluation of Five Car Free Cities Experiences, Spain EUROPEAN COMMISSION (DG Energy and Transport), 2004. EU Energy and Transport in figures – Statistical pocketbook 2004, Belgium: Office for Official Publications of the European Communities EUROPEAN COMMISSION, 2004. Facing the challenge – The Lisbon strategy for growth and employment – Report from the High Level Group chaired by Wim Kok, Belgium: Office for Official Publications of the European Communities

EUROPEAN COMMISSION, 2005. EU Environment Related Indicators 2005, Belgium: Office for Official Publications of the European Communities JAMES, B, 2004. A Review of Parking Levy Schemes. Dossier in the EUROPEAN VOICE of 24-30 March 2005 on Cleaner Cars, from page 19 till 30 MOMENTUM & MOSAIC, 1999. Mobility Management, Austria: FGM-AMOR & MOMENTUM and MOSAIC partners

MOST, 2003. Mobility Management, Strategies for the Next Decades, Austria: Austrian Mobility Research & MOST partners

Online TDM Encyclopaedia (2004). Transport Management Associations and Coordinators [online]. Victoria Transport Policy Institute. Available from: http://www.vtpi.org/tdm/tdm44.htm [Accessed 4 April 2005] SMILE, 2004. Towards Sustainable Urban Transport Policies, Recommendations for Local Authorities, Spain: IDEA & SMILE partners

Interviews, phone and e-mail inquiries

Personal communication (phone and email enquiries), Helene Batifois, Notingham City Council, regarding the Workplace Parking Levy and the Big Wheel Campaign, 21 April 2005 – 3 May 2005 – 6 May 2005


http://www.vtpi.org/tdm/tdm44.htm


Personal communication (email enquiries), Lori Diggins, LDA Consulting, regarding TMA in USA, 21 April 2005 – 4 May 2005 – 12 May 2005

Personal communication (phone and email enquiries), Andreas Rauter, City of Vienna, regarding the Metro Tax, 11 April 2005 - 21 April 2005 - 22 April 2005 – 25 April 2005

Personal communication (email enquiry), Jean-François Doulet, Syndicat des Transports d’Ile de Frances, regarding the Versement Transport, 21 April 2005 – 22 April 2005

Personal communication (email enquiry), Antwerken, regarding their work, 21 April 2005


Date post:	08-Oct-2020
Category:	Documents
Upload:	others
View:	3 times
Download:	0 times

TRIMIS · EUROPEAN COMMISSION DG RESEARCH SIXTH FRAMEWORK PROGRAMME PRIORITY 1.6.2 - SUSTAINABLE...

Documents