The Urban Transport The Urban Transport

Benchmarking Benchmarking

InitiativeInitiative website can be website can be found at:found at:

www.transportbenchmarks.org

… and is available in French, German and English

This Good Practice Guide was produced as a deliverable of the Urban Transport Benchmarking Initiative, a European Commission DGTREN funded project that took place from autumn 2003 to summer 2006. The aim of the Urban Transport Benchmarking Initiative was to raise awareness of the potential for performance benchmarking to encourage transport stakeholders in cities to adopt best practices which could improve their urban transport networks.

Ce guide de bonne pratique a été produit comme un document émanant de l'initiative du benchmarking de transport urbain, un projet fondé par la Commission européenne DG TREN, qui

s'est tenu de l'automne 2003 à l'été 2006. Le but de cette initiative du benchmarking de transport urbain est de faire prendre conscience du potentiel de benchmark i ng ( r epè res ) de performance afin d'encourager le partage de transport dans les villes pour adopter des prat iques permettant d'améliorer les réseaux de transport urbain.

Dieser Wegweiser für gute Praktiken dient zur Weiterverbreitung der Erkenntnisse der Urban Transport Benchmarking Initiative, einem von der EU-Kommission DG TREN finanzierten Projekt, das von Herbst 2003 bis Sommer 2006 stattfand. Ziel d e r U r b a n T r a n s p o r t Benchmarking Initiative war es, bekannt zu machen, wie ein Benchmarking der Leistungen öffentlicher Verkehrsnetze Akteure im städtischen Verkehr dazu anspornen kann, beste Praktiken einzuführen, die zur Verbesserung des jeweiligen Verkehrsnetzes dienen.

Directorate -General for Energy and Transport

EUROPEAN COMMISSION

The Urban Transport Benchmarking Initiative

Good Practice Guide Guide de Bonne Pratique Wegweiser für gute Praktiken

L'initiative du benchmarking a été entreprise en parallèle avec l'approche de la politique de l'Union européenne, plaçant une importance considérable sur les rôles que les systèmes de transport régionaux et locaux efficaces et attrayants peuvent jouer sur le développement économique et sur l'adhésion sociale des é ta ts membres. Les données rassemblées pour le processus de benchmarking ont également été utilisées pour surveiller les améliorations des systèmes de transport urbain dans toute l'Europe, les nouveaux états membres et les états candidats à l'adhésion. Grâce à une combinaison de rassemblement de données quantitatives, benchmarking de performance et visites sur site, l'initiative du benchmarking de transport urbain a cherché à agir comme une canalisation pour la bonne pratique dans les villes de l'Union européenne. Dans le domaine du transport public, l'échange et la promotion des bonnes pratiques sont l'un des principaux outils de la politique que la Communauté européenne possède.

The benchmarking initiative was undertaken in line with the European Union's policy approach, placing considerable importance upon the roles that attractive, efficient local and regional transport systems can play in the economic development and social cohesion of the Member States. The data gathered for the benchmarking process were also used to monitor improvements in urban transport systems across Europe, the New Member States and Accession Countries. Through a combination of quantitative data collection, performance benchmarking and site visits, the Urban Transport Benchmarking Initiative sought to act as a conduit for good practice in European Union cities. In the field of urban transport, the exchange and promotion of best practices is one of the main policy tools that the European Commission possesses.

Die Benchmarking Initiative stand im Einklang mit der verkehrpolitischen Linie der Europäischen Union und unterstrich die nicht unbedeutende Rolle, die attraktive und effiziente örtliche und regionale Verkehrssysteme für die wirtschaftliche Entwicklung und den sozialen Zusammenhalt der Mitgliedsstaaten spielen. Die für das Benchmarking-Verfahren gesammelten Daten wurden auch zur Beobachtung der Verbesserungen in städtischen Verkehrssystemen in ganz Europa, einschließlich der neuen Mitgliedsstaaten und der Beitrittsländer, verwendet. Mit einer Kombination aus der Sammlung quantitativer Daten, Benchmarking der Leistungen und Besuchen vor Ort sollte die Urban Transport Benchmarking Initiative als „Verkehrsmittel“ für gute Praktiken in Städten der Europäischen Union dienen. Im städtischen Verkehr ist der Austausch und die Förderung bester Praktiken eines der wichtigsten politischen Instrumente, die der EU-Kommission zur Verfügung stehen.

The remainder of this guide outlines a series of good practice case studies observed during the three years of the Urban Transport Benchmarking Initiative. Further details and reports from the project can be found at:

www.transportbenchmarks.org.

Le reste de ce guide expose une série d'études de cas de bonnes pratiques observées pendant ces trois dernières années de l'initiative du benchmarking de transport urbain. Des détails et rapports supplémentaires sur ce projet peuvent être trouvés sur

www.transportbenchmarks.org.

Im Weiteren werden in diesem Wegweiser einige Fallstudien guter Praktiken umrissen, die während der dreijährigen Urban Transport Benchmarking Initiative beobachtet wurden. Genauere Informationen und Projektberichte sind unter:

www.transportbenchmarks.org zu finden.

Neither the Commission, nor any person acting on behalf of the Commission, is responsible for any use of the information contained in this publication. The views expressed in this publication have not been adopted, or in any way approved, by the Commission and should not be relied upon as a statement of the Commission‘s views.

Martin Fischer Aalborg Kommune Teknisk Forvaltning Trafik & Veje Trafik- og vejafdelingen Stigsborg Brygge 5 9400 Nr. Sundby, Denmark

Context

The City of Aalborg believes giving the public adequate information, in order that they can make an informed decision on which mode of transport to use, is very important. Prior to the launch of the journey planner, people were taking unsafe, inefficient routes when cycling from one place to another. As a result, journeys took longer and were less pleasurable by bicycle, therefore reducing the likelihood of growth in cycle use. The idea of the route planner was to provide the safest routes for cyclists, thereby informing the public of the potential for using bicycles.

Measures

The Cyclist Travel Planner was introduced on the internet in 2003 under the URL of: www.Aalborg-trafikinfo.dk. This travel planner informs the user of how to get from one place to another, the shortest route, the safest route and the journey distances in kilometres.

The routes suggested take into account bicycle paths and lanes and can be used to indicate a route that may be longer, but safer. However, it is also possible to access the shortest routes through the planner, which takes into account other, less safe roads.

Success

The main factor behind the success of this project was the connection between the administrative tool in the City of Aalborg called Vejman and GIS. Vejman is a database where all data about roads is inputted including bicycle paths. This information is used to categorise the safety of roads and paths with regards to safety. Penalties can then be given to roads and paths that have been categorised as least safe.

Tel: +45 99312320 Fax: +45 99312314 E-mail: martin.fischer@aalborg.dk

Aalborg: Cyclist Travel Planner on the Internet

Katharina Kroeger

Transport Planner

Parnell House

25 Wilton Road Tel: +44 (0) 20 7027 9179

London SW1V 1LW Email: KatharinaKroeger@streetmanagement.org.uk

United Kingdom

Context The Finsbury Park Transport Interchange project aims to upgrade the multi-modal interchange facilities at Finsbury Park, making it safer and easier for passengers to switch between bus, Tube, train, bicycle and foot. The Finsbury Park Transport Interchange is located in North London and is one of the busiest transport interchanges outside Central London. Measures Opened on the 24th March 2006, Finsbury Park Transport interchange offers:

• Secure, covered parking for 125 bicycles.

• Smartcard access that is later planned to be compatible with Oystercard.

• 24-hour access, covered by CCTV.

• A cycle park attendant during peak hours (06:00-10:00 & 16:00-20:00 on weekdays and 08:00-18:00 at weekends).

• The fee for using the facility is 50 pence per cycle per day operated by a smartcard pre-payment facility.

• Monitoring and customer research will be carried out to establish the impact of the new bike station.

Success

• B o t h t h e t r a n s p o r t interchange and promotion o p p o r t u n i t i e s f o r regeneration, employment and business in the area surrounding it have been improved, yielding major benefits for cycling.

• T h e C y c l e P a r k complements the Finsbury Park Restoration Project, a £5m scheme to regenerate the park. As part of the restoration project, a new cycle/pedestrian path has been built from the main carriageway of the park down to the new facility.

• Work has been carried out in partnership with a number of different parties.

• The location of the Finsbury Park station has encouraged people to cycle and/or make intermodal journeys (cycle-other mode). The station is located just inside travel zone two and next to travel zone three; since different travel cards apply to these zones, passengers may choose to cycle to the station and then take another transport mode to avoid paying more for travel.

London: Finsbury Park Transport Interchange

Pedro Santos

Mobility and Networks Department, TIS

Av. 5 de Outubro 75 - 7º

P-1050-049 Tel: + 351 21 3593020

Lisboa, Portugal Fax: + 351 21 3593020 E-mail: pedro.santos@tis.pt

Context

The 7 Colinas is a card based on “contactless” technology that can be loaded with multimodal tickets for urban and suburban trips in the Carris and Metro networks and is included as part of the new fare system, which has been in force since 1st March 2004.

The 7 Colinas card is intended for the less frequent passengers, enabling them to load the ticket(s) that better serve their particular needs. It can also be used as a complement to the "Lisboa Viva" card, also multimodal, intended for the passengers that would normally use passes.

Measures

The 7 Colinas card has an embedded chip and antenna. Moving the card over the validator at a station’s gated entrance channels enables access to the Metro networks. In the buses there are two validating machines working on the same principle but without barriers. The card may be loaded with more than one ticket on the condition that they are of the same type, it may be reloaded at any time with tickets of the same type of those existing in the card. If passengers want to load the “7 Colinas” card with another type of ticket they must use all the tickets of the previous type loaded in their card.

Success

• Gated access to metro provides greater security and revenue protection.

• Faster ticketing.

• Better knowledge of origin destination flows within the underground network.

• Systematic collection of data regarding the entrance point in the bus network.

• Integrated ticketing between bus and underground for non frequent users.

However, there have been some negative impacts:

• The entrances and exits from underground stations, especially at major interchanges, have become much busier as a result of the introduction of the validating machines.

• Only at the operators charging points or at the moment of validation is it possible to check the card’s validity period.

• Not every selling point is equipped with charging machines, thus forcing the user to go to a charging point.

• The informative public campaigns were too short, causing incorrect use of the cards, which further slowed the entry/exit times.

Lisbon: The 7 Colinas Card

Solveig Meland

SINTEF Road and Transport Studies Tel: +47 73 59 46 71

N-7465 Trondheim Fax: +47 73 59 46 56

Norway Email: solveig.meland@sintef.no

Context Cities all over the world struggle with the same traffic problems including congestion, traffic accidents and air pollution. This was also the situation in Trondheim, Norway's third largest city with a population of 140,000. The main traffic problem in Trondheim was the lack of a safe road system with sufficient capacity to handle the traffic demand. This caused traffic problems in the city centre and the nearby residential areas. As much as 50% of the traffic in the city centre was passing through the centre without stopping.

Measures • A new and better main road system outside the city centre.

• A safe and better road network for pedestrians and cyclists.

• An improved mass transit service.

This solution was worked into a development plan for the future infrastructure and a toll ring system. The following goals were emphasised both by the local and central authorities: • The toll or road pricing system had low operating costs,

• The system was used as a traffic regulation tool, inbound traffic paid a higher rate during peak hours in order to distribute the traffic evenly over time,

• The system was based on a non-stop electronic payment system,

• The justice of the system was emphasised in order to avoid refusal of users and/or subscribers,

• The necessary equipment was compressed in such a manner that was possible to place it everywhere, even in the streets of the city centre.

The Trondheim Toll Ring surrounding the city centre came into operation on October 14th 1991 and ran for a total of 13 years. 11 toll stations were built, of which only one was manually operated. About 80% of cars used an electronic tag. The fee system included time differentiated tolls, a slightly higher fee during the morning peak hours, free passage after 5 pm and at weekends and there were no monthly passes. The revenues were earmarked for a transport investment package financed by 60% user fees and 40% state funds.

Success

The Trondheim Toll Ring Project was well marketed prior to the opening, and 90% of motorists entering the city centre use the electronic payment system. The revenues were being used to finance road infrastructure, improved public transport and new facilities for pedestrians and cyclists in Trondheim. The first year after the opening, inbound traffic during toll hours declined by 10% and weekday bus travel increased by 7%. With the single cordon system which was operating until 1997, about half of all cordon-crossings were made during the charged hours.

The system ceased to operate in 2005 when the toll systems’ initial aim of building and improving the city's ring roads was completed and paid for by the tolls. Overall the scheme was deemed a success.

Trondheim Toll Ring System

Roy Turner Street Policy Team Camden Town Hall Extension Argyle Street, London Tel: + 44 (0) 207 7974 6389 WC1H 8EQ Email: Roy.Turner@camden.gov.uk United Kingdom

Context

The central London congestion charging scheme was introduced in February 2003. The primary aim of the scheme is to reduce traffic congestion in and around the charging zone (city centre). The scheme is intended to contribute directly to four of the Mayor’s ten priorities for transport as set out in his Transport Strategy published in July 2001.

Measures

The congestion charge is an £8 daily charge for driving or parking a vehicle on public roads within the congestion charging zone between 7.00am and 6.30pm, Monday to Friday, excluding weekends and public holidays. The central London congestion charging zone covers 22 square kilometres 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 taxis, 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. Transport for London (TfL) and the Mayor committed to a five year programme of monitoring – for one year before the start of charging and four years after – to ensure that the impacts of the scheme are understood and that modifications can be considered if there is evidence that these would be appropriate.

Success

Congestion charging has delivered against its traffic and transport objectives.

The available evidence indicates that the scheme has not caused the adverse effects that some had feared. About 60,000 fewer car movements per day now come into the

charging zone. TfL estimate that 20 to 30% of these have diverted around the zone; that 50 to 60% represent transfers to public transport; and that 15 to 25% represent switching to car share, motorcycle or pedal cycle, or other adaptations such as travelling outside charging hours or making fewer trips to the charging zone. Journey times to, from and across the charging zone have decreased by an average of 14%. Journey time reliability has improved by an average of 30%.

Public transport is coping well with ex-car users: extra bus passengers travelling to the charging zone are being accommodated by increased bus network capacity.

London:Congestion Charging Scheme

Dott. Massimo Marciani ATAC SpA - Municipality of Rome General Manager Staff Via Sondrio 18 Tel: +39 06 4695 4923 00176 Rome Fax: +39 06 4695 4817 Italy Email: t4@atac.roma.it or fitconsulting@fitconsulting.it

Context

Rome’s city logistics schemes were allocated within the MIRACLES project as part of the CIVITAS I initiative. On the basis of the most recent surveys carried out during 1999, provided before the access control system (ACS) was implemented, the following results were discovered:

• freight flows represent 10% of total flows entering in the city;

• 60% of emission and of pollution relevant to traffic are due to freight vehicles.

Measures

The historical centre Freight Limited Traffic Zone (FLTZ), which represents 1.1% of the surface of the city, absorbs 33% of all freight flows, with a flow of 25,000 freight vehicles/day. These numbers made the reorganisation of the freight service inside the FLTZ a priority for the Rome Administration.

In close cooperation with Studio Integral, a new logistics plan was developed by MIRACLES for the FLTZ in Rome. The actions designed by the project included:

• Localisation and establishment of logistics platforms and interchange centres serving the historical centre combined with time-window slot management;

• Incentives for using common deposits, based on production lines, to increase the attractiveness of night load/unload operations;

• Closer collaboration with operators of new home delivery services in order to collect trip vehicle-hours and vehicle distance data;

• Incentives to increase loading coefficients of commercial vehicles

• Incentives for fleet renewal with low environmental impact (LPG, CNG) used for goods delivery.

• Analysis and tuning of the delivery network to improve the logistic chain of the system, reducing vehicle hours and distance.

• Implementation of an online network to enable information exchange regarding quantity of goods to deliver, delivery-time, e-commerce, etc. connecting the freight delivery platform with the retailers and the recipient of the freight.

Success

As a result of the Freight Limited Traffic Zone , lorries have been granted permits to access the LTZ and of these about 2,800 have only two time windows: from 8:00 pm to 10:00 am and from 2:00 pm to 4:00 pm. These vehicles now produce about 20% of the total freight traffic to the LTZ (1000 entries/day). Following the initial introduction of the FLTZ scheme access of freight vehicles was almost totally unregulated (violation up to 60%). As a result of the Logistics Plan, the proportion of vehicles illegally accessing the FLTZ (all fined) is down to only 3% of total freight flows in to the area.

Rome: MIRACLES City Logistics Schemes

Alexandra Kalapoutis OASA 15, Metsovou Str. 106 82 Tel: +30 210 82 00 837 Athens Fax: +30 210 82 00 837 Greece E-mail: akalapoutis@oasa.gr

Context Established in 1993, Athens Public Transport Organisation (OASA) is the public transport authority for the Greater Athens area (metropolitan area of Athens). It is a private law organisation, totally owned by the Greek State, under the supervision and control of the Ministry of Transport & Communications. Measures OASA has embarked upon a project to significantly extend the tram, suburban bus and the suburban railway networks. A set of short & medium term transport measures were announced by the Minister of Transport after the Olympic Games in October 2004. These measures aimed to incorporate the Olympics legacy and to capitalize on lessons learned during the Games, in order to leave a lasting impact upon the city’s transport systems. A number of priority measures have been implemented and include: • the extension of the existing and the development of new bus lanes;

• police enforcement of priority measures, notably through the purchase of towing vehicles and installation of monitoring cameras;

• roadside parking control measures in the central business district;

• the introduction of peak hour restrictions for truck deliveries.

Success The Olympic Games provided the city of Athens with a unique opportunity to significantly extend and improve the existing transport infrastructure. As a result there has been growth in the use of public transport and new areas of the city have been opened up for development. The extended network statistics now read as follows:

• The bus network is made up of 311 bus lines, with a total network length of about 7,000 km. The 2,000 buses in operation make a total of about 16,000 trips per day catering for 1,300,000 passengers every day.

• The trolley bus network has 22 lines, with a total network length of about 360 km. A total of 2,500 daily trips are made by a fleet of about 366 trolley buses carrying an average of 300,000 passengers per day.

• There are now 3 metro lines in total; the original “line 1” and the new lines “2” and “3”. There are currently 45 stations for a total network length of about 50 kilometres. The peak hour interval is 2.5 minutes on line 1, and 3 minutes on lines 2 and 3. The metro system carries approximately 1,000,000 passengers per day.

Athens: Planning Transport for the Olympic Games

Jeremy Prince Travel Plan Officer The Guildhall Nottingham City Council Tel: +44 (0) 115 9155 141 South Sherwood Street E-mail: jeremy.prince@nottinghamcity.gov.uk Nottingham, NG1 4BT, United Kingdom

Context Nottingham Rail Station is located close to the commercial centre of the City of Nottingham. The Broadmarsh Shopping Centre and bus station is approximately 200 metres away. Measures Nottingham Express Tram phase two is currently stationary until further consideration for government funding is given. If this funding is granted work will start as soon as 2009 and trams could be running by 2012. Since all the tram routes will interconnect with the main railway station, this project will potentially impact on the design of the Nottingham Station Interchange, however the interchange project will proceed irrespective of the extension to the tram system. Car parking: There is a large car park, 490 spaces, provided at the train station, well behind the station entrance. The cost of parking in the station car park is £6.00 daily / £18.00 weekly / £69.00 monthly and £720 annually. Bicycle parking: Cycle parking is available at the front of the station, between the entrance onto railway and the taxi rank. It is within full view of the station entrance and under a covered area. It is free to use. There are also cycle lockers available, safely secured behind Platform 6, in full view of the CCTV cameras. Cyclists must register to use these. There is a charge of £1 per day or £20 for 3 months, a returnable deposit of £10 is also charged for the key. Success There are a number of success factors regarding this interchange including:

• Lockers are available for leaving luggage and cycling equipment at both the bus and rail stations.

• Routes to the city centre on foot are well sign posted.

• Facilities for passengers in terms of shops, cafes and toilets are good.

• The Skylink bus stops just outside the station and runs every ½ hour, thus connecting the station area with East Midlands Airport for international travel.

Unfortunately, there are also some negative aspects to the interchange. The position of cycle parking between the station entrance and the taxi rank could be improved and better integrated. The current site is not particularly secure or safe. An additional point is that when the tram bridge was added to take the tram from the station to the Lace market area of the city, no pedestrian walkway was added. As a result pedestrians must detour via the city centre to reach the Lace Market area or walk alongside a busy ring road.

Nottingham Railway Station

Bülent Menekse Bietigheim-Bissingen Omnibusverkehr Spillmann GmbH Gustav-Rau-Str.24 Tel: +49 (0) 71 42 97 55 D-74321 Bietigheim-Bissingen E-mail: menekse@spillmann.de Germany

Context

In Bietigheim-Bissingen the majority of evening and night time public transport trips are generated by younger people travelling into the city of Stuttgart to experience the city’s nightlife, most notably at the weekends.

Measures

As a result of this demand for night travel the Verband Region Stuttgart (the Public Transport Authority for the Stuttgart Region) established a regional night bus service known as “Nachtaktiv” by coordinating many of the local operators from the outlying areas of the Stuttgart region. Omnibusverkehr Spillmann is the operator for service N50 from Bietigheim-Bissingen into Stuttgart.

The service operates Friday and Saturday nights (and into the subsequent morning) every weekend as well as the night prior to Bank Holidays. The name of the service itself “Nachtaktiv” literally translates as “Nocturnal” and is operated for people of all ages, but is primarily aimed at those in the target group ages of 18-26.

Success:

Each year approximately 75,000 people use the nightbus services to travel to the Schlossplatz in Stuttgart and, primarily, to travel home in the early hours of the next morning. The buses operated by Spillmann have been fitted out with sound systems and ultra-violet lights in order to create a clubbing atmosphere for the journey into Stuttgart and this has been a major aspect of the service that has appealed to younger people.

A dedicated website (www.nachtaktiv.net) is designed to promote the service for younger people. The website contains information about the services, timetables, pick up points in Stuttgart and also has an events diary which promotes club nights and special events taking place in the city.

Bietigheim-Bissingen: Nachtaktiv

Carlos Cristobal

CTM

Head of Studies and Planning Department

Consorcio Regional de Transportes de Madrid

Spain Email: carlos.cristobal@ctm-comadrid.com

Context The Madrid region (Comunidad de Madrid) is one of the 17 autonomous regions of Spain. It is made up of 179 municipalities and has a total population of 5.4 million inhabitants. The organisation of the region and the location of the population and activities show a clear functional structure: • The City of Madrid, which is the main municipality of the region and concentrates economic activities

(2.9 million inhabitants); • The metropolitan ring, which consists of a number of large and medium size entities around the

municipality of Madrid, with strong relations with the central city (2.2 million inhabitants); • The rest of the region, with small and medium size municipalities (0.3 million inhabitants). The public transport system consists of two urban modes (metro and urban buses) and two suburban modes (suburban buses and suburban railways). Measures The metro network of Madrid expanded significantly over the last decade. During the period from 1995 to 1999, the network grew by 56.3 km and 38 new stations were opened, including 9 interchanges. These new developments were mainly extensions of existing lines and the development of new lines towards the Northern, North-Eastern and South-Eastern suburbs of the city. During the period 1999 to 2003, another 54.6 km of line was built and 36 new stations were opened, including 11 interchanges. These new developments included a new circular line to the South of the city, called MetroSur, which represents a very effective response to the progressive extension of Madrid’s metropolitan area. Success The metro network has been successfully completed and has greatly improved the rapid transit options available to residents of Madrid and its surrounding town. Key statistics for MetroSur, the new circular line are:

• Length of the Metrosur circular line: 40.5 km;

• 28 stations, including 6 interchanges with commuter railways and one interchange with the metro network;

• Overall investment of €1.64 billion, including rolling stock;

• The network connects with each of the other five large towns situated to the South of Madrid (Alcorcón, Leganés, Getafe, Fuenlabrada and Móstoles).

The Madrid Metro System

Isabelle Bachmann

Chargee de Mission

Marketing et Commercial

RATP, Lac A 73, Tel: +33 14 46 83 580

54 Quai de la Rapée Fax: +33 14 46 82 500

75012 Paris Cedex 12, France Email: isabelle.bachmann@ratp.fr

Context The city of Paris has demonstrated that they set the benchmark for strategic marketing and promotion of public transport. RATP’s marketing department is part of the commercial department (approximately 300 people), whereas the communication department is directly connected to the President. Measures RATP marketing department global objectives: • To increase customer loyalty and the number of frequent users.

• To improve customer satisfaction.

• To increase ticket value and quantity.

• To increase public transport market share.

Customer satisfaction surveys - Every third quarter, a sample of the Ile de France is interviewed by phone. Approximately 10 “core-items” are followed for each mode (Bus, Metro and RER). The main items are:

The scale used is from 1 to 10 and anything below the mark of 6 is considered to be a poor level of satisfaction. The development of each factor is followed from year to year.

Success Additional surveys are conducted regarding the customer’s perceptions of RATP which follow the same methodology of the customer s a t i s f a c t i o n s u r v e y s . Regular updates are provided by the internal “Panel Flash” document, which outl ines recent ongoing results from the cus tomer sa t i s f ac t i on surveys.

• Punctuality • Security • Cleanliness

• Rapidity • Information (re: delays) • Crowding

• Availability of employees • Waiting time • Cancellations

• General opinion of modes used

Strategic Marketing in Paris (RATP & STIF)

Isabelle Bachmann Chargee de Mission Marketing et Commercial RATP, Lac A 73, Tel: +33 14 46 83 580 54 Quai de la Rapée Fax: +33 14 46 82 500 75012 Paris Cedex 12, France Email: isabelle.bachmann@ratp.fr

Context Imagin’R is a regional ticket, which is not only valid for trips in Paris, but for all travel zones in the Ile de France. The ticket is aimed at young people aged 12-26 who may use it for both educational trips and also leisure trips on public transport in the region. This is particularly important outside of Paris, where distances from home to schools or universities can be great and the Imagin’R discount can make a big difference to the cost of the school trip. The ticket also enables students to make multiple trips along the routes purchased for school/educational travel during school times so they are able to travel home during free periods (particularly relevant for older students). Measures • Imagin’R was introduced as a Smart card. • Typical fare reduction of 50% against the “Carte Orange” full-fare travelcard for central Paris. • During weekends, school holidays and bank holidays, Imagin’R becomes valid for trips anywhere in

the Ile de France region (i.e. all zones), irrespective of the zones that have been purchased for school travel.

• The Imagin’R website (http://www.imagine-r.com) is operated by RATP, STIF and OPTILE for younger people in the Ile de France region and represents the key source of dissemination for all promotional material relating to the public transport pass. In addition the website is used to advertise short term offers and events.

Success • The success of the scheme can be measured by the 75% penetration rate of the core market (680,000

card holders). • This success has partially been attributed to the effort that has gone into branding public transport to

make it attractive for younger people. This has been achieved through positive advertising, focusing on full mobility, living life to the full and making people happy, which has been coupled to attractive offers and good deals.

• Commercial tie-ins between Imagin’R and partners such as the Gaumont cinema chain, McDonalds, clothes retailers and Euro Disney, combined with the publicity generated by the advertising, increased usage.

• If the Imagin’R brand continues to be perceived as “cool”, the logic is that the healthy following already established among young people will be maintained.

• Imagin’R has also reduced the incidences of fare evasion among younger people in the city because now the majority of people have valid tickets for their leisure travel.

• Payments for the card are broken down in the same way as most season tickets (10 monthly payments by direct debit) which can be made from a young person’s (or their parent’s) bank account.

Imagin’R: Young Person’s Loyalty Scheme in Paris

Toine Molenschot Senior Policy Officer Traffic and Transport Spui 70 PO Box 12655 Tel: + 31 70 353 60 30 2500 DP The Hague E-mail: t.molenschot@dso.denhagg.nl The Netherlands

Context The Hague Central Station is the largest station in The Hague. It is a major rail terminus in The Netherlands and, by the end of 2006, a new LightRail system (RandstadRail) will add another mode to this busy station.

Measures Car parking: 1800 car parking spaces will be located at -1 and -2 levels under the interchange. Most of these will be reserved for the offices, apartments and other functions that will be built as part of the new development. Bicycle parking: The new station will accommodate approximately 6000 spaces. Of these, 1500 will be manned, paid spaces, costing €3.80 per day (month: €10, year: €89). The other 4500 spaces will be free of charge. Bicycle parking will most likely be located at the -1 level beneath the square in front of the terminal. The main pedestrian exit will lead directly into the main terminal building. A bike rental scheme (OV-fiets) is integrated into the current bike parking facility below the terminal building. An annual train ticket can be activated for this scheme, avoiding the annual fee that is otherwise €5.

Success Excellent integration of all modes, both currently and in the new station. There are now very short walking distances between modes as a result of the layered design of the interchange.

The Hague: New Central Station Interchange

Paul Arents European Affairs Officer Vlaamse Vervoermaatschappij Vvm de Lijn (Mechelen) Directorate Research Het LIjnhuis Tel: +32 (0) 15 440 953 Ragheno Business Park, Motstraat 20 E-mail: paul.arents@delijn.be 2800 Mechelen, Belgium

Context In July 1997, De Lijn, the Flemish public transport operator within the city of Hasselt introduced a policy of ‘free’ public transport for travel on the nine bus lines that comprise the city network. The city of Hasselt estimates that it costs each family within Hasselt approximately €23 in taxes for the provision of free public transport. Measures Partly due to bad publicity in the local press, De Lijn developed an inclusive transport policy. The premise for the policy was to provide equal treatment for all customers if possible. In order to proceed with an inclusive transport policy it is necessary to have accessible transport. Accessibility criteria are integrated into the technical specifications for new vehicles, including the availability of manually operated ramps to allow wheelchair access. Driver training and guidelines have also been introduced for assisting passengers with reduced mobility in boarding and alighting buses. At present 45% of the total De Lijn fleet are low floor accessible vehicles, however the entire bus fleet will be fully accessible by 2010.

In Hasselt there remained a problem for wheelchair passengers with the high proportion of bus stops which are considered to be inaccessible. For a journey to be accessible it requires both the origin and destination bus stops, as well as the bus itself, to be accessible. Where this is not the case, De Lijn, as the public transport operator, provides a specialist accessible mini bus vehicle which can operate the bus stop to bus stop journey instead of the normal service vehicle. Because of the inaccessibility of some stops wheelchair users are required to telephone and reserve their journey in advance by at least 2 hours, a time comparable with the demand responsive public transport service which operates within rural areas.

Success There are approximately 350 bus stops within the Hasselt urban area and to modify all of these, at a cost of approximately €10,000 per stop, would take considerable time and expense. Plans for 2006 include the adaptation of 20 bus stops which are the most frequently requested journeys which De Lijn are currently unable to provide for with their normal service bus. Approximately 60% of the journeys currently requested by wheelchair users have to be made by the specialist minibus service, however it is expected that this figure would fall to 5-10% by the time adaptation of the 20 most used bus stops is complete.

Hasselt: Towards an Accessible Transport System

Frank Zerban

Verband Region Stuttgart

Kronenstr. 25,

DE-70174 Tel: +49 711 22 759 0

Stuttgart Email: Zerban@region-stuttgart.org

Germany

Context

The Greater Stuttgart region is situated within the Land of Baden-Württemberg in the South-West of Germany. This polycentric region is made of five administrative districts (including the city of Stuttgart) which comprise over 140 cities and villages. It has a population of 2.4 million inhabitants.

The S-Bahn network consists of 6 lines, for a total route length of 248 km. The total annual cost of the S-Bahn network is about €140 million and subsidies amount to about €50 million.

Measures

The tariffs are fully integrated within the region. Key features of the integrated fare system include a zone system for the determination of the ticket fare and a single ticket and fare for all modes. In addition, it is possible to make several transfers with one ticket where the fare does not depend on the number of transfers.

Objective quality indicators including punctuality, cleanliness of trains, management of complaints and functioning of the ticket machines are set out, which specify the thresholds for the grant of a bonus or a malus. A bonus is an incentive paid to the operator to reward good public transport services while a malus

is a penalty payment from the operator to the Greater Stuttgart Region in recognition of poor service. Punctuality, for instance, is measured in real-time for every train at several stations, and compared against the criteria in the contract. No malus (penalty) has to be paid if more than 90% (97.5%) of all trains within one month run with less than 3 min (6 min) delay in the peak time.

Success

The revenue from the penalties is used to fund improvements in the service. For example, the network’s management centre, the hub of all real-time passenger information, is part-funded by the revenues of the bonus/malus scheme.

Stuttgart: S-Bahn Network “Bonus & Malus” Scheme

Dott. Massimo Marciani

ATAC SpA - Municipality of Rome

General Manager Staff Tel: +39 06 4695 4923

Via Sondrio 18 Email: t4@atac.roma.it or fitconsulting@fitconsulting.it

00176 Rome-Italy

Context

The history of access control in Rome began in 1989 when restrictions were placed on vehicles entering the historical centre (Limited Traffic Zone, LTZ). These restrictions were not systematically enforced until 1994, when municipal police were used to block entry into the area. Permission to enter is given free of charge to residents of the area. Other users may obtain permission to circulate and park in the area if they belong to certain categories, such as doctors with offices in the centre or shop owners.

Measures

Due to the difficulty in enforcing the restriction of vehicles by the municipal police, a prototype is being tested for implementing an automated access control system.

The access control system consists of 23 electronic gates which are able, without user intervention, to identify the vehicle and calculate the applicable tariff for vehicle entrance into the restricted area. The gate infrastructure, based on the technology used for the TELEPASS system, includes TV camera and IR illuminators, microwave transponder and an on-board unit with smartcard (35,000 users, including freight delivery).

The PROGRESS demonstration is being held in the LTZ sectors east of Tiber, the most central area in Rome and one of the larger historical centres in the world. The pricing zone has an area of 4.6 km2. The demonstration area hosts about 42,000 residents and over 116,000 workers and is subdivided into six sectors.

Success

Both residents and shop owners perceive the Access Control System (ACS) as a good idea. The acceptance of the system was around 87% for residents and 75% for shop owners (with a 5% increase over the previous survey results).

In conclusion, despite differences among residents and retailers due to their different expectations, the system is accepted and has been able to generate a partial modal shift from private transport modes to public transport.

Access Restriction in Rome

Sabine Avril Chargee des Projets STIF 11 avenue de Villars Tel: +33 1 47 53 28 64 75007 Paris E-mail: sabine.avril@stif-idf.fr France

Context In 2002 STIF specified and initiated a door to door transport service for disabled people called Paris Accompagnement Mobilité (PAM), to replace a previous relatively uncoordinated system operated by a series of not for profit organisations. STIF, as the public transport authority, decided to upgrade the provision of these transport services and a new organisational and financial framework was adopted.

Measures The aim of the PAM service is to carry 1.5 million passengers per year once the service has been fully developed. This figure would include 450,000 trips within the city of Paris alone, compared with a previous figure of 80,000. Each department is responsible for selecting the operator of the service through a tendering procedure. Within Paris, Keolis has been selected as the operator for a period of 6 years and operates a fleet of approximately one hundred vehicles, employing over one hundred staff members. The PAM service is only open to those people who are classified by the medical commission as being at least “80% disabled”, and users of the service have to pay a modest fee of €6 for peak journeys and €3 for off-peak journeys. It has been estimated that the real cost to STIF of providing the service is approximately €30. Trips cans be booked by telephone, post, fax, or via the internet. The transport service is available 7 days per week from 0600 – 2400, with the call centre open daily from 0700 to 2000 to advise passengers and assist them in planning and booking trips. Success Six months after its inauguration, PAM already had 1500 registered users with 60% of the users making commuter trips to work. The statistics indicate that 20% of passengers make up to 80% of the trips.

Paris: Specialised Transport for Disabled People

Irvine Lavery Transport Development Manager Translink 60 Duncrue Street Tel: +44 (0) 2890 89 94 00 Belfast, BT3 9AR E-mail: irvine.lavery@translink.co.uk Northern Ireland

Context

In the city of Belfast the public transport system is owned and operated by the Local Authority. Translink is the organisation responsible for overseeing public transport in the city and ,in 2004, a review of public transport revealed the following facts:

• There was a need to modernise the public transport networks in Belfast.

• There had been a marked decline (15%) in patronage on “Citybus” routes over the 4 years from 2000 -2004.

• Commercial performance was poor as a result.

As a result the city was challenged to increase public transport patronage by 30% by 2012. Through involvement in the benchmarking initiative, Translink was able to learn from other good practices and augment the ideas they had already developed for delivering the increase in public transport patronage.

Measures A range of radical measures were implemented in a bid to re-structure and re-brand the public transport system in Belfast. These included

• Conducting a review of the existing bus network and residential patterns using advanced mapping software.

• Simplifying the bus network based around 12 key corridors and identifying socially necessary, but unprofitable, routes.

• Making the 12 key routes the focus of bus priority measures, accessible infrastructure and vehicles and providing high quality, high frequency services 7 days per week on core portions of the network.

• Re-branding “CityBus”, which was associated with a poor quality public transport product, to “Metro”.

Success

The re-branded “Metro” bus services commenced in Belfast in February 2005.

In the first year of Metro public transport patronage has increased by 10%.

Patronage is also continuing to increase after 18 months, which shows that the success of the scheme is not just short term.

BEFORE AFTER

Re-Branding Public Transport in Belfast

Toine Molenschot Senior Policy Officer Traffic and Transport Spui 70 PO Box 12655 Tel: + 31 70 353 60 30 2500 DP The Hague E-mail: t.molenschot@dso.denhagg.nl The Netherlands

Context A promising way to achieve a reduction in car traffic is to encourage use of public transport through integrated land use and transportation planning. Locating companies near public transport facilities can reduce the growth of car mobility. The ABC location policy, introduced in the Netherlands in 1989, is a good example of a traffic and transport related land-use measure for companies and services. Whilst the ABC policy is no longer in place, authorities in The Netherlands continue to implement the policies where possible. Measures • limit private car use • regulate the availability of parking spaces • improve city access and limit car traffic, especially within the inner

city

The core element of the ABC location policy for companies is the classification of types of locations and types of companies. Companies are graded according to access needs and modal shift potential (mobility profile), while locations are graded according to their accessibility by public and private transport (accessibility profile). For example, the accessibility profiles are graded A, B or C. A-locations are highly accessible by public transport (Examples of A-locations are major public transport nodes such as central stations in the larger urban areas), B-locations are reasonably accessible both by public transport and by car, while C-locations are defined as typical car-oriented locations (Examples can be found near motorway exits in fringe areas where there is poor public transport access). R-locations have bad access to both the road system and the public transport system and these are considered as targets for transport improvements. To optimise the impact on mobility, the ABC location policy is enforced by limiting the number of car parking places at each location. It is assumed that the good public transport accessibility of A and B locations provides commuters with an alternative choice of transport and therefore legitimises a restriction of parking facilities:

• A-location: 1 parking place for every 10 employees • B-location: 1 parking place for every 5 employees • C-location: 1 parking place for every 2 employees

Success The policy works in two clear ways. It seeks to allocate companies looking for a new place of business in locations with matching accessibility profiles. At the same time the policy aims to improve the accessibility of locations according to the mobility profiles of the present companies.

The Hague is a city with a relatively high demand for office space, an increasing zone where parking charges apply, and an accessibility problem. Given these facts, the ABC location policy was successfully introduced in The Netherlands and enabled land use and transport considerations to be linked effectively.

The Hague: The ABC Policy in The Netherlands

Context The project ”Sustainable Citylogistic Solutions”, a tri-city co-operation between Copenhagen, Aarhus and Aalborg supported by the Danish Ministry of Transport, took place between April 2000 and December 2003. The three cities and the Ministry of Transport formed a steering group which established a joint forum (the Forum for City Logistics) with its own secretariat. Measures Based on the objectives and the physical boundaries in Aalborg city centre, the parties defined a series of measures to be tried, and if successful, implemented:

• Creation of loading and unloading zones;

• Two persons in each vehicle;

• Creation of a consignment note among the distributors;

• Change of driving direction in pedestrian area;

• A coordination of freight delivery among the distributors;

• Electric driven vehicles;

• Regulation and access restriction in the pedestrian area for freight transport;

• One shop functions as drop zone for freight to shops nearby.

Success Before and after studies were undertaken in April 2002 (before study), May/November 2002 (after study 1) and March 2003 (after study 2). Key parameters in the evaluation were:

• The freight distributors ability to comply with the access restriction;

• Time spend on freight delivery in the pedestrian area. During the trial period, Aalborg implemented several different measures to reduce the growing demand for goods distribution in the City Centre. These measures have lead to an average 5 minutes time reduction in the delivery of freight in the City Centre. The driver’s ability to comply with the time access restriction has improved, for example they are leaving the pedestrianised area earlier after the implementation of the measures. The measures have also improved visual and environmental improvements for all stakeholders in the area and working conditions for the drivers. The measures implemented were not equally successful in meeting the objectives, however, they still gave inspiration to further trials and projects. Local conditions, for example distribution flow and road network, play an important role for the measures in meeting the objectives. It is important that the measures are built on local conditions. Most importantly, the measures implemented during the Aalborg trial can be duplicated to improve freight distribution in other cities.

MartinFischer Aalborg Kommune Teknisk Forvaltning Trafik & Veje Trafik- og vejafdelingen Stigsborg Brygge 5 9400 Nr. Sundby, Denmark

Tel: +45 99312320

Fax: +45 99312314

E-mail: martin.fischer@aalborg.dk

Aalborg: Sustainable Citylogistic Solutions

Urban Transport Benchmarking: Getting Further Information

The case studies contained in this Good Practice Guide have been reproduced from the final reports of the Urban Transport Benchmarking Initiative.

It has not been possible to reproduce all of these case studies in this document, however more case studies and information relating to the Urban Transport Benchmarking Initiative can be obtained from the project website:

www.transportbenchmarks.org.

The project website also contains background information about the Urban Transport Benchmarking Initiative, links to other transport benchmarking initiatives and electronic copies of all of the presentations given, and reports produced, as outputs of the project.

CONTACT DETAILS

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