1、AnnexTo The Guidelines For developinG and implemenTinGa susTainable urban mobiliTy plan(2nd edition)Image:Orbon Alija,iSContentsAnnex A Glossary .04Annex B Checklist .06Annex C Good Practice examples .12Annex D SUMP Guidance on specific topics .80Annex e experts consulted .82AnnexTo The Guidelines F2、or developinG and implemenTinGa susTainable urban mobiliTy plan(2nd edition)4Annex to the GUIDeLINeS for DeveLopING aND ImpLemeNtING a SUStaINabLe UrbaN mobILIty pLaN(2nd edition)Annex A GlossaryAnnex A GlossarySustainable Urban Mobility Plana sustainable urban mobility plan is a strategic plan desi3、gned to satisfy the mobility needs of people and businesses in cities and their surroundings for a better quality of life.it builds on existing planning practices and takes due consideration of integration,participation,and evaluation principles.CitizensCitizens refers to all people living and/or wo4、rking in the functional urban area for which your sump is being prepared.in this document,it is used largely interchangeably with the terms people,residents and the public.Stakeholdersstakeholders are all individuals,groups or organisations affected by and/or being able to affect the sump.While citi5、zens are a part of this,in this document the term stakeholders mainly refers to institutional stakeholders,such as public authorities,political parties,citizen and community groups,business organisations,transport operators and research institutions.Key stakeholders are usually more closely involved6、 in the sump process than the general public.Therefore,it needs to be ensured that the interests of all affected parts of society,including typically underrepresented hard to reach groups,are properly represented amongst the involved stakeholder groups.Scenarioa scenario is a description of a specif7、ic set of developments in the future which are relevant to urban mobility,including the likely effects of external factors(such as demographic and economic circumstances),as well as those of strategic policy priorities(such as a strong active mobility or electromobility focus).Visiona vision is a qu8、alitative description of a desired urban future that serves to guide the development of objectives,strategic indicators and targets and the selection of suitable measures throughout the sump process.it usually has a long-term horizon-that can even go beyond the timeframe of the sump,envisioning situ9、ations in 20-30 years.Objectivea broad statement describing an improvement that a city is seeking.objectives specify the directions for improvement and priority areas,but not the means for achieving it.Indicatoran indicator is a clearly-defined data set used to monitor progress in achieving a partic10、ular objective or target.strategic indicators enable measurement of the overall performance of a sump and therefore provide a basis for its evaluation.on a more detailed level,measure indicators allow for monitoring the performance of individual measures.TargetTargets are the expression of an aimed-11、for value of a strategic indicator.more specifically,they define what should be achieved,in comparison to the current situation,by a specific year.Targets should be smarT(specific,measurable,achievable,relevant,Time-bound).Measurea measure is a broad type of action that is implemented to contribute 12、to the achievement of one or more policy objectives in a sump,or to overcome one or more identified problems.examples range from land use,infrastructure,regulation,management and service measures to behavioural,information provision and pricing measures.Measure Packagea measure package is a combinat13、ion of complementary measures,often from different categories,which are well coordinated to address the specific dimensions of a problem more effectively than single measures and to overcome the barriers to their implementation.an example would be the combination of measures to discourage car use,su14、ch as parking controls,with measures to promote alternatives,such as improved bus services and cycling lanes.Actionactions are the concrete tasks to be carried out in the implementation of measures.They include information on priorities,timing,responsibilities,budgets and funding sources,risks and c15、ontingencies,and dependencies among them.Financing Financing usually refers to the money that is needed from external sources for the initial investment at the start of the project,which ultimately needs to be paid back or returned.Financing instruments generally refer to debt or equity or a mix of 16、these products.Taxpayers can also contribute indirectly to initial costs through investment grants and subsidies.FundingFunding a project generally refers to who pays for the asset over the long term.This can be direct users of services(tickets,parking fees,city centre pricing),customers of mobility17、 related services(advertising),or taxpayers through general state budgets or special transport-related taxes.it is useful to remember that implementing a financially sustainable sump needs both financing and funding.The use of loans to finance public transport infrastructure,for example,can be limit18、ed by the capacity of sources of funding to repay such loans.Please see the eltis SUMP Glossary for more definitions and explanations around the topic of Sustainable Urban Mobility Planning:https:/www.eltis.org/mobility-plans/glossaryAnnex To The Guidelines For developinG and implemenTinG a susTaina19、ble urban mobiliTy plan(2nd edition)5Annex A GlOSSAryImage:funky-data,iS6Annex to the GUIDeLINeS for DeveLopING aND ImpLemeNtING a SUStaINabLe UrbaN mobILIty pLaN(2nd edition)Annex B CheCklistAnnex B ChecklistPhASe 1:Preparation and analysisStep 1:Set up working structuresActivity 1.1:evaluate capac20、ities and resourcesstrengths,weaknesses and barriers with regard to developing a sump identified.oself-assessment results summarised as starting point to optimise local planning processes.orequired skills and financial resources for planning process analysed.ostrategy to cover skill gaps developed.o21、budget for sump process politically approved.olikely financial framework for measure implementation assessed.oActivity 1.2:Create inter-departmental core teamCoordinator of the planning process determined.oCore team with all required skills set up that includes key authorities from the entire planni22、ng area.oCommon understanding of sustainable urban mobility(planning)developed in the team.oActivity 1.3:ensure political and institutional ownershipstakeholder groups identified.oanalysis of actor constellations carried out.obasic stakeholder coordination approach developed.opolitical support estab23、lished.ooverall commitment to sustainability principles from key stakeholders achieved.oActivity 1.4:Plan stakeholder and citizen involvementTiming,methods and involved citizen groups identified and decided.oinvolvement and communication approach finalised.osteering group with key stakeholders set u24、p.oStep 2:Determine planning frameworkActivity 2.1:Assess planning requirements and define geographic scope(based on functional urban area)relevant national and regional documents reviewed and results summarised.oopportunities and impacts identified that might result from the regional and national f25、ramework.oGeographic scopes defined(if possible,the functional urban area).oAnnex to the GUIDeLINeS for DeveLopING aND ImpLemeNtING a SUStaINabLe UrbaN mobILIty pLaN(2nd edition)7Annex B CheCklistpolitical agreement achieved on geographic scope,basic roles and responsibilities of authorities and pol26、iticians.oKey authorities from the planning area included in the core team and/or steering group.opolitical agreement signed and adopted by municipal councils.oActivity 2.2:Link with other planning processesrelevant policy linkages identified(synergies and conflicts).oinitial options for policy inte27、gration assessed.odialogue established with concerned actors about integration possibilities.oinitial prioritisation of integration options decided.oActivity 2.3:Agree timeline and work planrealistic basic timeline for sustainable urban mobility planning process prepared.opolitical mandate for devel28、oping your sump confirmed.ostrategy for risk management and quality management devised.oTimeline and work plan developed and politically approved.oActivity 2.4:Consider getting external supportdecision taken on which tasks to get external support for,if any.oservices tendered and suitable contractor29、 chosen who understands the sump approach.oStep 3:Analyse mobility situationActivity 3.1:Identify information sources and cooperate with data ownersdata needs specified,with view of political priorities and probable objectives.oavailable data identified and quality checked.odata gaps defined and add30、itional data sources identified.osecure data management established.odata sharing with external owners of relevant data agreed.oadditional data collected,if needed.oActivity 3.2:Analyse problems and opportunities(all modes)problems and opportunities with key stakeholders and citizens discussed and a31、nalysed.oreview and problem analysis concluded.status of all transport modes and main aspects of sustainable urban mobility described.obaseline set against which progress can be measured.oKey opportunities and problems to be addressed by the sump prioritised.o.Phase 1|Step 2|Activity 2.18Annex to th32、e GUIDeLINeS for DeveLopING aND ImpLemeNtING a SUStaINabLe UrbaN mobILIty pLaN(2nd edition)Annex B CheCklistPhASe 2:Strategy developmentStep 4:Build and jointly assess scenariosActivity 4.1:Develop scenarios of potential futuresimpacts of potential changes in external factors explored.odifferent alt33、ernative scenarios described,including a business-as-usual scenario.oappropriate techniques applied to support the scenario development and appraisal.osensitivity of scenarios to changing circumstances assessed.oActivity 4.2:Discuss scenarios with citizens and stakeholdersThe needs for change reveal34、ed in the business-as-usual scenario discussed with stakeholders and citizens.odiscussed with stakeholders and citizens which scenarios or elements of scenarios are desirable.oStep 5:Develop vision and objectives with stakeholdersActivity 5.1:Co-create common vision with citizens and stakeholderssta35、keholder group for vision development established.oCitizens actively involved in vision building process.oFirst draft of vision developed and discussed with citizens and decision makers.ostakeholder agreement on final draft of vision.ovision outcomes documented.oActivity 5.2:Agree objectives address36、ing key problems and all modesvision reviewed to guide the development of objectives.odraft objectives developed.odraft objectives discussed with key stakeholders.oFinal set of objectives selected.oStep 6:Set indicators and targetsActivity 6.1:Identify indicators for all objectivesQuantitative and q37、ualitative outcome indicators identified for all objectives,including indicators used by other organisations in your area.oexisting and new data sources evaluated.oset of strategic core indicators defined,including reporting format and measuring method.oActivity 6.2:Agree measurable targetsKey stake38、holders involved in target setting.osuitable set of locally achievable targets developed.oAnnex to the GUIDeLINeS for DeveLopING aND ImpLemeNtING a SUStaINabLe UrbaN mobILIty pLaN(2nd edition)9Annex B CheCklistPhASe 3:Measure planningStep 7:Select measure packages with stakeholdersActivity 7.1:Creat39、e and assess long list of measures with stakeholdersimplemented and planned measures analysed.olong list of potential measures created.oexchange of experiences established with planners that have implemented interesting measures in other cities or regions.osuitable measures assessed with an eye to e40、ffectiveness(in terms of contribution to objectives),acceptability and value for money.omost promising measures selected for short list.odetailed specifications and cost estimates for shortlisted measures available.oActivity 7.2:Define integrated measure packagespotential packages of measures identi41、fied that are expected to realise synergies and overcome implementation barriers.opackages of measures checked with an eye to integration with land-use planning and other sectoral planning activities.oshortlisted packages tested and appraised against all objectives to identify the most cost-effectiv42、e combinations.oselected packages discussed and validated with stakeholders and the public.oFinal set of measure packages selected.oActivity 7.3:Plan measure monitoring and evaluationsuitable set of measure indicators selected.omonitoring and evaluation arrangements for all indicators developed.ores43、ponsibilities and budget for monitoring and evaluation agreed on.oStep 8:Agree actions and responsibilitiesActivity 8.1:Describe all actionsall actions identified,defined,and described.orelationships between actions identified.oActivity 8.2:Identify funding sources and assess financial capacitiesmea44、ningful forecasts prepared for expenses,revenues,cash flows and other financial items.oFinancial analysis and assessment of possible funding sources carried out.opreliminary assessment available regarding which organisations need to acquire external financing.oresults summarised for discussion on fi45、nal selection of actions.o10Annex to the GUIDeLINeS for DeveLopING aND ImpLemeNtING a SUStaINabLe UrbaN mobILIty pLaN(2nd edition)Annex B CheCklistActivity 8.3:Agree priorities,responsibilities and timelineresponsible lead implementers for all actions identified.oTimeline and priorities agreed with 46、stakeholders.oagreed actions published to inform the wider public.oActivity 8.4:ensure wide political and public supportpublic relations and involvement activities planned and carried out.oinformation and opportunity for feedback provided to decision makers,citizens and other stakeholders and provid47、ed feedback considered for agreement of actions.oStep 9:Prepare for adoption and financingActivity 9.1:Develop financial plans and agree cost sharingdetailed financial plans prepared and agreed for actions requiring financing in the first phase of sump implementation.oCommitment obtained from releva48、nt public entities to allocate sufficient public budget to fill financing gaps acquired.oif required,initial application for sources funding for feasibility,market or other studies to prepare project completed.oFinancial sustainability of projects ensured.odivision of costs and benefits among releva49、nt actors agreed.oActivity 9.2:Finalise and assure quality of Sustainable Urban Mobility Plan documentFinal draft of sustainable urban mobility plan compiled.ointernal and stakeholder review completed.oQuality assessment completed.oFinal amendments completed.o.Phase 3|Step 8Annex to the GUIDeLINeS f50、or DeveLopING aND ImpLemeNtING a SUStaINabLe UrbaN mobILIty pLaN(2nd edition)11Annex B CheCklistPhASe 4:Implementation and monitoringStep 10:Manage implementationActivity 10.1:Coordinate implementation of actionshandover of action factsheets to implementers.oCoordinator and implementation steps agre51、ed for each action.orisks assessed and contingency activities planned.oprocedures for regular status updates by action managers established.oActivity 10.2:Procure goods and servicesprocurement needs of the city clearly defined and agreed on.olist of personnel and their expertise to lead the procurem52、ent process defined.oTender specifications defined.oTenders launched,submissions evaluated and tenderers selected.oStep 11:Monitor,adapt and communicateActivity 11.1:Monitor progress and adaptstatus of implementation activities constantly monitored.oprogress towards measure targets and strategic sum53、p targets evaluated at regular intervals.onecessary adjustments in implementation of measures identified.oadjustments discussed and agreed with relevant actors.oActivity 11.2:Inform and engage citizens and stakeholdersCitizens and stakeholders who are directly affected by measure implementation invo54、lved in implementation process.osolutions for mitigation of negative effects during implementation identified and pursued.oGeneral public informed about progress of measure implementation.oStep 12:Review and learn lessonsActivity 12.1:Analyse successes and failuressuccesses and failures of the susta55、inable urban mobility plan process evaluated.oevaluation of measure implementation concluded.oKey stakeholders and citizens involved and different perspectives gained.olessons learnt shared and communicated.oActivity 12.2:Share results and lessons learntlessons learnt documented and made available t56、o others.oActivity 12.3:Consider new challenges and solutionsnew challenges ahead for urban transport and mobility identified.olessons learnt from current planning cycle ready to be used for next integrated planning processes.osump update concluded.oAnnex C Good Practice examplesAnnex C GOOd PrACtIC57、e exAmPleS12Annex To The Guidelines For developinG and implemenTinG a susTainable urban mobiliTy plan(2nd edition)Coordination and collection of Good Practice examples:lasse brand,lisa marie brunner(rupprecht Consult);matilde Chinellato(euroCiTies);maija rusanen,esther Kreutz(ubC sustainable Cities 58、Commission);Thomas morey,alessia Giorgiutti(polis);elma meskovic,ana dragutescu,marko horvat(iClei)Other collectors:Wuppertal institute,mobiel 21,Walk21Authors of the Good Practice examples(in the order of the examples):Nebojsa Kalanj(City of Koprivnica)City of Edinburgh Council Olaf Lewald(City of 59、Bielefeld)BKK Centre for Budapest Transport Iva Rorekov(Machalov),Luk Baa(City of Brno)Kristina Gau(City of Vilnius)Martin Dolleschel(Canton of Basel-Stadt)Simone Fedderke(Centre of Competence for Sustainable Urban Mobility(CC-SUM)State of Hessen and City of Kassel)Aurlie Dore-Speisser(Grand Nancy M60、etropole)Catia Chiusaroli(Metropolitan City of Bologna)Andrea Conserva(Circe Foundation)Anna Huttunen(City of Lahti)City of Cluj-Napoca Maria Zourna(Municipality of Thessaloniki)Georgia Aifantopoulou,Maria Morfoulaki(CERTH/Hellenic Institute of Transport)Dorota Gajda-Kutowinska(City of Gdynia)Michae61、l Glotz-Richter(City of Bremen)Andreas Nordin(City of Malm)City of Deinze Energy and Mobility Division,City of Maia City of Leipzig Vclav Novotn(Prague Institute of Planning and Development)Annelies Heijns(City of Antwerp)Tim Asperges(City of Leuven)Dirk Engels(Transport&Mobility Leuven)Cristina Mol62、iner Hormigos(Madrid City Council)Thomas Durlin(Cerema)Chris Billington(Transport for London)Georg Koppen(City of Munich)James Povey(Milton Keynes Council)Kerstin Burggraf(City of Dresden)Lovisa Blomr(City of rebro)Carmo Tovar(Metropolitan Area of Porto)Laura Llavina Jurado(City of Granollers)Tomasz63、 Zwoliski(City of Krakow)Sanna Ovaska(City of Tampere)Juan Carlos Escudero(City of Vitoria-Gasteiz)Mary Malicet,Christophe Doucet(Tisso Collectivits/Toulouse)Helen Jenkins(City of Birmingham)City of Turin Neri di Volo,Alan OBrien(EIB/JASPERS)Wuppertal Institute Samuel Salem(TheTA Thessaloniki)Merijn64、 Gouweloose(City of Ghent)Ellie Deloffre,Olivier Asselin(Mtropole Europenne de Lille)Josep Maria Armengol Villa(TMB)Ben Brisbourne(Transport for Greater Manchester)Gregory Telepak,Thomas Vith(City of Vienna)Steve Heckley(WYCA)Luk Ba(City of Brno)Chiara Ferroni(Fondazione Torino Wireless)Anders Sderb65、erg(City of Lund)Municipality of Donostia/San Sebastian Jose Augusto Batista Vieira(Cmara Municipal do Funchal)Matic Sopotnik(City of Ljubljana)Catia Chiusaroli(Metropolitan City of Bologna)Lamia Rouleau-Tiraoui(Mtropole de Nantes)Jorge Romea Rodriguez(Rivas Vaciamadrid)Loredana D.Modugno(Ginosa Mun66、icipality)Eleftheria Spanou(Kilkis municipality)Image:william87,iSAnnex to the GUIDeLINeS for DeveLopING aND ImpLemeNtING a SUStaINabLe UrbaN mobILIty pLaN(2nd edition)13Annex C Good Practice examPlesOverviewKoprivnica,Croatia:early external support for the sump team .16edinburgh,UK:multi-disciplina67、ry spatial policy Team .17Bielefeld,Germany:inter-departmental core team supported by wider steering group of experts and stakeholders .18Budapest,hungary:regular roundtable meetings for decision makers .19London,Brussels,Dresden,Groningen,Ljubljana:strong mayors for sump .20Brno,Czech Republic:Citi68、zen engagement strategy combining classical and online formats.21Vilnius,Lithuania:Comprehensive engagement achieving broad ownership of the sump .22Basel,Switzerland:Cross-border planning cooperation for a trinational agglomeration .23Kassel,Germany:synchronised development of municipal and regiona69、l sump .24Grand nancy,France:metropolitan inter-municipal urban plan for housing and development .25Bologna,Italy:metropolitan sump linking territorial,mobility and logistics planning .26Monzn,Spain:harmonized development of sump and seCap .27Lahti,Finland:integration of land-use and mobility planni70、ng .28Cluj-napoca,Romania:sump development driven by external consultants .29Thessaloniki,Greece:expert support to set up a mobility monitoring centre .30Gdynia,Poland:partnership for data collection between municipality and public transport authority .31Bremen,Germany:online citizen participation t71、o assess the mobility situation .32City of Malm,Sweden:Comprehensive approach including manual,mechanical,survey and app-based data collection .33Deinze,Belgium:accessibility screenings for children and elderly .34Maia,Portugal:scenarios of different ambition to achieve the agreed vision .35Leipzig,72、Germany:scenario building supported by transport modelling .36Prague,Czech Republic:scenario building with strong stakeholder and citizen participation .37Antwerp,Belgium:broad integration of citizens,policymakers and experts in scenario discussions .38Leuven,Belgium:Widely accepted leuven Climate v73、ision .39Gothenburg,Sweden:A“Vision Zero”approach for road safety .40Madrid,Spain:defining objectives for the peripheral areas .41France:mandatory objectives adapted to cities of different size .42London,UK:objectives for healthy streets .43Munich,Germany:extensive stakeholder workshops for shaping 74、the objectives .44Milton Keynes,UK:easily measurable and available set of strategic indicators .45Malm,Sweden:The accessibility index as an indicator example .46Dresden,Germany:strategic targets developed by intensive roundtable process .47rebro Municipality,Sweden:Three key targets for traffic deve75、lopment .48Metropolitan Area of Porto,Portugal:Classification of measures for the measure selection in different municipalities .49Granollers,Spain:participatory measure assessment informed by evaluation of previous sump .5014Annex to the GUIDeLINeS for DeveLopING aND ImpLemeNtING a SUStaINabLe Urba76、N mobILIty pLaN(2nd edition)Annex C Good Practice examPlesBremen,Germany:multi-criteria assessment with structured expert workshops .51Krakow,Poland:Combination of parking management with traffic limitation and public transport measures .52Tampere,Finland:mobility management leveraging the opportuni77、ty of a tramway project .53Vitoria-Gasteiz,Spain:integration of mobility measures in the superblock model .54Toulouse,France:ambitious monitoring process led by cross-institutional committees .55Birmingham,UK:programme of actions with clear priorities .56Turin,Italy:Comprehensive measure factsheets 78、.57Bratislava,Slovakia:parallel development of large tram project and sump .58Vienna,Austria:employer tax to finance the metro operation and extension.59Birmingham,UK:Capturing added value of land development .60Thessaloniki,Greece:a mobility forum to agree on responsibilities and actions .61Ghent,B79、elgium:public debate evenings,stakeholder meetings and public consultation .62Mtropole europenne de Lille,France:bi-annual political committee to steer parking policies on a metropolitan level .63Barcelona,Spain:european funding and financing for renewing barcelonas public transport .64Bucharest/Ilf80、ov,Romania:sump implementation based on comprehensive annual budget planning .65Greater Manchester,Malm,Budapest,Vienna:award-winning sumps with outstanding design .66West Yorkshire,UK:project management to ensure a constant dialogue .68Groningen,netherlands:regional public-private partnership for c81、oordination and cooperation of actions .69Brno,Czech Republic:sump monitoring tool for action implementation .70Piedmont Region,Italy:Joint Procurement of 19 urban electric buses .71Lund,Sweden:yearly monitoring reports summarising the status of target attainment .72Donostia-San Sebastian,Spain:inte82、ractive monitoring platform for sump .73Funchal,Portugal:systematic measure monitoring to increase acceptance .74Ljubljana,Slovenia:Temporary street closure during european mobility Week leading to permanent redesign of urban space .75Bologna,Italy:novel and interactive engagement formats to involve83、 citizens .76Mtropole de nantes,France:Comprehensive evaluation of previous sump before starting plan development .77Ginosa(Italy),Rivas-Vaciamadrid(Spain),Kilkis(Greece):exchanging knowledge in a european learning programme for cities .78Greater Manchester,UK:Continually updated online evidence bas84、e .79Annex To The Guidelines For developinG and implemenTinG a susTainable urban mobiliTy plan(2nd edition)15Annex To The Guidelines For developinG and implemenTinG a susTainable urban mobiliTy plan(2nd edition)15Annex C GOOd PrACtICe exAmPleSLearning from others 63 Good Practice examples from europ85、ean SUmP citiesmore and more cities across europe and beyond are implementing sumps.in the following pages,58 european sump cities describe their experience with one(or more)of the 32 activities that make up the 12 steps of the sump cycle.The cities explain what the specific activity looks like in t86、heir context,allowing us to understand the content and depth of the 12 steps of the sump cycle and how they can be translated into practice.For example,we see how Tampere,Finland used the construction of a new tram in the city to introduce new mobility management actions;how monzn,spain linked its s87、ump development with a sustainable energy and Climate action plan;how Thessaloniki,Greece set up a mobility forum for action planning or how Malm,Sweden developed its own accessibility index as part of its indicator set.all cities can learn from one another,whether they have already implemented a su88、mp or are just beginning to plan.The experience generously shared by these cities allow new sump cities to avoid potential pitfalls and to face the challenges of developing their own sump with increased knowledge and confidence.While courageous,innovative ideas dont always work out as planned,someth89、ing can be learnt from every experience.These good practice examples show what has worked well and,sometimes,what should best be avoided.The descriptions also include valuable information about costs and about the resources needed to implement the various sump activities.16Annex to the GUIDeLINeS fo90、r DeveLopING aND ImpLemeNtING a SUStaINabLe UrbaN mobILIty pLaN(2nd edition)Annex C Good Practice examPlesContext The City of Koprivnica is a small city of 30,854 inhabitants and is located in the north western part of Croatia.Sustainable mobility was always a part of the citys history and culture.b91、ecause of its favourable geographical layout and compact structure,Koprivnica was always known as the city of bicycles.nevertheless,due to changes that have occurred within the last 30 years,the city has witnessed a shift towards motorised transport.Koprivnica was among the Croatian cities to top th92、e“cars per 1,000 inhabitants”chart.Changes were needed to be made in order to reverse this trend.Description of activitiesThe first stage in the development of the sump of the City of Koprivnica involved research regarding the steps and resources that are needed in order to develop such a document.i93、n parallel with this process,the sump team was searching for potential experts in Croatia with enough experience to guide the Koprivnica sump team in the development process.after the completion of the planning phase,the process of development was started.The entire process was based upon the eu“Gui94、delines on the development and implementation of a Sustainable Urban Mobility Plan.”With the help of external experts,status analysis was conducted.a large baseline traffic survey was undertaken in order to set up the initial data that is necessary in order to develop the document.The results were t95、hen presented during two public workshops and Activity 1.1:evaluate capacities and resourcesKoprivnica,Croatia:early external support for the SUMP team the whole process was finished within the first half of 2015.The results revealed all of the problems that were presumed,including problems connecte96、d to the ineffective transport infrastructure that connects the city centre with the outskirts,as well as road safety issues in the city.Upon the completion of the document in July 2016,the City Council of the City of Koprivnica adopted the sump.Lessons learntas an outcome of the document and the pl97、ans laid out within it,Koprivnica managed to maintain and slightly improve the share of cyclists and pedestrians as well as to increase the number of cycling and pedestrian paths.Koprivnica further managed to become the smallest city within Croatia to have a fully functioning public transport system98、 that is based purely on electric buses.Costs and know-howThe main costs of developing the sump were about 70,000,including the person month(pm)of the staff involved and costs of involving external experts.The total amount of investments initiated by the sump is not known at this stage.For details s99、ee:https:/www.eltis.org/discover/case-studies/sustainable-urban-mobility-plan-city-koprivnica-0Author:nebojsa Kalanj,collected by iCleiImages:City of KoprivnicaAnnex to the GUIDeLINeS for DeveLopING aND ImpLemeNtING a SUStaINabLe UrbaN mobILIty pLaN(2nd edition)17Annex C Good Practice examPlesContex100、t Edinburgh is a mid-sized city with a population of around 513,000 inhabitants covering a geographic area of 264 km.Intermediate level of SUMP experience the new sump will replace the citys local Transport strategy.Description of activitiesone of the critical elements involved in the production of 101、a sump has been a team comprising officers with a range of skills and specialisms from different departments within the City of edinburgh Council.The sump is being produced by the Councils spatial policy Team,which is working on three major inter-related projects:sump;a city centre transformation st102、rategy;and the introduction of a Low Emission Zone in edinburgh.The core spatial policy Team comprises transport and mobility planners,air quality professionals,as well as urban,landscape,and spatial planners.The wider team draws on the skills and knowledge of specialists from a range of transport t103、eams(active travel,public transport,road safety engineering),land-use planners,sustainable development officers,economists,and communication experts.Lessons learntThe key success factor in developing the sump has been the early and continued involvement of a wide range of experts.it has also been po104、sitive that the plan development process was led by a multi-disciplinary,spatially-focussed planning team.We would recommend that cities involve officers with a wide range of knowledge and expertise,not just transport professionals.While it is important that a sump is produced with the involvement o105、f transport planners;it is also important to involve specialists in other fields.project governance has been a challenge,however.during the early stages of production,governance was unsettled,leaving officers to make key decisions.as the sump process progressed and high-level support increased,the g106、overnance structure became more settled.it is recommended that governance is arranged at the outset this will ensure that the SUMP can be produced with the support and buy-in needed from politicians and senior managers.ACtIvIty 1.2:Create inter-departmental core teamedinburgh,UK:Multi-disciplinary S107、patial Policy TeamCosts and know-howThe bulk of the costs linked to plan development involve staff time.Two members of the team work full-time on the sump,which equates to around 72 hours per week.other members of the team contribute part of their time to the plan while also working on other project108、s.involvement in the CiviTas sumps-up learning programme has allowed the city to fund various consultation events and to participate in conferences and workshops the costs of this to date have been approximately 7,500.The core team and wider team members have provided the majority of the required kn109、ow-how.additional support has been required for some elements of production.For example,an academic research institute was commissioned to undertake a review of the existing transport strategy and a consultant has been engaged to produce a strategic environmental assessment of the plan.For details s110、ee:https:/www.edinburgh.gov.uk/say/city-plan-2030-city-mobility-plan/1Author:City of edinburgh Council,collected by Wuppertal instituteImage:edinburgh City Centre transformation Plan the City of edinburgh Council18Annex to the GUIDeLINeS for DeveLopING aND ImpLemeNtING a SUStaINabLe UrbaN mobILIty p111、LaN(2nd edition)Annex C Good Practice examPlesContext Bielefeld is a mid-sized city with a population of 340,000 inhabitants.In 2019,Bielefelds mobility strategy was approved and it is the groundwork for complementing plans for cycling,walking,and public transport.Bielefeld has a vision to reduce th112、e proportion of motorised cars,currently 51%,to 25%by 2030.Description of activitiesThe main goals for the creation of a sump team were:(1)to establish a management structure for developing the sump;(2)to analyse the mobility situation and planning practices;and(3)to closely involve stakeholders in 113、order to develop a mobility vision that has broad support in the city.For the development of a sump,bielefeld created a core team”comprising five members from the city administration and the local public transport provider.members of the core team were representatives from:the office of mobility;the114、 office of urban planning;the office of environmental protection;the office of the Head of Department of urban and mobility planning;and the local public transport provider.They were supported by an external consultant who was well-experienced in the development of sumps.The core team acted as the l115、ink to political actors and stakeholders and ongoing projects,such as projects regarding local city logistic planning,sustainable school journeys,the development of cycle traffic,etc.Thus,the core team was also directly involved in related planning issues.Lessons learntTo ensure the successful colla116、boration among the members of the sump team,it was of great benefit to have strong support and mandate from the administration Activity 1.2:Create inter-departmental core teamBielefeld,Germany:Inter-departmental core team supported by wider steering group of experts and stakeholdersand the City Coun117、cil.Furthermore,the consultancy brought in sump expertise and additional knowledge and experience that was complementary to the skills of the sump team.For the team itself,good team spirit,the ability to work on concrete questions,equality,and a neutral moderation of discussions were crucial.The dev118、elopment of a mobility vision defines the aim and objectives of the integrated mobility planning policy for the coming years.a sump can be the cornerstone for integrated urban development.an important part of the process was the participation of stakeholders,ensuring also that all have an equal say 119、in the process(a possible method being small discussion groups).it is crucial to organise a structured consultation with relevant stakeholders and to involve all actors that will be directly or indirectly involved in implementing the sump.Costs and know-howThe costs for the external expert were abou120、t 50,000.each member of the core team used at least 150 hours of their annual resources for the work carried out in the sump team,depending on the differing tasks of the members.For details see:https:/bielefeld.wideviu.de/wp-content/uploads/sites/88/2019/05/Rupprecht_Consult-1.pdf(available in Germa121、n);https:/urbact.eu/citymobilnet(available in English)Author:olaf lewald,City of bielefeld,collected by polisImage:Grafikbro WilkAnnex to the GUIDeLINeS for DeveLopING aND ImpLemeNtING a SUStaINabLe UrbaN mobILIty pLaN(2nd edition)19Annex C Good Practice examPlesContext Budapest is a capital city wi122、th a population of 1.75 million.Intermediate level of SUMP experience-the first sump of budapest has been approved and the measures and projects are under implementation.Description of activitiesIn March 2017,BKK Centre for Budapest Transport as the integrated mobility manager of Budapest started to123、 plan regular roundtable discussions on sustainable urban mobility planning.The Ceo of bKK formed a SUMP Committee,the Balzs Mr Committee,to support a new form of institutional decision-making for sump measure planning.The Committee was established in march 2018 as a new platform for decision makers124、 to negotiate their different plans related to transport development.it serves as a forum to speak about and coordinate measure and project plans in budapest.The Committee is made up of 21 members with voting rights from the main expert stakeholder institutions:The municipality of budapest,ministrie125、s,governmental institutions of transport planning,the national railway company,the regional council,main operators,and independent experts from universities.it also includes professionals and moderators who are helping the work of the above members,but who do not have voting rights.during regular ro126、undtable meetings,the Committee members inform each other about their new ideas and can decide on the direction that main development will take.The Committee can also make suggestions and proposals to the City Council about new sump measures.The Committee has thus far had four meetings during the pl127、anning period and it further plans to meet two times per year during the implementation period.Lessons learntThe management of the transport organising company(in Budapest it is BKK)or the institution who is responsible for the SUMP must be committed to sustainable urban mobility planning.it should 128、use its influence to convince the potential members of the value of such a decision maker committee.Activity 1.3:ensure political and institutional ownershipBudapest,hungary:Regular roundtable meetings for decision makersit was challenging to establish the Committee and to convince the different mun129、icipal stakeholders of the importance for having a formalized forum for transport developments.The decision makers were involved in the planning process and in making decisions about milestones related to the project appraisal methodology.in parallel with this,there was an active two-way communicati130、on with decision makers and awareness-raising activities.Costs and know-howvery low costs,and a high-quality organisation of events is necessary for forming an effective committee.an independent moderator and three to four staff members are required to prepare and help in the meetings:inform members131、 about the committee meetings,prepare presentations,write notes and memos,and send feedback about decisions and results.For details see:Budapest Mobility Plan http:/bit.ly/2xY53Zl;SUMP,approved in 2019(available in Hungarian)http:/einfoszab.budapest.hu/list/fovarosi-kozgyules-nyilvanos-ulesei;id=100132、859;type=5;parentid=11032;parenttype=2Author:bKK Centre for budapest Transport,collected by ubCImage:BKK Centre for Budapest transport20Annex to the GUIDeLINeS for DeveLopING aND ImpLemeNtING a SUStaINabLe UrbaN mobILIty pLaN(2nd edition)Annex C Good Practice examPlesContext All cities,from small to133、wns to large cities,benefit from strong political support for sustainable urban mobility planning.High-level political support is equally important for starter cities,which need an impulse to start planning for sustainable mobility,as it is for more experienced cities,which need to take strong decis134、ions to further improve their policies.The featured examples all are advanced SUMP cities,where past political support has already paid off.This is a non-exhaustive list of cities and political figures have played a central role in promoting sustainable mobility in many other cities including paris,135、barcelona,madrid,etc.Description of activitiesin the recent past,several high-level politicians in european cities have offered strong support to sustainable mobility and to their cities respective sump:in one of the largest cities,London(uK),the mayors Transport strategy reflects the vision of the 136、highest local political authority on mobility.The strategy,adopted in 2018,focusses on creating“Healthy Streets”and shows the strong ambitions of sadiq Kahn to make transport accessible to all in the british capital city and to dramatically decrease the impact of transport on air pollution.in the Br137、ussels region(belgium),the former regional minister for mobility and person currently responsible for urban development,pascal smet,fully supports the implementation of a progressive sump.he is a strong supporter of the shift from a car-oriented city to a city made for people and one with a lot of s138、pace dedicated to pedestrians and cyclists.in Dresden(Germany),the deputy mayor in charge of transport,raoul schmidt-lamontain,is a strong advocate for sustainable urban mobility and the sump 2025plus,which he is now evaluating with his team.he proudly promotes the“MOBI”branding,which applies to all139、 sustainable mobility modes and services in dresden,including public transport,shared mobility,electric charging,and information services.in Groningen(the netherlands),vice-mayor for mobility,philip broeksma,pursues the long bicycle-friendly tradition of the city and supports the development of sust140、ainable and innovative mobility solutions within it.as the local sustainable mobility champion,he was the host of the 2019 european Activity 1.3:ensure political and institutional ownershipLondon,Brussels,Dresden,Groningen,Ljubljana:Strong mayors for SUMPsump Conference and a strong european advocat141、e of the sump.This role at the european level is also assumed by his counterpart from Ljubjana(slovenia),vice-mayor dejan Crnek.vice-mayor Crnek chairs the CiviTas political advisory Committee(paC)and has,together with his team of experts,significantly contributed to the development of sustainable a142、lternatives to cars and multimodality in his city.Lessons learntThe involvement of politicians from the very beginning of the sump preparation process is crucial,as it allows some of the key measures selected by these political figures to be included in the plan.The inclusion of strong and visible m143、easures(e.g.Low Emission Zone,promotion of cycling,re-branding of mobility solutions,etc.)in the sump helps political figures to get a feeling of ownership of these measures and the sump in general.The integration of the sump in a wider city strategy,a good marketing image,and/or an alignment of the144、 timing of the main sump milestones with the political timing(e.g.campaigns,elections,etc.)can also help to receive the support of politicians.The full support of a key political figure,such as the mayor or vice-mayor for Transport,for the local sump guarantees legitimacy and certainty for the techn145、ical team developing and implementing the sump.however,a strong involvement of politicians in sustainable urban mobility planning can also“politicise”issues.This bears a risk of political resistance by the opposition for strategic reasons,and sometimes a longer and more complex adoption process.if p146、ossible,broad political coalitions in favour of sump should always be strived for.For details see:https:/civitas.eu/pacAuthor:polisImage:members of the CIvItAS Political Advisory Committee meeting with european Commissioner violeta Bulc PolisAnnex to the GUIDeLINeS for DeveLopING aND ImpLemeNtING a 147、SUStaINabLe UrbaN mobILIty pLaN(2nd edition)21Annex C Good Practice examPlesContext Brno is the second largest city in the Czech Republic,with about 370,000 inhabitants.Brno developed several separate topical plans for different transport modes.The plans were brought together in the sump,which was a148、pproved in september 2018.Description of activitiesin cooperation with a consultancy specialised in communication and participation,the City of brno developed a sump engagement strategy that was regularly updated during the sump process.The strategy set out the overall aims of participation,target g149、roups,communication channels,and involvement techniques,specified the schedule and the financial framework,as well as defined cooperation requirements between the city administration and the contracted consultancy.The strategy included classical activities such as public discussions,roundtables,and 150、communication through a dedicated website.however,it included also new approaches,such as the“Brno Mobility 2050 Vision Experts Workshop”to develop the Brno SUMP vision with the help of experts.This was a one-day workshop in which 50 experts from different fields(transport,economy,demography,environ151、ment,and urban planning),coming from research and transport institutions,universities,and political parties,participated.The results were presented to the mayor and City Council members.during the engagement process from 2015 to 2018,more than 2500 comments from citizens were analysed,more than 500 152、people were involved in an additional 30 events,and workshops with citizens,experts,city districts,Activity 1.4:Plan stakeholder and citizen involvementBrno,Czech Republic:Citizen engagement strategy combining classical and online formatsmunicipalities and politicians took place.The website for onli153、ne participation is still in operation.Lessons learntCooperating with professionals to communicate mobility topics proved to be helpful in establishing the dialogue between citizens and the city administration.as a result of this experience,a new position for a communication manager was established 154、at the Transport department with the aim to open the discussion on all mobility and transport topics to citizens.on the other hand,some of the citizen groups were hard to reach(e.g.car drivers,city district politicians)through the prepared activities and events.additional events and activities there155、fore had to be organised,such as tailored online communication,exhibitions,outdoor campaigns,information in municipal magazines,etc.also,some aspects of sump preparation(e.g.the process of sea-strategic environmental assessment)took a long time.it is important to communicate and explain what is happ156、ening during these periods,when most of the work is done within the organisations.Costs and know-howThe sump development process of brno lasted from 2014 until 2018.The costs of the engagement and communication activities were around 70,000,including the costs of contracting the external consultancy157、.For details see:http:/www.mobilitabrno.cz/o-projektu(available in Czech)Authors:Iva Rorekov(Machalov)and Luk Baa,City of brno,collected by euroCiTiesImages:marie Schmerkov(Brno City municipality)22Annex to the GUIDeLINeS for DeveLopING aND ImpLemeNtING a SUStaINabLe UrbaN mobILIty pLaN(2nd edition)158、Annex C Good Practice examPlesContext Capital and largest city of Lithuania,with a population of 617,000 inhabitants.Starter city with little previous experience with sustainable urban mobility planning.Description of activitiesThe first step of sump development was to prepare a roadmap to define th159、e project management process and the stakeholders involved.The roadmap defined different strategies on how to work with the direct participants of the project(vilnius municipality vice-mayor l.Kvedaraviius,the working group,project coordinator,project team and team leader,consultants)and indirect pa160、rticipants(politicians,sump committee,nGos,interested citizens,related municipal departments and ministries).Four clear aims for stakeholder and citizen involvement were defined:1)To clarify expectations;2)To inform about the process constantly;3)To reach specific target groups(students,seniors,peop161、le with disabilities,etc.);and4)To organize awareness-raising events.vilnius collaborated with behavioural scientists and sociologists to identify the most effective ways of communicating with different target groups(politicians,stakeholders,citizens).based on behavioural data,they developed solutio162、ns for the aim to change mobility habits in vilnius city.Their report contained small selling points to politicians,such as footrests for cyclists with attractive visual signs(reading vilnius loves cyclists)or a pop-up window in a parking app that informs customers that part of their parking fee is 163、spent on constructing a bicycle path on a particular street.it also suggested solutions for working with citizens such as parklets,liveable public spaces,information through art,competitions,etc.some of which were implemented.The second key aspect necessary to achieve an effective engagement process164、 was the collaboration with a public relations agency.a professional communication strategy with clear plan and timeline of activities was developed.its main elements were:Activity 1.4:Plan stakeholder and citizen involvementVilnius,Lithuania:Comprehensive engagement achieving broad ownership of the165、 SUMP A designated website containing all relevant infor-mation(facts about vilnius,project documentation,information about events,related articles,etc.);The SUMP was presented in more than 27 events and 15 articles and interviews;and Mobility conditions were tested with underrepresented target grou166、ps to make sure their perspective was considered(families with small children,people with disabilities,cyclists,etc.).Lessons learnt To coordinate the communication and involvement process,a designated person in the project team is necessary.Budget is essential to organise an effective commu-nicatio167、n campaign.Clear objectives and KPIs for the campaign have to be set at the start.Costs and know-how Report on solutions for changing mobility habits in Vilnius city 7,800.Communication campaign 9,000.Additionally,more than 100 staff hours for the preparation of and participation in events and inter168、views.One full-time position for different tasks,including communication,in the sump project.For details see:www.judumas.vilnius.lt(available in Lithuanian)Author:Kristina Gau(Vilnius SUMP coordinator),collected by ubCImages:Citizen workshop 2017 Saulius iraAnnex to the GUIDeLINeS for DeveLopING aND169、 ImpLemeNtING a SUStaINabLe UrbaN mobILIty pLaN(2nd edition)23Annex C Good Practice examPlesContext Around 200,000 inhabitants live in the Canton of basel-stadt.The first version of the Verkehrspolitisches Leitbild(sump)came into force in 2015.in 2018,new measures and projects for the next three yea170、rs(2018-2021)were defined.Description of activitiesThe sump of the Canton of basel-stadt contains various cross-border measures(across switzerland,France and Germany).a lot of effort was put into facilitating multimodality in the entire cross-border functional urban area,while also promoting sustain171、able,eco-friendly and space-efficient ways of travelling.The clear aim is to reduce car commuter traffic and limit congestion during peak hours.The most effective measure was the creation of the pendlerfonds,a fund that collects revenue from parking management within the Canton.This fund is used to 172、finance projects-within the whole trinational agglomeration-that have a proven positive effect on commuter traffic to and from basel.most of the financed projects are bike and ride and park and ride facilities at important stations within the regional railway network.since the establishment of the f173、und in 2012,a total of 394 bicycle and 966 car parking spaces have been co-funded at many different railway stations.The possibility to receive funds this way is a strong factor in making such projects attractive for smaller municipalities with tight budgets,and it can benefit both the urban core an174、d the surrounding areas.in addition to infrastructure improvements,it is crucial to adapt,coordinate and integrate the different ticketing systems.moreover,the costs linked to the development of tramline 3 between switzerland and France are shared between all partners involved.Lessons learntCooperat175、ion and coordination among so many different actors across borders is a challenge,especially due to the different organisational structures and languages.as a first step,it is important to take on board project partners from all administrative levels and to make sure that they are financially strong176、.moreover,trust and Activity 2.1:Assess planning requirements and define geographic scope(based on functional urban area)Basel,Switzerland:Cross-border planning cooperation for a trinational agglomeration steady power should be built and nurtured from the beginning.it takes a lot of endurance and pa177、tience to reach goals in this context,but it is useful to remind everyone involved that sustainable developments benefit all.it is very important to keep the long-term vision in mind and to keep pushing in its direction.after all,a unilateral approach that does not include the tri-national partners 178、is unfeasible and ineffective in regional planning and transport.Costs and know-howit not only requires working hours and resources from the office for mobility,but also from the many other departments,such as the police,the education department,the sports department,etc.For details see:https:/www.m179、obilitaet.bs.ch/gesamtverkehr/mobilitaetsstrategie/verkehrspolitisches-leitbild.html(available in German)Author:martin dolleschel,Canton of basel-stadt,collected by euroCiTiesImage:Geographic area of Basel-Stadt eUrOCItIeS24Annex to the GUIDeLINeS for DeveLopING aND ImpLemeNtING a SUStaINabLe UrbaN 180、mobILIty pLaN(2nd edition)Annex C Good Practice examPlesContext City with a population of around 200,000 inhabitants,plus approximately 130,000 in the metropolitan area.Intermediate level of SUMP experience-from 2011 to 2015,the City of Kassel elaborated the mobility development plan,“SUMP Kassel 20181、30”.Description of activities“SUMP Kassel 2030”was realised in collaboration with the administrative union,Zweckverband Raum Kassel(ZRK),the Kassel transportation authority,Kasseler verkehrsgesellschaft(KvG),and the regional transport association,nordhessischer verkehrsverbund(nvv).The plan defines 182、Kassels strategic principles and guidelines for future mobility development.it contains a holistic development strategy for all modes of transport.“SUMP Kassel 2030”has now reached the implementation and evaluation phase.due to the dense interweaving of the regional transport network of Kassel and t183、he surrounding area,it was necessary to extend the perspective beyond the boundaries of the city.To achieve this,a regional mobility development plan was developed in parallel.Where“SUMP Kassel 2030”places emphasis on inner-city transport and traffic flows,the regional mobility development plan focu184、sses on regional transport and accessibility(interconnectedness between Kassel and the surrounding municipalities,as well as between the municipalities around Kassel).both plans were synchronised in terms of content and spatial dimensions.a regional traffic model has been established as the basis fo185、r both plans,and it includes the regional area around Kassel,the City of Kassel,and the ZRK.Following the participation process and the analysis,a differentiated set of targets was developed that consists of nine key objectives.The common target set guides the development of measures and actions in 186、both plans and sets the standards for subsequent evaluation.both integrated action concepts contain a coordinated programme of measures for implementation.some of the measures have already been realised,while others are currently being prepared.Activity 2.1:Assess planning requirements and define ge187、ographic scope(based on functional urban area)Kassel,Germany:Synchronised development of municipal and regional SUMPLessons learntusing different participation formats,various target groups in the City of Kassel were reached and involved.This process was very helpful in developing the content and a 188、strategic direction that benefits not only the city,but the entire region.The interdepartmental and interdisciplinary project group accompanied both sumps,so that one common strategy,timeline and process could be followed.This approach makes it easier and quicker to implement important measures that189、 go across municipal borders.Costs and know-howThe process was co-led by two people,one from the City of Kassel and one from the ZRK.Also,a moderator for the interdepartmental and interdisciplinary project group was hired(approximately 40 hours for all meetings and preparation).For details see:https190、:/kassel.de/buerger/verkehr_und_mobilitaet/verkehrsentwicklungsplan/verkehrsentwicklungsplan.php(available in German)Author:simone Fedderke,Centre of Competence for Sustainable Urban Mobility(CC-SUM)State of Hessen and City of Kassel,collected by rupprecht ConsultImage:City of KasselAnnex to the GUI191、DeLINeS for DeveLopING aND ImpLemeNtING a SUStaINabLe UrbaN mobILIty pLaN(2nd edition)25Annex C Good Practice examPlesContext Grand Nancy Metropole is a formal metropolitan authority with a population of around 254,000 inhabitants spread across 20 municipalities.Strong tradition of municipal SUMPs i192、n France.development of the metropolitan inter-municipal plan started in 2015.Description of activitiesGrand nancy is elaborating a metropolitan inter-municipal local urban plan(plui-hd),which determines its spatial development strategy for the next 10 years.The plan will integrate several sectorial193、 plans into a single one.by pooling resources and skills at the agglomeration level,this unique document aims at harmonising public policies on urban planning,housing,mobility,economic and commercial development,and the environment to achieve a shared,coherent,and united territorial project.such an 194、approach is not mandatory in France,but is rather based on the political decision of the Grand nancy metropolitan council to have an effective tool to tackle the challenges of the territory in a harmonised way.in practical terms,the elaboration of the plui-hd is carried out by a transdisciplinary te195、chnical team that comprises staff from the urban planning,housing,economic development,sustainable development and mobility departments of the Grand nancy metropolitan authority,and is supported by the regional agency for development and urban planning.The different steps of Activity 2.1:Assess plan196、ning requirements and define geographic scope(based on functional urban area)Grand nancy,France:Metropolitan inter-municipal urban plan for housing and developmentthe development process are first discussed by the metropolitan technical team,which then coordinates with the technical staff of the dif197、ferent municipalities covered by the plui-hd.This phase is then followed by discussions with political representatives at both the metropolitan and municipal level.The new plui-hd intends to improve the attractiveness and accessibility of the territory it covers by developing a proximity urbanism,fo198、r instance;committing to sustainability by reducing fossil fuels dependence and reconnecting nature and public space;and promoting public transport(railways,trams and intermodality)and active mobility.Lessons learntThis comprehensive approach requires political endorsement in the metropolitan area.G199、rand nancy invested time to align expectations and to create a common language among the different departments and politicians involved,especially at the beginning of the process,which proved to be crucial.regular and frequent meetings among departments,as well as the political buy-in of the concern200、ed councillors,were key for success.Costs and know-howsince the process to develop a sump for a metropolitan area is longer and more complex than that linked to the development of a sump for a city,it is important to ensure that the timeline is realistic and that enough resources are allocated.For d201、etails see:http:/plui.grandnancy.eu/accueil/(available in French)Author:Aurlie Dore-Speisser,Grand Nancy Metropole,collected by euroCiTiesImage:Image:http:/plui.grandnancy.eu26Annex to the GUIDeLINeS for DeveLopING aND ImpLemeNtING a SUStaINabLe UrbaN mobILIty pLaN(2nd edition)Annex C Good Practice 202、examPlesContext Seventh most populous city in Italy,with over 370,000 inhabitants in the urban centre and almost one million in the agglomeration.Before Bolognas first SUMP,there was a different kind of plan that was based on a more territorial approach.Description of activitiesbologna took the inno203、vative approach in developing a mobility plan that is integrated on both a territorial and thematic level:its sump has been developed for the entire metropolitan area and has been harmonised with land-use and logistics planning.To plan mobility on a metropolitan level,integrated governance between t204、he metropolitan and municipal level was established.a common office between the metropolitan City(public body leading mobility and territorial planning for 55 municipalities)and bologna City Council was created with the specific purpose to deal with the sump as a unique entity.it being a key aspect 205、to integrate land-use and mobility planning,the subsequent development of the metropolitan Territorial plan(mTp),based on the sumps results,is seen as the first possible tangible success of the plan.in terms of thematic integration,bologna has closely coordinated the development of its main operativ206、e plan(the sump)with its operative and sectorial plans:The General urban Traffic plan(pGTu),the sustainable urban logistics plan(sulp),and the metropolitan bike plan.To achieve a common planning process for the sump and sulp,the team of the mobility planning office planned,from the start,to bring th207、em together.a permanent Freight Quality partnership was included in the sulp;alongside this,the sump/sulp process incorporated one meeting every three months.Lessons learntstakeholders engagement is a crucial aspect of any decision-making process in a metropolitan area.The establishment of a“Freight208、 Board”helped to engage private parties within the planning process,which contributed to important results.Freight and logistics should be an integral part of any SUMP either directly integrated in the main plan or in a separate,but well-connected,sustainable urban logistics plan.Activity 2.2:link w209、ith other planning processesBologna,Italy:Metropolitan SUMP linking territorial,mobility and logistics planningThe main challenge is to find feasible and effective ways for policy makers to steer urban logistics,which is a market dominated by private businesses with often little municipal planning e210、xperience.To overcome this,bolognas approach focussed strongly on:Building a joint vision on how to make logistics locations more sustainable and which policies are viable to steer urban logistics;Localisation of the specialised logistic settlement;List of measures and actions to sustainably integra211、te logistics with people movements;and Broadening participants perspectives by benchmarking bologna against other successful european cities.Costs and know-how External costs:100,000 Internal staff:one person part-time for three years Required fields of competence:city planning,transport planning,st212、atistics,economy,facilitation,and design.For details see:http:/pumsbologna.it/(available in Italian)Author:Catia Chiusaroli,metropolitan City of bologna,collected by polisImage:metropolitan City of BolognaAnnex to the GUIDeLINeS for DeveLopING aND ImpLemeNtING a SUStaINabLe UrbaN mobILIty pLaN(2nd e213、dition)27Annex C Good Practice examPlesContext Small city,with 17,115 inhabitants,that is located in the north-east of spain.First SUMP and SECAP were approved in February 2019.Description of activitiesmonzn has followed the“Guide for the harmonization of sustainable urban mobility planning and SECA214、Ps”in order develop its sump and sustainable energy and Climate action plan(seCap)in an integrated way.The main activities included:(1)setting up a harmonisation team to be in charge of developing both plans and of exploiting the synergies among them.it was coordinated by the technician of the envir215、onmental department of monzn and consisted of two teams:a team of technicians belonging to monzn municipality as well as an external team subcontracted by the municipality.The external team,responsible for the technical development of both plans,closely communicated with the harmonisation team to co216、llect all needed information and to report on progress.(2)sharing the transport emissions inventory among both plans in order to save resources and increase the quality,reliability and coherence of information.(3)using the same reference year for the inventory of emissions.it is useful to also align217、 the monitoring activities of both plans in the years following their approval.(4)Carrying out a study to identify which measures can be included in both plans.many measures identified in the sump were included as part of the seCaps transport measures(e.g.,reduction of private car use,transition fro218、m fossil fuel to electric vehicles,reduction of speed limits in the city centre,etc.).(5)prioritising sump measures according to their“impact on SECAP”criteria,amongst others.This analysis made it possible to prioritise measures that contribute to the objectives of both plans.(6)involving all munici219、pal departments that could be affected by sump and seCap implementation in joint meetings.This promoted smooth collaboration and made the final plan revisions easier for the departments that were only indirectly involved in the process(e.g.,service department,urban department,etc.).Activity 2.2:link220、 with other planning processesMonzn,Spain:harmonised development of SUMP and SeCAPLessons learntThe high commitment of the coordinator of the harmonisation team(i.e.,the environmental technician)was a key success factor.in addition,the sump-seCap harmonisation guide was an important tool for plannin221、g the process.a high commitment and collaboration from both the politicians and technicians of the municipality during the entire process is crucial.Furthermore,subcontracting external experts can be a solution,especially in small-and medium-sized municipalities,to overcome a lack of technical exper222、tise,time and budget.Costs and know-howThe harmonisation process does not require any extra costs in comparison to a standard separate development of sump and seCap,since synergies allow for duplications to be avoided(e.g.,inventory emissions for transport).in addition to urban and energy planning k223、now-how,good internal management is needed.For details see:http:/www.simpla-project.eu/media/82321/monzon-sump.pdf(available in Spanish)Author:andrea Conserva,Circe Foundation,collected by euroCiTiesImage:SImPlA Project Guidelines28Annex to the GUIDeLINeS for DeveLopING aND ImpLemeNtING a SUStaINabL224、e UrbaN mobILIty pLaN(2nd edition)Annex C Good Practice examPlesContext Lahti is a Finnish mid-sized city,with a population size of 120,000.As Lahti is working on the first SUMP for the city,it can be considered a sump starter city.Description of activitiesThe City of lahti has developed an integrat225、ed strategic process,called“Lahti direction”,for combined and integrated land-use and sustainable urban mobility planning.The new approach was approved by the City Council in 2017 and is being developed and implemented during the 2017-2020 period.The process is on-going and the plan will be updated 226、every four years,or each council term.The aim of lahti direction is to build a sustainable city in cooperation with citizens,stakeholders,experts,and decision makers.it includes the city plan,sustainable urban mobility plan(sump),environmental programme,and service network programme.The strategy has227、 its own steering group and a working group for master planning,and both gather monthly.a similar working group has been set up for the sump.however,there will be members who will join both groups in order to keep up the good cooperation.additionally,the aim is to set up a citizen panel that would g228、ather two to four times per year to discuss questions related to public transport and other mobility planning themes.Activity 2.2:link with other planning processesLahti,Finland:Integration of land-use and mobility planningLessons learntone success factor was the very developed master planning proce229、ss,as it offered opportunities to build upon and integrate other aspects into it.The integrated approach is still in its first development phase,but has already proven to work well so far.it enhances cooperation between land-use and mobility planners and improves the comprehensive engagement of citi230、zens in the mobility planning process.one lesson learnt is that the sump working group should have been set up at an early stage of the whole process.The team working on mobility for lahti focusses more on general mobility management and not specifically on sump development.The members,functions and231、 tasks for both groups need to be sorted out and clearly decided upon for a successful planning process to ensue.Costs and know-howCooperation across all units of the urban environment and other departments of the city is essential for successful sump development.The process,as such,should be incorp232、orated into the daily work,but the implementation of the measures,of course,requires investments.in order to gain the acceptance among local politicians and citizens,the planned measures must be well justified and this might also require additional resources.For details see:https:/www.lahti.fi/paato233、ksenteko/strategia-ja-talous/lahden-suunta(available in Finnish)Author:anna huttunen,City of lahti,collected by ubCImage:Pasixxxx,Wikipedia.orgImage:City of lahtiAnnex to the GUIDeLINeS for DeveLopING aND ImpLemeNtING a SUStaINabLe UrbaN mobILIty pLaN(2nd edition)29Annex C Good Practice examPlesCont234、ext Romanian city of 322,108 inhabitants that spans a total area of 179.5 km2.First Sustainable Urban Mobility Plan,developed mainly to access european funds,but some previous experience with strategic spatial plans.Description of activitiesCluj-napocas urban mobility plan(ump)is one of eight plans 235、for growing romanian cities that was funded by the european bank for reconstruction and development(ebrd).The contract for its elaboration was initiated by the ministry of regional development in 2014 and finalised and signed in november 2015.The plan was subsequently developed by an external consul236、tancy under the coordination and guidance of JASPERS and ebrd.The team was comprised of external experts,but also internal,local experts who supported the process by providing valuable knowledge on the local context.a regional monitoring Committee was established to ensure coherent and fast coordina237、tion both with other relevant sectors and across political levels.The monitoring committee included decision makers and representatives from the entire metropolitan area(e.g.,the City hall of Cluj-napoca municipality),the Cluj-napoca County Council,the County inspectorate of Traffic police,transport238、 operators(including railway transport operators),the association of intercommunity development(adi),and the regional development agency.The technical expert team requested sustained support from regional monitoring Committee.While the consultants were in charge of organising and implementing the en239、tire process,including training and task assignment for the city staff,the city played an important role for several planning steps.it helped to depict the existing mobility situation,define the vision for the city,and develop possible scenarios.data collection,analysis of the existing situation,and240、 the development of the transport model were technical activities for which the team of consultants took the lead.The sump action plan has also been developed by the consultants.Frequent meetings and discussions have been organised with representatives from the sump Coordination Committee and other 241、targeted groups in order to collect necessary information status of SUMP development,approval of intermediary phases,etc.for the elaboration Activity 2.4:Consider getting external supportCluj-napoca,Romania:SUMP development driven by external consultantsof the project.For the monitoring and evaluati242、on of the actions,an emphasis was put on collaboration,coordination,and communication both within the monitoring Committee and among the departments of the administrative units within the metropolitan area.Lessons learntsince this is the first generation of sumps in romania,hiring consultants has un243、doubtedly brought technical expertise and has improved efficiency for developing measures and projects.nevertheless,the internal staff was closely involved in all of the steps,as they are the ones who better understand the local context,and they thereby helped the team of experts to develop tailor-m244、ade solutions.Working with the experts has helped the city understand that it is vital to have a clear planning vision,a robust funding strategy and measurable objectives.Costs and know-howThe total amount of the contract was around 500,000.For details see:http:/www.adizmc.ro/pmud.html(available in 245、Romanian)Author:City of Cluj-napoca,collected by iCleiImage:City of Cluj-napoca30Annex to the GUIDeLINeS for DeveLopING aND ImpLemeNtING a SUStaINabLe UrbaN mobILIty pLaN(2nd edition)Annex C Good Practice examPlesContext Second largest city in Greece,with an urban area of 19.3 km2 and more than 325,246、000 inhabitants.Local SUMP currently being developed by the municipality of Thessaloniki.The metropolitan area adopted its first sump in 2014.Description of activitiesbased on european and national specifications,the local authority of Thessaloniki needs to follow specific procedures for the develop247、ment of its sump,including appropriate data collection methods for modelling analysis and measure monitoring.in order to complement the core skills of the municipality with specific scientific skills on sustainable mobility planning,iTs,big data management,and transport modelling,the municipality si248、gned a cooperation agreement(2016-2019)with a research institute(hellenic institute of Transport HIT)for the development if its SUMP.This cooperation followed a previous synergy(also involving other main authorities),during which the mobility monitoring Centre(mmC)of Thessaloniki was created(2009).T249、he mmC,which is operated by hiT,collects and analyses real and historical mobility data,as well as provides specific services to the public.For the sump development of the City of Thessaloniki,the institute gave specific instructions for the appropriate data that must be collected and the data analy250、sis that should take place for mapping the current situation of the city and creating future scenarios.it also took over the responsibility to develop and implement specific methodologies for highlighting the citys priorities,vision,strategies,and targets.Finally,the institute used its expertise and251、 data integration capacities for modelling development and traffic simulation,as well as for formulating the indicators that will be integrated and monitored by the mmC,thus establishing a solid mobility monitoring mechanism for the sump as well.available data provided by the mmC were used throughou252、t the whole sump development process.Activity 2.4:Consider getting external supportThessaloniki,Greece:expert support to set up a mobility monitoring centreLessons learntCooperation between the municipality of Thessaloniki and the institute is key to ensuring that the sump is developed with a high-s253、killed mix of technical work and scientific methodologies and that integration with existing data collection and monitoring tools is achieved.Through this cooperation,the city authority not only increased its competence,but it also exploited the existing data and know-how of the mmC.Costs and know-h254、owThe resources for sump development came from the citys own funds.The cooperation with the research institute did not exceed 100,000(including modelling and scenario testing),while the scientific support of hiT did not cost more than 20,000.on the other hand,the mmC was developed as part of a great255、er project funded be the european economic area,with a total budget of almost 600,000.For details see:http:/www.svakthess.imet.gr/(available in Greek);www.mobithess.gr(available in English)Authors:Maria Zourna,Municipality of Thessaloniki,Georgia aifantopoulou and maria morfoulaki,CerTh/hellenic ins256、titute of Transport,collected by polisImage:thessalonikis SUmPAnnex to the GUIDeLINeS for DeveLopING aND ImpLemeNtING a SUStaINabLe UrbaN mobILIty pLaN(2nd edition)31Annex C Good Practice examPlesContext Mid-sized harbour city with 246,000 inhabitants.Intermediate level of SUMP experience.SUMP for 2257、016-2025 developed within the european project,Civitas dynmo.Currently evaluating the first three-year action plan of the sump.Description of activitiesZKM Gdynia Gdynias Public Transport Authority(PTA)carries out research on the mobility preferences and behaviour of Gdynias inhabitants every three 258、years(in 2018 already for the 12th time).about 2%of the population is interviewed,sampled in proportion to the number of residents in the districts of the city.based on this research,transport planners receive information on:commuting patterns,transport behaviour(modal split,aims of travel,time need259、ed to walk to pT stops,etc.),reasons for using different means of transport,transport preferences in pT,and the assessment of the quality of pT services.Gdynia uses several of its projects and campaigns to collect data from Gps devices and from Google maps/open streets(european Cycling Challenge,int260、erreg Cobium project,bike2Work campaign).based on this data,the planners prepare heat maps and animations of the cycling flow in the city.This is then complemented with surveys or interviews with cyclists,depending on the topic.very important is also the research conducted at the street level.based 261、on observations and interviews with pedestrians,drivers,and shop owners,traffic movements,such as deliveries in the city centre and pedestrian flows on chosen intersections,were conducted.Lessons learnt To establish a good partnership for data collection,it is important to approach the topic as wide262、ly as possible.Do not eliminate partners before you get information about what kind of data they can provide you with or collect.in the field of mobility,Gdynia cooperates with institutions such as the parking management office or main Gdynias port office.Activity 3.1:Identify information sources an263、d cooperate with data ownersGdynia,Poland:Partnership for data collection between municipality&public transport authority It is good to have municipal staff that is in cooperation with specialised companies able to design marketing research(e.g.interviews),analyse data,and prepare conclusions.The co264、llection of high-quality data is crucial in the process.To produce good heat maps and surveys,it is important to use universal technology,plugs and extensions.Stakeholder cooperation at every stage is necessary to build ownership of a project.Personal data protection strongly affects sampling in mar265、keting research.skilled staff who are responsible for personal data protection as well as law specialists are needed.Costs and know-how The costs depend on the scope and type of data collection(e.g.,data from electronic devices require extra money for analysis,but can be used in other ways in the fu266、ture).Municipal staff needs to have a good grasp of data collection methods and the approaches used in other cities.For details see:http:/bit.ly/SUMPGdyniaENG Author:dorota Gajda-Kutowinska,City of Gdynia,collected by ubC Image:number of deliveries on three main streets in the city centre(2017)City 267、of Gdynia32Annex to the GUIDeLINeS for DeveLopING aND ImpLemeNtING a SUStaINabLe UrbaN mobILIty pLaN(2nd edition)Annex C Good Practice examPlesContext The Free Hanseatic City of Bremen is a harbour city in north western Germany,with a population of about 570,000 inhabitants.In 2012,Bremen started th268、e process of developing a sustainable urban mobility plan(sump 2025),which was politically unanimously adopted in 2014 and awarded with the european sump award in 2015.Description of activitiesbremen has a history of strong citizen participation.in addition to collecting various transport data,such 269、as air quality monitoring or traffic counts,the most important data was provided by citizens.The process of sump development consisted of very innovative online participation modules and a proactive participation strategy(e.g.,in shopping centres,sump in gamification tools).The participatory process270、 enabled the public to give comments and feedback during every phase of the sump planning process.The key groups were citizens,politicians from the citys 22 neighbourhood councils,and public interest groups.in an online tool,citizens were asked to provide information for the following two questions:271、“Where are things running badly?”and“Where are they running smoothly?”(with online stickers on a map).This geo-referenced tool allowed a level of transparency that was not known before.everyone could comment on given proposals and it became obvious that there is no silver bullet solution for making 272、everybody happy.a basic conflict was,of course,about the use of the limited street space more bike parking or widening sidewalks means converting some car parking and this led to quite different comments.but also new aspects were mentioned like feeling disturbed by smokers at bus stops.The online po273、rtal received more than 100,000-page views as well as over 4,000 contributions,9,000 comments,and approximately 100,000“like”or“dislike”comments from the public.The process to develop bremens sump thus utilised both crowdsourcing-based data collection methods and the traditional methods of transport274、 data collection.Activity 3.1:Identify information sources and cooperate with data ownersBremen,Germany:Online citizen participation to assess the mobility situationLessons learnt The online tools created more transparency about the range of opinions and involved a rather younger group of participan275、ts;In contrast,regional citizens forums were characterised rather by men and a participant group of a higher average age;The combination of offline and online participation formats led to a more balanced representation of citizen interests;The comments were sorted by modes(car,bike,walking,other)and276、 showed the typical conflicts of interest(e.g.,more space for bike parking vs.car parking).Costs and know-howThe sump process that was carried out in bremen cost approximately 600,000.For details see:https:/www.bauumwelt.bremen.de/sixcms/media.php/13/SUMP_Bremen2025_web.pdfAuthor:michael Glotz-richt277、er,City of bremen,collected by iCleiImage:City of BremenAnnex to the GUIDeLINeS for DeveLopING aND ImpLemeNtING a SUStaINabLe UrbaN mobILIty pLaN(2nd edition)33Annex C Good Practice examPlesContext The City of Malm is Swedens third largest city,with a population size of 330,000.The first SUMP was ad278、opted in 2016 and has since then played an important part in city planning.Description of activitiesTo ensure that the efforts and plans that are being carried out in Malm have the correct preconditions and to evaluate the effects of measures,the City of Malm puts high importance on measuring and fo279、llowing up on traffic flows.The data collected is used to communicate and estimate the current mobility situation,including noise pollution,air pollution and potential improvements.The City of Malm measures motorised traffic(manually and mechanically)during two periods in spring and autumn.mechanica280、l collection is carried out using different methods,including built-in tubes in the roads that register passing vehicles weight class,speed,and direction,rubber tubes,as well as radar and video analysis for data collection on bicycle and pedestrian traffic.manual collection is done by people who are281、 hired for traffic counting,using a special counting device.The traffic is counted Tuesday to Thursday since the most consistent peak traffic in the city occurs on these days.a travel survey is done every five years to monitor change in travel habits and provide input to infrastructural investments.282、The travel survey is used to monitor how people chose to travel and the factors that influence mobility behaviour,including trips(number of daily trips,distance travelled)and characteristics of the participants(gender,age,occupation,income,access to transport modes).next to the traditional way,the l283、ast survey was set up to be used in an online application for mobile phones using the phones Gps.The online survey shows high potential for improving the collection of data,while decreasing the amount of work required to be put into it.users report directly via the app and this also provides the cho284、sen route of travel and includes all trips,some of which could be forgotten in the traditional survey.Lessons learntThe key success factor in this step is to connect the data collected to the traffic model,supporting decision Activity 3.2:Analyse problems and opportunities(all modes)City of Malm,Swe285、den:Comprehensive approach including manual,mechanical,survey and app-based data collectionmakers in their decisions.bigger cities can benefit a great deal by having traffic modelling expertise in-house,while smaller cities could manage with having a consultant that updates the model when it is deem286、ed necessary.a lesson learnt is that the travel survey should not be conducted more often than every five years,even though it may seem tempting.Malm found that this reduces the will to participate and the changes are not as significant.A total of 12,000 citizens of Malm,aged 15-84,were asked to par287、ticipate and about 37%answered the last survey.Costs and know-howThe City of Malm has one employee who is focussed on data collection and one employee who is working with computer modelling.apart from this,there is an annual budget of 170,000 for data collection.For details see:https:/malmo.se/Servi288、ce/Var-stad-och-var-omgivning/Stadsmiljon/Laget-i-staden/Trafikmatningar.html(available in Swedish);Malms SUMP:http:/bit.ly/30Q5KAdAuthor:Andreas Nordin,City of Malm,collected UBCImage:City of malm34Annex to the GUIDeLINeS for DeveLopING aND ImpLemeNtING a SUStaINabLe UrbaN mobILIty pLaN(2nd edition289、)Annex C Good Practice examPlesContext Deinze is a small city of 43,500 inhabitants.It has set an example for many other belgian cities with its progressive cycling policies.The second-generation SUMP was approved in June 2018 and replaces the sump of 2010.since deinze has merged with the neighbouri290、ng municipality of Nevele in January 2019,the next step will be to have a common sump for the functional city.Description of activitiesThe sump of the City of deinze includes accessibility screenings for public space and road design that connects different activity places in the city.The focus of th291、e screenings lies on the target group,namely on children and the elderly.The screenings allow the city to increase the accessibility of schools for children and of residential care centres for the elderly.The aim is to create high-quality public space,and dense and safe walking networks,with suffici292、ent resting areas,to connect these activity places for the elderly and children with the city centre.With this measure,the City of deinze wants to tackle the issue of mobility poverty for inhabitants with certain disabilities or disadvantages compared to other groups.The focus points of the screenin293、gs will be:wide and obstacle-free pavements;surface characteristics(i.e.,sufficiently even,contiguous and non-slip);safety for blind and partially sighted inhabitants;height differences on walkways and crossings;and slope of the walkways.Finally,easily-accessible public transport stops are also a pr294、iority for the City of deinze in the next coming years.Lessons learntThe accessibility screenings,here focussing on walking,are an example of how the city applies the principles and objectives of prioritising modes(sTop1),attention to vulnerable target groups and proximity,as defined in the Flemish 295、sump programme,starting from analysis already.Activity 3.2:Analyse problems and opportunities(all modes)Deinze,Belgium:Accessibility screenings for children and the elderlyCosts and know-howThe background know-how for accessibility screenings is delivered by several guidelines that have been develop296、ed for the use of cities and transport professionals in Flanders.important criteria for monitoring and evaluation are proximity,directness of the network,safety,comfort,quality of experience and design,dimensions and standards,etc.The accessibility screenings follow a cyclical process(ambitions,publ297、ic support,analysis,policy plan,integration into sump)and can be supervised by experts(www.inter.vlaanderen.be).The involvement of all related stakeholders and users is important.Cities can define internally how far their ambitions will reach;this will also have cost-benefit consequences.For details298、 see:https:/www.mobielvlaanderen.be/overheden/artikel.php?id=2041https:/www.deinze.be/mobiliteitsplan(available in Dutch)Author:City of deinze,collected by mobiel 211 Dutch abbreviation prioritizing modes walking,cycling,PT,(sharing)and only last private cars as a thread in sump planning for all Fle299、mish cities and municipalities.Images:City of deinzeAnnex to the GUIDeLINeS for DeveLopING aND ImpLemeNtING a SUStaINabLe UrbaN mobILIty pLaN(2nd edition)35Annex C Good Practice examPlesContext Maia is a mid-sized city,with a population of 136,769 inhabitants,and is located in the porto metropolitan300、 area.Maia adopted its first SUMP in 2013.In 2015,the city approved its first action plan for sustainable mobility.both are currently under revision.Description of activitiesafter finalising the baseline report,maia developed a future vision about mobility in the city,namely one that promotes sustai301、nable transport modes and facilitates the public transport system.Considering this,maia defined three different scenarios:Trending or Business-As-Usual(BAU)scenario;Intermediate scenario,with a set of measures that were both desirable and feasible;Proactive Scenario,with a set of measures that were 302、more ambitious.This scenario corresponds to the implementation of a set of measures capable of reversing mobility patterns,regardless of whether the measures are of a more or less controversial nature and produce a higher level of resistance.maia measured the impacts of the measures included in each303、 scenario,scoring them,in order to obtain a linear value between levels,and a relative assessment of what would be the expected evolution compared with the trending or bau scenario.as expected,the proactive scenario showed a higher score,and one that was 40%higher than of the intermediate scenario.T304、he proactive scenario had the best evaluation results,as the evaluation process did not consider possible constraints(especially costs and social resistance).Activity 4.1:develop scenarios of potential futuresMaia,Portugal:Scenarios of different ambition to achieve the agreed visionThe next step was305、 to organise a second workshop that was programmed for the scenario-planning procedure.The workshop included the main stakeholders(transport operators,transport authorities,technicians),except citizens.despite the fact that the proactive scenario had the best evaluation,the municipality and the stak306、eholders concluded that it was overly ambitious,either because of lack of resources or possible social resistance.Thus,maia decided to implement the intermediate scenario.Lessons learntThe sump process and development of scenarios has enabled maia to learn new planning methodologies,especially conce307、rning stakeholder participation,that were highly important for the success of subsequent phases along the process.still,and because the external conditions are constantly changing,maia considers it necessary to strengthen participatory activities to allow key actors to be part of the decision-making308、 process and to train and prepare city staff for subsequent follow-up.Costs and know-howThe costs,know-how,and required staff hours vary depending on the level of ambition for this step,including the number of scenarios a city wants to develop or the types of analysis it wants to consider(quantitati309、ve,such as cost-benefit assessment,or qualitative,such as measure impact assessment).an interdisciplinary team spent approximately 400 hours for scenario building(approximately 20,000,plus vaT).For details see:https:/www.cm-maia.pt/pages/444Author:energy and mobility division,City of maia,collected 310、by iCleiImage:elaborao do Plano de mobilidade Sustentvel do Concelho da maiaImage:elaborao do Plano de mobilidade Sustentvel do Concelho da maia36Annex to the GUIDeLINeS for DeveLopING aND ImpLemeNtING a SUStaINabLe UrbaN mobILIty pLaN(2nd edition)Annex C Good Practice examPlesContext Leipzig is a c311、onsiderably growing city of currently 600,000 inhabitants.The“Mobility strategy 2030 for Leipzig”from 2018 gives leipzig strategic guidance until 2030.before,the mobility planning in the city was based on the vep(Transport development plan).Description of activitiesFor its“Mobility strategy 2030 for312、 Leipzig”,six different scenarios were developed:1.Continuation of current mobility strategy:Without changes to the current mobility strategy and with constant expenditures for traffic in structure and quantity,a significant decrease in the quality of mobility and an increase of environmental stress313、,congestion and noise are expected.2.Continuation of current mobility strategy with constant fares:rise in pT ridership(2%)through constant fares lead to decrease of modal split for car ridership(2%).Congestion and increase in individual passenger ridership are expected.3.Sustainability scenario:pol314、itics focus on increasing the share of pT,biking and walking,accompanied by an investment shift that favours these modes.significant increase in pT ridership,together with improved air quality and noise will be the result.4.Bicycle-City scenario:promotion of bicycle traffic,including the extension o315、f a cycling network and additional space for infrastructure and services.a high-quality mobility system,together with the achievement of municipal climate targets and a modal shift,would be expected.5.Public transport priority scenario:prioritisation of public transport development,including the max316、imisation of market penetration and demand as well as accompanying measures(e.g.,parking restrictions).public transport use will increase,also through decreasing traffic quality for car drivers.6.Community scenario:public transport is financed by a community investment model,which includes a solidar317、y fee for citizens,resulting in a high increase in pT usage and a significant decrease in car ridership.Activity 4.1:develop scenarios of potential futuresLeipzig,Germany:Scenario building supported by transport modellingobjective assessment criteria(of equal importance)with different sub-criteria w318、ere established(attractiveness for users,ecological attractiveness,economic attractiveness,systemic attractiveness).next to a qualitative assessment,some criteria were also evaluated quantitatively(accessibility and need for financial adjustment,revenues).The general evaluation resulted in the prior319、itisation of the 1.bicycle-scenario,2.sustainability scenario,and 3.pT scenario.Lessons learntThe method of using scenarios was successful in comparing solutions with partly competing objectives.holistic scenarios with plausible and consistent objectives could be complemented by cost estimations,whi320、ch made the scenario development process a valuable method in strategy development.Costs and know-howThe City of leipzig led the process in cooperation with external actors and the city administration,and was supported by a specialised consultancy.The process duration was three years.For details see321、:https:/www.dobramesta.cz/download/538Author:City of leipzig,collected by rupprecht Consult Image:tom thieleAnnex to the GUIDeLINeS for DeveLopING aND ImpLemeNtING a SUStaINabLe UrbaN mobILIty pLaN(2nd edition)37Annex C Good Practice examPlesContext Prague is the capital city of the Czech Republic a322、nd has around 1.3 million inhabitants plus 0.8 million inhabitants in the suburban area.Since 2015,the first SUMP for Prague and its suburbs in Central bohemia(metropolitan region)has been in development.Description of activitiesThe prague sump working group designed three possible scenarios that re323、present different ways to achieve a sustainable mobility vision that is in line with the prague strategic plan:prague effective,prague rational,and prague liberal.To select the best scenario for prague,a workshop for stakeholders and a sociological survey for citizens were set up.The work-shop aimed324、 to acquire an opinion about the mobility vision for prague and the agglomeration,raise awareness about the risks and complement the preferred mobility scenario with further elements,and find a compromise among all the experts.Fifty-seven experts from most of pragues districts discussed the scenario325、s in groups and selected one preferred scenario for further elaboration and discussion.surprisingly,every roundtable voted for the“Efficient Prague”scenario and some of them recommended to add some improvements from the other scenarios.The sociological survey asked for the opinion of citizens on the326、 three scenarios,based on 18 mobility questions.The respondents had to assess some solutions related to one of the three scenarios by using a predefined ranking scale.data was collected through telephone interviews(CaTi=773 participants)and interviews conducted on an online panel(CaWi=1,451 particip327、ants).based on the opinion of stakeholders and citizens,the City of prague developed the final transport strategy,which was mainly based on the prague effective scenario,but also contained some aspects of the rationale scenario.Lessons learntas a precondition,cities should have a future sustainable 328、mobility vision approved by the city assembly and scenarios prepared in advance.Well-defined questions approved by sociologists and statistics experts,and a Activity 4.2:discuss scenarios with citizens and stakeholdersPrague,Czech Republic:Scenario building with strong stakeholder and citizen partic329、ipationstatistical evaluation of the survey(depending on the scale of survey/number of respondents)are crucial.a very well-prepared and organised workshop(for example,preparation of the discussion in the form of a game)is also helpful.For both the survey and the work-shop,stakeholders should be sele330、cted in a representative and balanced way.The idea of designating a workshop for advanced users and a sociological survey with essential,easy questions for statistical purposes is an effective solution for involving a wide range of stakeholders in scenario selection.it also provides a powerful basis331、 vis-vis political approval,as it is based on broad and balanced expert opinions.Costs and know-howThe sociological survey cost approximately 16,000(around 2,200 respondents,of which 30%participated in telephone interviews(CaTi)and 70%in interviews on the online panel(CaWi).For details see:http:/en.332、iprpraha.cz/mobilityplanAuthor:Vclav Novotn,Prague Institute of Planning and development,collected by euroCiTiesPragueeffective 52%Prague Liberal 45%PragueRational 58%nOne17%4%9%7%15%5%25%17%Image:Intersections of mobility scenarios as a result of sociologic survey City of Prague38Annex to the GUIDe333、LINeS for DeveLopING aND ImpLemeNtING a SUStaINabLe UrbaN mobILIty pLaN(2nd edition)Annex C Good Practice examPlesContext The City of Antwerp is a port city in Belgium and has a population totalling more than 524,000 inhabitants,making it the largest city in the Flemish region.The City of Antwerp adopted its second SUMP in 2015.antwerp is currently working on routeplan2030,the regional mobility pl