Full Version - Issue 7 | November 2011 - LTA Academy

• The development of a brand for TMM in
Abu Dhabi and an associated marketing
programme;
• Identification of the legislative and policy
changes needed to support TMM;
• Guidance on the incorporation of TMM in the
development process;
• The d e v e l o p m e n t of a short-term
implementation programme and action plan;
• The preparation of a TMM Toolkit that
organisations can use in taking forward their
own TMM plans; and
• An overarching TMM strategy that sets out
how the concept can be moved forward.
This programme is the most ambitious
application of TMM in the region. As it is also a
relatively new concept, a number of challenges
have arisen. A summary of the key issues that
the TMM programme has needed to address is
provided in Table 4.
Table 4: Core Challenges for TMM in Abu Dhabi
Transport Mobility Management: Small Changes - Big Impacts
Critical Factors for Success
Whilst TMM is still considered a relatively
new element of the transport practitioner’s
toolbox, the examples cited above are part of
a growing evidence base of TMM approaches
and applications across the world. The more
successful TMM initiatives are those that are
embedded in the wider transport approach of
a government, authority or service provider.
TMM is not a stand alone concept; it is a
dynamic approach that can maximise the
potential of new and existing infrastructure
and policy (Table 5).
Challenge Approach Taken to Address Challenge
1. A lack of awareness of
TMM
2. The view that TMM is
solely a European / USA
concept
3. The need to understand
the potential Abu Dhabi
specific benefits of TMM
4. The need to quantify the
potential benefits
5. A lack of TMM skills
and experience that
are needed to ensure
momentum is maintained
An extensive stakeholder engagement programme to inform
and secure buy-in
The need to keep driving home the message that TMM is
about delivering site specific / locally appropriate initiatives
that meet the needs of local users.
Close engagement with pilot organisation to assess the role
that TMM can play and where the benefits lie. The key output
was that TMM will play a useful role in the Corporate and
Social Responsibility agenda.
An impacts assessment undertaken to show the potential
benefits. This, along with the use of international best
practice examples helps to facilitate the roll out of the TMM
programme.
Whilst TMM is not an expensive initiative in comparison to
new infrastructure projects, it is labour intensive. It requires
ongoing input from those that understand TMM to upskill
new individuals and organisations. This can be done quite
quickly but cannot be ignored.
JOURNEYS | November 2011
TMM is not a stand alone concept;
it is a dynamic approach that can
maximise the potential of new and
existing infrastructure and policy.
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