Successful transport decision-making - Osmose

Vol 2 - Table of Contents Next Practical information
T1
Designing the management of information
Information management requires a customised strategy that has
been developed by an experienced professional. The main tasks
are similar for some projects:
(1) Identification of information needs. Start with the output
requirements: what regulations or legal requirements will
apply to this transport project? If the project involves
constructing infrastructure (a road, car park, tramline, etc.),
are there any construction guidelines, issues relating to
property rights, duties and time limits for providing
information, holding hearings, responding to complaints,
etc.? Review these various information needs systematically,
and prepare a plan that identifies the kind of information
separately. For example, information needed to meet legal
requirements (planning information), and that required to
measure the project's success (control information).
(2) Prioritise these various information needs, by distinguishing
'need to know' from 'nice to know'. More information does
not necessarily lead to more successful project
management. Sometimes information overload may provide
a barrier to the decision-making process.
(3) Gathering and processing of information. This includes the
collection, collation and analysis of information, as well
reporting in suitable formats. Consider using a mix of
mediums and channels to circulate information: verbal
communication, e-mail, letters, minutes, reports, folders,
visual presentation, etc. Simplification is a great asset in
information management.
(4) Use of information: if the right questions have been asked at
the start of the process, and the information management
system has been well planned, then users will be provided
with relevant information at the appropriate time.
The following example is from a project in Graz, Austria, where a city-wide 30/50 kph scheme was introduced in 1992. It shows one part
of the information management process, dealing with information flows associated with a campaign to support the scheme. This was a
very important part of the project, since the innovative and restrictive nature of the scheme led to legal and technical uncertainties, which
were exploited by those strongly opposed. The well-designed campaign contributed significantly to the success of the project, and now
the scheme has gained general acceptance.
Analyses Planning the campaign Executing the campaign
Problem identification
Demand for 30 kph zones
Disadvantage of zonal model
Advantage of city -wide scheme
Technical analyses
frequency/severity of accidents
noise & exhaust emissions
average speed on streets
modal choice and route choice
Social surveys
attitudes towards the scheme
estimation of impacts
Conception
objectives and basic strategy:
1 st motivation, then information
Content
lines of argument
messages to be delivered
Target groups
supporters/opponents
residents/car drivers, etc.
Detailed planning
time schedule
selection of instruments, etc.
Motivation phase
increase of problem awareness
and increase of acceptance of
the 30/50 kph scheme
Information phase
information of car drivers
how regulation works
and how to behave
Aftercare operations
reporting & publishing results
of before-afterwards analyses
Useful hints
Establish a focal point for managing all key
information flows. This may be an entire office (in the
case of large projects), an information officer, or at
the least, a nominated team member.
Include objective data as far as possible in the
decision-making process, as this is likely to maximise
consensus. Information that is not trusted, or is seen
to lack objectivity stimulates an emotional debate,
aiding those who play on the fear of change (e.g. 'do
nothing to be on the safe side').
Adopt a proactive approach, by identifying the
concerns of different stakeholder groups early on, so
that information is available to address these
concerns at the appropriate time.
Opinions and attitudes are often changing, so ensure
that information is regularly updated.
Pay attention to the media. They can be effective in
disseminating information, and may give unbalanced
or inaccurate information if not fully briefed. (see T5:
Media strategy).
Changing information needs over time
(1) Early stages: here the focus is on information
gathering both in terms of project planning (e.g. legal
and financial needs, property rights, etc.) and
stakeholder engagement (understanding concerns,
attitudes, etc.).
(2) Middle stages: know the focus will change to a twoway
communication: proposals, counter proposals,
engagement, bargaining, negotiations, revisions, etc.
(3) Late stages: After a decision has been taken it is
important to inform people of the measure to be
implemented, and to justify the decision to those who
still disagree.
What skills are required?
Information management requires a range of
technical skills including assessing information
needs, data collection and data analysis, as well as
the ability to devise and implement a strategy.
Information management is also a creative job,
involving communication and links between people.
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