Successful transport decision-making - Osmose

Stages of the transport decision-making process
Vol 1 - Table of Contents
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The stages applied to transport
strategies and schemes
Achieving the objective of providing sustainable urban transport
first requires the development of appropriate policies and
supporting implementation strategies, followed by the design
and introduction of a number of schemes 'on the ground'.
Policy/strategy formulation entails a high-level decision-making
process that in turn generates a series of scheme-specific
processes, the outcomes of which collectively contribute to the
success of the strategy as a whole.
The six-stage project decision-making process previously
outlined is applicable at both policy/strategy and scheme levels,
though with slight modifications.
A policy/strategy comprises a comprehensive programme of
schemes and actions that are designed to achieve a set of
agreed high-level objectives and targets. It might consist of a
transport plan developed by a local authority (e.g. a 'Local
Transport Plan') or a strategy for a particular transport mode or
issue (e.g. a cycling strategy, or an air quality strategy).
A scheme involves the implementation of a measure ‘on the
ground’, and can include:
Major construction works, relating to the basic facilities and
equipment needed for transport systems (e.g. light rail in a
particular corridor or part of an urban area).
Schemes that are both local in their extent and in their
impact: for example, a traffic calming scheme or a
roadspace re-allocation project along a shopping street.
A scheme designed to reduce the volume or impact of
motor vehicles over a significant part of an urban area. This
could include major road closures and access restrictions,
congestion charging, area-wide reductions in speed limits,
and network measures to improve public transport.
An illustration of how the six stage process can be applied at
both the policy/strategy and scheme levels is provided.
Stages in a transport policy/strategy
The next column describes the six stages in the decisionmaking
process for transport policies/strategies, in the
sequence in which they are generally undertaken. Most
decisions or actions associated with developing a transport
policy/strategy will fall into one of these six stages; as
previously noted, some of these may be repeated.
There will generally be a progression from the first stage, when
problems and issues are defined, through to the last stage,
when the implemented strategy is monitored and evaluated;
but the details of the project process can vary significantly from
a simple linear model. Some examples of common deviations
from this simple linear model have been provided in the
previous pages.
Identifying the current stage that has been reached in the
formulation of a policy/strategy can be a useful aid to
identifying appropriate tools and techniques, for both project
management and engagement, and can help to focus
activities on the desired outcomes.
In practice
The GUIDEMAPS practice examples include five
strategies:
Strategy Documents in Brighton and Hove, UK;
Local Transport Plans in Erfurt, Germany;
Cycling Strategy for Gävle, Sweden;
Urban Transport Plan in Ile-de-France, France; and
Cycling Promotion in Maribor, Slovenia.
More information on the decision-making process for
each of these policies/strategies is available in the
Practice Example summaries on the CD-ROM. This
information includes a timeline which illustrates the
process that has been followed using the six stages
described on this page.
Transport policy/strategy
Problem definition - This stage identifies a
problem and defines the objectives of the policy/strategy
designed to resolve it. It considers: what the problem is,
where it is, what causes it, who is affected by it, what
should be achieved and who has the responsibility to deal
with it. Key performance indicators should be established,
so the effectiveness of the strategy can be assessed.
Stage 1
Stage 2
Stage 3
Stage 4
Stage 5
Stage 6
Option generation - This stage involves the
design and development of the policy/strategy, including
generation of options (e.g. as part of a Strategic
Environmental Assessment). It will include inputs from key
stakeholders, organisations, local authorities and
governments.
Option assessment - After alternative policies/
strategies have been developed, a technical analysis
should be undertaken of each option (e.g. using multicriteria
analysis) to determine to what extent each option
meets the stated objectives and the targets set for the key
performance indicators.
Formal decision taking - The decision is taken by
the responsible institution (e.g. city authority), taking into
account the views of stakeholder groups. This stage
includes sign-off by the stakeholders, the provision of
financial resources, and an implementation timetable.
Implementation - This will include a project
management plan that sets out the detailed programme of
activities and schemes, the profile of costings and other
resources needed, as well as communication and
marketing plans.
Monitoring and evaluation - This assesses the
outputs and outcomes of the implemented policy/ strategy.
It includes procedures to monitor the technical success of
schemes and their wider effects, any changes in public
perception and travel behaviour, and evaluation of the
strategy against objectives. Findings provide feedback on
strategy performance and input into future policy/strategy
development.
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