Successful transport decision-making - Osmose

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Key lessons
MAJOR
INFRASTRUCTURE
PROJECT
Managing the engagement process
The Saarbahn needed to be constructed quickly, otherwise funding
might not be available. Therefore, the decision-making process had to
be fast.
The city council gave more or less full backing to the Saarbahn project
throughout. Project managers were able to avoid the politicisation of the
scheme, even when there was public opposition later on. The fact that
city councillors agreed on the project and there were limited objections
from residents affected by it meant that planning permission was
granted easily.
The national government wanted to get the Saarbahn built quickly. It
gave planners enough money to help overcome public opposition
through a marketing campaign, and by offering compensation to people
badly affected by the new trams.
The Mayor of Saarbrücken helped set up the post of Saarbahn
Coordinator, who coordinated the work of the various departments of
the city administration with that of the Stadtbahn Saar GmbH. The
coordinator had two assistants, whose salaries were paid by the
Stadtbahn Saar GmbH. Together, they managed to get the planning
process completed quickly.
Building work began on four parts of the Saarbahn at once. This meant
the whole project was finished quickly.
Overall, the strategy worked well. It took less than four years to plan the
first phase of the Saarbahn (1991 - 1995), and less than three for it to
be built (1995 - 1997).
Information materials produced for the Saarbahn project.
Decision process
Find project leaders with different backgrounds and areas
of expertise. This can speed up the project.
Widespread political support will help ease the planning
process.
Keep bureaucratic procedures as simple as possible to
make swift progress.
Monitor the project's outgoings. This helps you keep within
budget.
Follow guidelines - but improvise if necessary rather than
let the project stall.
Take a personal approach to winning sponsors.
Saarbrücken's mayor got actively involved in getting
money from both the city and the federal authorities for the
project.
Participation and communication
A proper communication strategy is essential for a large
infrastructure project. Public complaints are inevitable
when construction begins.
Don’t make intensive attempts to get the public involved if
you don't receive many complaints. But make sure you
are ready to react if public opposition does arise.
Tools and fact sheets used in
this Practice Example
Project champion
Tools
Fact sheets
Overcoming barriers
Marketing strategy
Surveying individuals
Public meeting
Leaflet and brochure
Press releases and news conferences
Management of information
Communication barriers
Institutional marketing
Elected officials
Managing the engagement process
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