Quality Assurance in Mobility Management: Regarding Structure, Processes and Results

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1 Workshop No. 8: MOST - Setting the Standards Guido Müller Institut für Landes- und Stadtentwicklungsforschung des Landes Nordrhein-Westfalen (ILS) Research Institute for Regional and Urban Development of the Federal State of North Rhine-Westphalia Quality Assurance in Mobility Management: Regarding Structure, Processes and Results 1 MOBILITY MANAGEMENT AN EVOLVING APPROACH From a customer perspective the situation is clear: mobility is a means to an end and should thus be simple and convenient. This holds especially true for all kinds of mobility that are not based on the simple principle into the car and off we go. Information before and during a trip as well as supporting services are necessary. Mobility management is an approach which stands for professionally organised, demand-oriented mobility services. Main goal is to contribute to a changed user behaviour in order to decrease the use of private cars especially in the congested cities. To think in target groups is a basic principle, because certain target groups have similarities in their mobility needs and behaviour. Also, they can be reached through specific organisations and institutions (e.g. schools or workplaces). Several European and national research/demonstration projects and an increasing practice throughout Europe has developed basic services and instruments. The work of a mobility consultant or a mobility centre is defined. Multi-modal information and advice, integrated ticket sales, organisation of transport alternatives (e.g. car-sharing) and awareness campaigns are standard services to be offered. These informational and organisational tools can be offered in different settings, but so far mobility management has been confined to a few applications. Main focus has been the work with companies and administrations. One goal of the MOST projects is to spread mobility management to new fields to demonstrate the versatility of the approach. Demonstrations in thematic clusters will test services in different surroundings. Whereas mobility management for schools and universities has been tried before, other fields such as tourism or hospitals are just beginning. How mobility management can be incorporated right from the start show some projects, e.g. mobility services being planned in the process of building a new car-free housing neighbourhood. Large, temporary events, where many people have the same destination are suitable for mobility management as well (MOST 2000). 1

2 2 QUALITY OF SERVICE IS ESSENTIAL 2.1 QUALITY IN THE SERVICE SECTOR Customer-orientation is a must for a mobility management which wants to have an actual effect on behaviour. Mobility services are part of the whole service sector, which is involved in the quest to assure a certain quality for its customers. Quality can be defined here as the level of correspondence between the service which is expected by the customer and the service which is actually delivered. The goal must be to minimise the potential gap. The main influence factors on the perceived quality of a service are: competence convenience reliability capability to react empathy of provider (BIEBERSTEIN 1998, p.111, MEFFERT 1998, p.1078) The general approach to assess and ensure quality, born in the 50s, has undergone quite a long history and has developed a systematic methodology and international standards (cf. Total Quality Management, Total Quality Control, ISO 9000:2000 ff., EFQM Excellence Model of the European Foundation for Quality Management). What started in industry with the production processes for goods has later been adopted for the use in the service sector and is now being applied even in the public and voluntary sector. One of the goals of the recent year 2000 revision of the widely used ISO 9000 series of quality management standards (world-wide more than certified QM-systems) has been an easier use by service-sector organisations (ISO 2000b). In mobility management a systematic quality management is mostly lacking, but in many cases all effort has to be used to get mobility management off the ground, so there is less concern with TQM at this point. Of course, this does not imply that quality should not be in the centre of attention. The principles of quality management can be applied in any case. ISO includes the following quality management principles which are reverberated within the mobility management approach (ISO 2000a, MOMENTUM / MOSAIC 1999): Customer focus: Leadership: Involvement of people: Process approach: System approach to management: Continual improvement: Individual mobility needs are in the centre of attention and they result in services for specific target groups. Support by key actors and high-level promoters are essential for a durable implementation. As mobility management is based on communication and organisation, the human element is crucial for success. Mobility management should always be considered as a long-term process not as a project. A structured approach and a clear assignment of roles and responsibilities fosters mobility management. To improve constantly should be a goal of any organisation. 2

3 Factual approach to decision making: Mutually beneficial supplier relationships Effective decisions are based on regular monitoring and evaluation of mobility services. Establishing partnerships to pool competencies and resources is a major factor for success. The MOST project with its central research part, the work-packages WP 2 on Policy and Implementation and WP 3 on Monitoring and Evaluation, will generate basic knowledge and recommendations that will support the development of a sound quality management in this field (MOST 2000). 2.2 A BASIC QUALITY MODEL FOR MOBILITY MANAGEMENT Three basic elements for quality can be distinguished: structure, processes and results. Quality in mobility management is dependent on all three. In that respect MOST deals with them in different parts of the project. Structure includes not only the relevant framework conditions but also input to service provision in the form of leadership, people, policy and resources including partnerships. Processes means the actual design, management and improvement of service provision. Results refers to what the organisation that is providing the mobility services is achieving in relation to its users/customers, to its employees and to wider society Fig.1: Basic quality model for mobility management 6WUXFWXUH 3URFHVVHV 5HVXOWV 3

4 objectives. At this stage a basic quality model for mobility management is introduced, which draws on the EFQM Excellence Model (EFQM 1999), a tool used by many companies and public sector organisations throughout Europe to improve their services. Fig. 1 clearly shows the different parts which feed into the quality loop. Within certain framework conditions the implementation process uses input from leadership, people, policy, partners and resources to deliver mobility services as an output to its customers. WP 2 Policy and Implementation is looking at mobility management from an input perspective. Very important for a constant improvement is the reaction from customers on the perceived quality of services. Monitoring, impact assessment and evaluation which means measurement in various forms is necessary to give feedback to policy and the implementation process but also to recommend specific changes in the framework conditions in order to deliver services which are better adjusted to customer needs. This question is being covered by WP 3 Monitoring & Evaluation. Goal is to develop a coherent framework for monitoring and evaluation, to enable cross-comparison and to support the respective activities in the demonstration projects. MOST will deal mainly with results of mobility management with regard to its customers because this is the most urgent topic. The results on society goals, e.g. the general transportation objectives of a city authority starting mobility management (more public transport ridership, less peak hour car traffic, etc.) will be included, although impacts are usually difficult to isolate. In a later stage of quality management also the results on people, that is the employees will have to be included. The presentations of Timo Finke and Friedhelm Veldhuijzen will deal more in detail with the question of monitoring and evaluation, so this paper in the following will be more specific on the topics of structures and processes. 2.3 FRAMEWORK AND IMPLEMENTATION QUALITY FROM THE RIGHT STRUCTURES AND PROCESSES Framework Conditions A successful implementation of mobility management and its services does not only depend on the right structures and processes within the responsible organisations on the local level. There are certain important framework conditions outside of these organisations and/or on other levels which can substantially support or hinder the provision of quality services. MOST will study these framework conditions throughout Europe to give recommendations. The inventory will be comprehensive and will cover all administrative levels (European, National, Regional, Local). As the theme of mobility management is to advance a more sustainable transport, a study on the framework can be quite far reaching, since there are many factors of direct and indirect influence. Therefore the research will have to be clearly focused and it is structured along the following main categories: 4

5 Legal, Regulatory and Fiscal framework: This will deal with all specific laws and regulations dealing with mobility management, but also indirect influences of the law. Taxation that supports or hinders the provision of mobility services can be important as well. Examples: In Italy, with the main objective of better air quality, a law has been adopted in March 1998 that makes commuter plans (mobility plans) mandatory for all companies with more than 300 employees in cities with more than inhabitants. Each of these companies has to appoint a mobility manager and the local authority has to set up a support structure. Other legal action exerts an indirect influence, which is nonetheless important. In the United Kingdom the comprehensive Transport Bill currently in Parliament will grant local authorities the power to introduce a levy on private non-residential parking at the workplace (DETR 1998, DETR 2000). If being introduced locally, this levy would constitute an important framework condition for the modal choice of employees. In Germany employees can deduct a certain amount from their taxable income for each kilometre of their trip to work. Before a change in taxation rules (in force from 2001) car drivers were able to deduct a higher amount so that organised car-pool matching has not been too successful in Germany. Now with equal deduction for all modes, framework conditions have improved. Political and Programmatic Framework: This category includes all objectives and strategies from authorities on different levels, but also from political parties, relevant organisations (public transport associations, user associations, etc.) and other support for mobility management. Example: The Dutch Ministry of Transport has produced several policy documents to clearly manifest its support for mobility management by companies and administrations. Under the Second Transport Structure Plan, as early as 1990 government took up ideas from Transport Demand Management (TDM) developed in the U.S. and thus took an early lead in its adaptation for Europe. The policy support, informational and organisational measures and the right framework conditions, e.g. in taxation, have been favoured over a strict legislative approach making mobility management mandatory (Ministry of Transport 1999). Financial Framework: In this group all funding sources for mobility management are considered. This will include specific public grants or programmes for mobility management on different levels or other relevant public financing as well as financial input from the private sector. Example: In the German State of North Rhine-Westphalia a special programme has been launched to promote security and service in public transport. A budget of 75 Mio. is allocated for the first five years from Besides investment in more security personnel in local trains or technical infrastructure, personnel and qualification measures for mobility centres is being supported (MWMTV 2000). 5

6 Organisational Framework: The degree of establishment of mobility management as a standard approach is reflected in this category. Government institutions for the promotion of mobility management or specific public-private-partnership should be mentioned here. Also, the existence of head organisations, networks or societies specifically for mobility management as well as specific resources (handbooks, journals, etc.) is a favourable condition. A beneficial organisational structure of the responsible authorities, e.g. specific workgroups or sub-departments on mobility management, also falls under this category. Example: In the Netherlands a national network of advisory centres has been set up by central government in co-operation with regional and local authorities and industry. These centres have an intermediary role, approaching employers, promoting mobility management measures, advising and monitoring success. This organised approach is a move to more standardisation (MINISTRY OF TRANSPORT 1999). In Great Britain the Association for Commuter Transport was launched in September 1997 dedicated to the promotion of sustainable transport through commuter planning. ACT s mission is to create greater awareness and act as an interest group (ACT 1998). Education and Qualification Framework: Since mobility management needs qualified personnel, this category subsumes all relevant courses and curricula devoted to mobility management. These can be university degrees, specific training courses, seminars, certificates, etc.. Example: In Germany there are currently two specific training courses for mobility consultants, which can, for example, work in a mobility centre. Both offer professional training parallel to employment. The curricula ranges from basics of mobility and mobility management, communication, information systems, marketing and public relation to project management. Additionally to these five categories, there are two further aspects of framework, which should be mentioned here. Main aspect of mobility management is to support and encourage change of behaviour towards the sustainable modes of transport. Obviously, the first and foremost framework condition for success is the existence of a sufficient and high-quality transport network of these modes (public transport, cycling, walking, carsharing) according to the needs. The only MOST recommendation in this regard is to continuously improve the supply according to a body of research and guidance which exists for each of these modes and on issues of integration. Another aspect is the general climate for mobility management in the city, region or country. A factor which is hard to measure, since it includes the general awareness in the public but also among the decision makers in support of the organisational approach to problem solving in transport that mobility management is offering. Knowledge about mobility management and publicity, e.g. in newspapers or journals, are specific signs Implementation of Mobility Management The other aspect, which MOST covers under its WP 2 is the implementation of mobility management. Aim is to develop an inventory of implementation methods and practices, 6

7 which will serve as guideline to the local level where mobility services are generally implemented and offered. The previous EU-projects MOMENTUM and MOSAIC have developed tools like a handbook which covers this aspect (MOMENTUM/MOSAIC 1999). Therefore emphasis within MOST is on the specific new applications that the demonstration projects deal with. Since detailed research is just starting, here only a few remarks will be given along the lines of the presented quality management model (cf. EFQM 1999). Leadership: In many quality management strategies substantial weight is put on the question of leadership. Practice in mobility management in different settings often has in common that successful implementation depends on a key person, which acts as driving force in the process. Apart from this thematic leadership, he or she furthermore depends on the support from decision makers in the co-operating organisations. Leaders thus must develop the vision, act as role models, get involved, motivate and support the people doing mobility management. Policy: A focused strategy, stating objectives, target groups, plans and relevant processes is needed. This should be based on user needs and therefore needs some analysis of the transport situation. Information from evaluation and research will guide such strategy. The policy is regularly reviewed and updated. It should be suitably communicated and then implemented. People: An approach, which is founded so much in aspects as communication and organisation, which supplies services from person-to-person, relies heavily on the potential of the persons involved on various levels. Qualified and motivated personnel has been identified as a key factor in implementation. Organisations striving for quality will try release the full potential of its people. This includes the careful planning of personnel and the development of knowledge. Employees should be empowered, which is best achieved through dialogue. An important aspect is a sufficient share of funding to be provided for human input into any mobility management scheme. Partners and Resources: Mobility management works through strong alliances since in not many cases one organisation can fulfil the requirements of an integrated approach to services. The careful management of these partnerships, as well as providing the needed financing, technology, infrastructure and information is part of the input in the implementation process. Processes: With the right input of leadership, people and resources and under certain favourable or unfavourable framework conditions, the policy on mobility management is finally implemented to deliver mobility services to the customers. The question of processes addresses the following criteria: a systematic approach, continual improvement, user needs as basis and good customer relations by providing possibilities for feedback. 7

8 3 CONCLUSION It has been shown that quality is a main focus and objective in today s service driven economies. Quality management has a long tradition and has developed standards which can serve as model for mobility management schemes in the quest to provide a better service to the customer. Taking up widespread practice in quality management will be another step to establish mobility management as a professional approach to transport problems. The MOST project does not have a specific focus on quality management. Nonetheless, in its main research tasks on Monitoring & Evaluation and Policy & Implementation the subjects presented here will be dealt with. MOST will deliver standards, instruments and recommendations in these fields that enable organisations to take up quality management. In the long run, the diffusion of mobility management itself and of quality management within mobility management will lead to certain quality standards. These standards will add transparency for the customers and partners. Organisations will benefit, as it will be easier to implement mobility services with tried practice and guidance to rely on. The deeper consideration with the issues will hopefully lead to a higher degree of innovation as well. One example for a starting standardisation process is the development with mobility centres in Germany. Currently about 40 such centres exist or are planned. All of them have been implemented locally under varying conditions. Therefore there is no standard approach and no standard offer of services. The customer at this stage does not know what to expect. A network of mobility centres is now trying to set up quality standards with regard to offered services, qualification of personnel and appearance (ILS 2001). When good quality management practice is finally taken for granted within mobility management schemes, there is an even higher chance for this efficient approach to spread since key decision makers can easier be convinced that mobility management is a serious approach and not a marginal fashion. Literature Association for Commuter Transport (ACT) (1998): ACTion. Newsletter Spring 98. Bieberstein, I. (1998): Dienstleistungs-Marketing. Ludwigshafen. Department of the Environment, Transport and the Regions (DETR) (1998): Breaking the Logjam. Retrieved October 1,1999 from the Internet: Department of the Environment, Transport and the Regions (DETR) (2000): Breaking the Logjam. The Government s Response to the Consultation. Retrieved January 22, 2001 from the Internet: European Foundation for Quality Management (EFQM) (1999): The EFQM Excellence Model Public and Voluntary Sector. Brussels. 8

9 Institut für Landes- und Stadtentwicklungsforschung des Landes Nordrhein-Westfalen (ILS) (2001): Qualitätsgeprüft. Standards für Mobilitätszentralen. Soon to be published International Organization for Standardization (ISO) (2000a): Quality Management Principles. Retrieved January 19, 2001 from the Internet: International Organization for Standardization (ISO) (2000b): Launching of ISO 9000:2000 series on December 15. Retrieved January 19, 2001 from the Internet: Meffert, H. (1998): Marketing. 8. Auflage. Wiesbaden. Ministry of Transport, Public Works and Water Management (1999): Transportation Demand Management policy document. Den Haag. Ministerium für Wirtschaft und Mittelstand, Technologie und Verkehr des Landes Nordrhein-Westfalen (1999): Landesprogramm Sicherheit und Service im ÖPNV Dokumentation. Düsseldorf. MOMENTUM/MOSAIC Consortia (1999): Mobility Management User Manual. On CD- ROM: Mobility Management The European Approach. Rijswijk/Aachen. MOST Consortium (2000): Inception Report. Graz. Guido Müller Research Institute for Regional and Urban Development of the Federal State of North Rhine-Westphalia Tel.: Fax: