Activity 4.1: Develop a common vision of mobility and beyond


Mensaje de error

We are sorry, this content is not available in your language.
Por Admin Eltis / Actualizado: 12 Nov 2015


What kind of city do we want to live in? How will it differ from other cities? These are the central questions that need to be answered by a visioning exercise involving all stakeholders. A visioninfo-icon provides a qualitative description of a desired urban future and serves to guide the development of appropriate planning measures. It needs to place transport and mobilityinfo-icon back in the wider context of urban and societal development. The vision should be prepared taking into consideration all policyinfo-icon perspectives concerned, especially general policy frameworks (e.g. Agenda21, strategic plan), urban and spatial planning, economic development, the environmentinfo-icon, social inclusioninfo-icon, genderinfo-icon equityinfo-icon, health and safety.   

The Sustainable Urban Mobility Planinfo-icon should be based on a long-term vision for transport and mobility development for the entire urban agglomeration, which covers all modes and forms of transport: Public and private, passenger and freight, motorised and non-motorised, moving and parking.


  • Agree with stakeholders on a common vision – a long-term goal for transport and mobility development in the urban agglomeration as a guiding element for the planning process.
  • Strengthen the local community identity and collective ownershipinfo-icon of the vision.
  • Make clear the political value of a Sustainable Urban Mobility Plan and ensure the commitment of key actors and decision makers.
  • Broaden the perspective by looking beyond transport and mobility, e.g. quality of lifeinfo-icon, health and land use.
  • Set priorities and orientate further decision making.



  • Establish a representative group responsible for the development of the vision (see Vision Board example on the next page).
  • Compile and provide basic information to stakeholders (e.g. on policies, analysis results). 
  • Prepare, hold and follow up stakeholderinfo-icon workshops and meetings (different formats and scale > see Activity 2.3 for overview on formats).
  • Elaborate a draft vision and discuss with stakeholders.
  • Publish the vision in an easy-to-understand format.


Details on the tasks

Establishing a Vision Board

One of the primary steps in the procedure is to establish who should be involved in developing the vision. This involves identifying relevant stakeholders who will need to be consulted regarding the development of the vision. A group, sometimes called a Vision Board in the UK, should be established.

This could include, for example:

  • regional partners;
  • local authorities (including health, economic development);
  • transport providers;
  • business;
  • transport users;
  • statutory bodies; and
  • residents.

It is important that any such group represents all key stakeholders. The assets that various stakeholders bring should be acknowledged. The vision is more likely to be accepted and effective if it is generated in partnership with all key stakeholders involved in the planning process.

The vision building ideally also involves citizens. Depending on the local context and planning culture, this may however be difficult to achieve. In this case, citizens should at least be pro-actively informed about the vision (> see Activity 4.2 Actively inform the public)

Source: PILOT manual 2007 – full version:


Activities beyond essential requirements

  • Actively involve citizens in development of the vision (e.g. via meetings or workshops).


Timing and coordination

  • Builds on > Activity 3.1 Prepare an analysis of problems and opportunities and 3.2 Develop scenarios.
  • Preparation of vision exercise over several months. Development within a few weeks.



Vision board established.
First draft of vision developed.
Draft discussed with stakeholders.
Agreement on final draft of vision.
Vision outcomes published in attractive format.



Cambridgeshire, England: Vision statement

‘Creating communities where people want to live and work: now and in the future’. The Cambridgeshire Sustainable Community Strategyinfo-icon sets out the vision for Cambridgeshire. Its vision is for Cambridgeshire to be a county of strong, growing, prosperous and inclusive communities supported by excellent public services where people can fulfil their potential; live longer, healthier lifestyles; and influence decision making. The LTP supports this vision and will help to deliver it.

Source: Cambridgeshire Local Transport Plan 2011 – 2026, Policies and Strategy,


Lille, France: Vision building

In Lille the PDU process started after the big urban regeneration movement in the 1990s. Big investments addressed the problem of brown field regeneration in Roubaix and Tourcoing. At the same time, the terminal of the TGV network (first planned outside the city centre) created the opportunity of establishing a complete new neighbourhood, Euralille. The development of Euralille as a public transport node that serves not only international, but also national, regional, local and sublocal public transport, was not part of a detailed local transport plan.

These developments have set the framework for a vision of a city that is economically strong, with an international and European profile. The issue of creating an attractive city is high on the list of objectives. This goes together with a well-developed vision on renovating public spaces – mainly traffic environments. One of the strategic questions raised was the choice between the further development of the metro system and a progressive approach including surface public transport (bus and tram). The city opted for the latter option, using the development of surface transport as a means to restructure, redesign and redistribute public spaces. Concepts like “high quality bus lines” and traintram have been introduced in this regard.

Source: PILOT manual 2007 – full version:


Gent, Belgium: “De Fiets van Troje” – Bottom-Up Mobility Visioning

Developing fresh approaches to change urban mobility, public space and people’s minds in order to make Gent a more liveable city for their children in 2050 – this is the aim of the “Transition Arena”, a group of about 25 creative people from various backgrounds including young entrepreneurs, citizens, architects and transport professionals.


Brussels, Belgium: Strategic plan for the transport of goods in the Brussels Capital Region

A draft strategic plan for the transport of goods in the Brussels Capital Region is currently under discussion. The plan starts from the fact that 30% of urban greenhouse gases are coming from freight transport.

The main vision of the plan is to arrive at a more intelligent and sustainable supply chain for the Brussels Capital Region by 2020, providing “win-win” situations for all stakeholders. Working in partnership is one of the pillars of the vision for an improved urban supply.

This vision implies three points:

  • limiting and optimising the road freight movements to and from the city;
  • initiating a modal shift from the road to water and rail and a last urban mile with green lorries;
  • facilitating the operations of haulers and freight companies.

The targetinfo-icon is to eliminate - by 2050 - the greenhouse gas emissions of freight transport and reduce the number of movement of delivery vehicles by 30%.

Source: Bruxellesmobilité, 2012: Plan Stratégique pour le transport de marchandises en région de Bruxelles-Capitale – Projet de plan, Bruxellesmobilité, Bruxelles, 2012

More info: 

Gent, Belgium: ‘De Fiets van Troje’ – Bottom-Up Mobility Visioning

Developing fresh approaches to change urban mobilityinfo-icon, public space and people’s minds in order to make Gent, Belgium, a more liveable city for their children in 2050 – this is the aim of the ‘Transition Arena’, a group of about 25 creative people from various backgrounds including young entrepreneurs, citizens, architects and transport professionals.

The project was initiated by the city’s Environmental Department and Mobility Department, however, it was the Transition Arena participants who developed the ideas. After one year of brainstorming ten icon projects were devised showing what Gent could look like in 2050. One of the visions is “The Living Street” which has already been tested by citizens in two streets. For one month the streets were cut from the road network and turned into a car-free zone allowing temporary street furniture and creating places for residents to meet. New forms of mobility were tested such as e-bikes, cargo bikes as well as car sharing and home delivery. All activities were solely organised by the residents themselves. The icon project caught high interest of regional and national media.

‘On Wheels’ is another of the ten icon projects and refers to a Belgium law stating that a car park may be occupied by any object that stands on wheels. This inspired the Transition Arena to think one step further: why not use car parks for resident-friendly activities and set up objects such as barbecues, picnic tables or urban gardens? Each based on a chassis with four wheels like a conventional car.

Ideas from the Transition Arena might appear futuristic at first but are growing bottom-up providing a sense of direction for mobility in the long-term.

Sources: Stad Gent, Klimaatverbond, 2012: De fiets van Troje - Transitie naar een duurzame mobiliteitscultuur voor Gent en omgeving,

See also: and