ACTIVITY 10.1: Coordinate implementation of actions


By Tom Wood / Updated: 28 Nov 2019


A good Sustainable Urban Mobility Planinfo-icon does not automatically lead to good results, only the successful implementation of the identified measureinfo-icon packages and actions does. In order to deliver the objectives effectively, appropriate management needs to be applied to oversee the implementation and to manage risks. This requires agreements with all actors involved in action implementation as well as a handover from the SUMP core team to the technical staff and regular communication with them throughout the implementation of actions.



  • Formalise the roles of actors involved in measure implementation.

  • Ensure sound coordination among all parties involved.

  • Facilitate an efficient and effective implementation process and sequence.

  • Address potential risks.

  • Ensure transparencyinfo-icon of implementation.



  • Stay active as the SUMP core team to ensure continuity between process development and implementation. Continue to meet regularly (e.g. monthly) throughout the implementation phase to keep a good overview of progress and plan contingency activities in case actions are not on track.

  • Hand over factsheets describing the key aspects of each action to the departments and institutions in charge of their implementation. If not already developed before, prepare such factsheets. (For information on what to include in such factsheets see Activity 8.1 and 8.3, where they are usually developed.)

  • Agree on management procedures and responsibilities. Each action should have one main person in charge of managing its implementation. Ensure that each action manager summarises the agreements in a work plan that serves as a common framework for all stakeholders involved in implementing the action.

  • Assess risks and plan for contingencies (continuation of analysis in Activity 8.3). Which actions have strong effects on other actions, so that delays pose a risk to the success of the entire SUMP? How can you react if they get delayed?

  • Keep regular personal contact with the action managers. Agree in what format and how often to get status updates by them (e.g. short informal phone calls only between SUMP coordinator and action manager to avoid bureaucratic overload). In case of difficulties, intensify communication, provide needed support and use decision maker backup to enforce the implementation of actions.

  • Organise regular meetings to check the general status of action implementation. Meetings with the group of all action managers should be organised annually.


Activities beyond essential requirements

  • Link the management of action implementation with wider performance management systems within the administration.


Timing and coordination

  • Throughout implementation phase.



✔ Handover of action factsheets to implementers.
✔ Coordinator and implementation steps agreed for each action.
✔ Risks assessed and contingency activities planned.
✔ Procedures for regular status updates by action managers established.

More info: 

GOOD PRACTICE EXAMPLE: West Yorkshire, United Kingdom

Project management to ensure a constant dialogue


In West Yorkshire (WYCA), the structure for SUMP preparation and implementation is defined in an organogram: The executive prepares the SUMP and implementation programmes. Decisions are made by politicians. A Transport Committee acts as a project board; it oversees preparation and implementation of the SUMP. A separate Investment Committee makes decisions on funding for implementation of SUMP projects. Project Management (WYCA) is responsible for the implementation with thematic work package leads in charge of developing elements of the SUMP. Coordination is done through monthly officer conversations, and through bi-monthly meetings with the political board and consultations with public and stakeholders.


Author: Steve Heckley, WYCA, collected by Polis

GOOD PRACTICE EXAMPLE: Groningen, Netherlands

Regional Public-Private partnership for coordination and cooperation of actions


The SUMP in Groningen is rooted in a long tradition of sustainable planning for the city and the city-region. For coordinating the implementation of actions, Groningen has formally established an enabling body called Groningen Bereikbaar: A Public-private partnership for a sustainable and accessible Groningen. The body ensures that all parties cooperate effectively and coordinate their work on the various transport-related projects. The body has succeeded in gaining political support, increasing commitment and pooling the best available know-how from the public and private sector, academia, citizens and various different stakeholder groups.


Author: UBC, based on


SUMP Monitoring tool for action implementation


The SUMP monitoring tool is a spatial database (GIS) application for both experts and citizens. It contains information about all investments from the Action plan (budget, year of realization, etc.) and allows detailed analysis of this data. Experts (mostly stakeholders) use the tool for managing the SUMP implementation. The tool allows cooperation for all the stakeholders over one platform simultaneously, so there is significant time saving and improved coordination of the implementation. Citizens can use the application as a source of information about the SUMP implementation. The utilisation as a public participation tool is currently under development.


Author: : Lukáš Báča , City of Brno, collected by Rupprecht Consult