Rationale

The selection and definition of strategic indicators for all objectives is an essential step for the further process of setting targets and monitoring progress. It is important to first identify the indicators to ensure that targets will be selected that you are able to monitor with reasonable effort. A systematic approach helps to identify a manageable set of core indicators that reflect the objectives well. Working with just a few indicators on the strategic level may prove more effective, especially for ‘newcomer cities’ that have limited resources, data or experience when developing a Sustainable Urban Mobility Plan. While indicators for monitoring measures will be developed later (see Activity 7.3), the strategic indicators for measuring overall SUMP performance will be selected here, together with the respective measurement methods and corresponding data sources that were identified during the preparation phase (see Activity 3.1).

Aims

• Define a set of strategic indicators that allow for the monitoring of progress made towards the achievement of each of the objectives.

• Select easily measurable and understandable indicators by taking into account existing data sources (see Activity 3.1) and standard indicators.

Tasks

• Specify your objectives and identify which main aspects need to be monitored.

• Develop a small number of quantitative and qualitative ‘core’ indicators that are easily measurable, understandable, and clearly linked to each of the objectives

  • Use standard indicators that are already well- defined and have existing knowledge on how to measure and analyse them. This enables benchmarking against other cities or comparison to national/international statistics.

  • Focus on impact indicators (also called outcome indicators) that directly measure the achievement of your sustainability objectives. Consider also indicators from related areas, such as economy, environment, health and social, not only transport indicators.

  • Include a few indicators that are particularly useful for communication with decision-makers and the public. These indicators should be easy to understand and interesting for a wider public (e.g. number of people seriously injured or killed in traffic; number of locations exceeding air pollution limits; or jobs created).

• Evaluate the already available data and identified data sources (see Activities 3.1 and 3.2), identify gaps in being able to measure the intended outcomes, and, if necessary, develop or identify new data sources (e.g. survey data, quantitative data from automatic measurements).

• Before you start developing your own strategic indicators, discuss with key stakeholders and other organisations in your area, as they might already have adopted some. Progress is much easier to monitor if indicators that have already been implemented and accepted are used.

• Develop a clear definition for each indicator, the reporting format, and an outline of how data is measured and the indicator calculated from the data.

Activities beyond essential requirements

• Coordinate with relevant local and regional stakeholders on regional indicators.

• Make data available online so that external people understand the severity of problems.

Timing and coordination

• Directly based on the objectives defined in Activity 5.2, leading on to the setting of targets in Activity 6.2.

• Goes hand-in-hand with Step 3, during which data and data sources are identified and analysed and the baseline for the availability of data for indicator identifications are set.

• Developed strategic indicator set and monitoring arrangements to be taken into account when planning the monitoring of the individual measures (see Activity 7.3).

Checklist

✔ Quantitative and qualitative outcome indicators identified for all objectives, including indicators used by other organisations in your area.
✔ Existing and new data sources evaluated.
✔ Set of strategic core indicators defined, including reporting format and measuring method.