Rationale

When a final set of actions has been selected and described, it is time to assign responsibilities, priorities and a schedule for implementation. A clear picture of prioritised actions and schedules and who is in charge of them is a cornerstone of every Sustainable Urban Mobility Plan. This requires close coordination and discussion among all actors that will have a role in developing and implementing the actions.

Aims

• Identify suitable priorities and responsibilities for implementation of the selected actions.

• Assure that all actions are clearly prioritised and realistically deliverable.

• Secure efficient and effective allocation of resources (human, knowledge, time).

• Formalise the responsibility of all actors and the resource contributions with the respective partners.

• Provide a clear time horizon for action implementation.

• Achieve formal agreement on responsibilities and timeline among decision makers and key stakeholders.

Tasks

• Discuss the proposed actions and their priorities with the stakeholders who could play a role in financing, designing and implementing them. Make sure to involve other municipal departments in the discussions.

• Identify options for who can take the lead in imple- menting an action. Consider abilities, strength and competences of the stakeholders. Sometimes having one party taking responsibility for a task might be the obvious way forward. In other cases, collaborative and interdisciplinary work with different stakeholders might be a smarter solution.

• Agree on clear responsibilities for each action of the measure packages. An action without a responsible party is likely not to be carried out.

• Agree on a general timeline for the actions, where an approximate start and end of action implementation are defined. Focus on the next 2-3 years in your detailed planning, but also do outline planning for the next 10 years and be aware of actions requiring even longer-term implementation. (The detailed planning of actions for the next years should be revised and updated regularly, at least every 5 years.)

• Consider related actions that could influence each other (see Activity 8.1). For example, a new Bus Rapid Transit line should be implemented after the completion of the necessary infrastructure (e.g. bus stops, bus lane); and controversial actions (e.g. congestion charging) should be implemented in a package with or preceded by popular ones (e.g. cheaper public transport tickets) to increase acceptability.

• Consider large projects that are likely to impact the mobility system in the city, e.g. a construction work like the opening of a new tram, or the implementation of congestion charging. Such projects often have an implementation time longer than the SUMP, they tie up planning capacities by requiring a complex implementation process including strategic environmental impact assessment (SEA) and therefore strongly influence all other activities. Even ‘simple’ cycling projects can spend many years in legal challenges and processes.

• Update the action table and factsheets (prepared in Activity 8.1) with newly agreed information.

• Make timeline, responsibilities and allocation of resources public to ensure transparency and information for citizens.

Timing and coordination

• Builds upon the actions as defined in Activity 8.1 and 8.2. Provides the basis for all following Activities and forms a key part of the final SUMP.

Checklist

✔ Responsible lead implementers for all actions identified.
✔ Timeline and priorities agreed with stakeholders.
✔ Agreed actions published to inform the wider public.