Liikkumisen ohjauksen mahdollisuudet rakennustyömailla. Dutch experiences

Transcription

1 Liikkumisen ohjauksen mahdollisuudet rakennustyömailla Dutch experiences

2 Content Background Dutch congestion problems Regional mobility brokers Seven principles to minimise nuisance due to road works Examples of measures Information Traffic Management Mobility Management Example projects ToeKan methodology 3 Dutch congestion problems Dutch motorway network 3100 km 11 rush hour lanes, 150km 5 regional and 1 national traffic control centres 119 Dynamic Route Information Panels (DRIP s) 1575 cameras monitor 2500km 91 ramp metering locations Annual economical loss is approximately 1 billion euro 5% of the congestion is caused by road works 4

3 Regional Mobility Brokers National Platform Smart Working Smart Travelling 16 regional Mobility Brokers 50% subsidised by national government, 50% by local governments 5 Seven principles to minimise nuisance during road constructions 6

4 Communication And: Newspapers, internet, radio, text tv, TV At companies: intranet, leaflets 7 Traffic Management 8

5 Mobility Management 9 Discount train/bus ticket during weekend Special discount tickets for all travellers on the specific corridor Not aimed at a specific audience, so not always cost effective 20-35% of the users would have otherwise taken the car 70% of the previous car users state that after this action they will make the same bus trip more often Investment of per single car decrease 10

6 Regional mobility pass, via employers Companies on a typical destination business district Back-pocket principle 11 Approach via licence plate registration Unclear origin and destination locations of road users Target group: frequent users; via license plate registration Letter sent to home addresses with link to personal travel advise and the option to apply for: Mobility pass Awarding when avoiding rush hours 12

7 Example project: Utrecht Accessible Public-Private Cooperation Rewarding when avoiding rush hours: 4,025 participants Decrease of cars during rush hours Public Transportation pass Over 20,000 passes sold to 400 large employers Regular and special commuter buses Train and Park & Ride (30km outside Utrecht) Dutch Railways - bikes 80% use the pass: 40% former car users, 20% former bicyclists 32% former public transportation Decrease of 3,700 cars during rush hours 13 Utrecht Accessible (2) Costs Planning & Traffic Management: 0.6m Mobility Management: 7.2m (60% governmental, 40% from employer) Overhead: 4.6 m Unsuspected: 1.3m + Total: 15.0 m Road works are finished now Main part of the employers continue to offer the Mobility pass to their employees 14

8 Costs and results of other projects Mobility pass via employer Road A1: 7,336 mobility passes provided 1,078 daily car decreases, 210 working days Costs: 1,970,000 ( 9 per daily car decrease) Road A4: 4% of the participants structurally shifted towards sustainable travel Mobility pass via licence plate registration Road A mobility passes provided 500 daily car decreases, 21 working days Costs: 325,000 ( 31 per single car decrease) 70% more positive about public transport Road A9: 7% of the participants structurally shifted towards sustainable travel 15 Costs and results of other projects (2) Awarding when avoiding rush hours Road A6: Afterwards, 11% of the participants used public transport or worked at home more often Road A16: Costs: ; societal benefits:

9 ToeKan preparation methodology Session 1: national, regional and local road authorities Session 2 and 3: road authorities, public transport providers, large employers, employer unions 17 Step 1: Determination of the goal 18

10 Step 2: Market segmentation B C A D A+C: approach via employers B+D: direct approach, e.g. via dynamic information panels, license plate registration or national media A: local media, switching from car to bicycle 19 Step 3: Estimation of the potential Per sub-stream (step 2) the potential of behavioural alternatives are estimated per different motives A. Other time B. Other route C. Other modality D. Not travel Commute Business Free time 20

11 Step 4: Setting the strategy 21 Step 5: Making the package of measures Per sub-stream (step 2) a package of measures is determined that should lead to the desired effects The measures are worked out in a mobility plan that describes who is going to do what and when The ToeKan team should be quite similar to the project team 22

12 23 LIIKUMISEN OHJAUSEN TOIMENPIDEET 24