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Guidelines for the Evaluation von MM Programmes EvaMM Timo Finke RUTH Guidelines for the Evaluation of Mobility Management Programmes EvaMM Handlungsleitfaden.

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Presentation on theme: "Guidelines for the Evaluation von MM Programmes EvaMM Timo Finke RUTH Guidelines for the Evaluation of Mobility Management Programmes EvaMM Handlungsleitfaden."— Presentation transcript:

1 Guidelines for the Evaluation von MM Programmes EvaMM Timo Finke RUTH Guidelines for the Evaluation of Mobility Management Programmes EvaMM Handlungsleitfaden für die Evaluation von Mobilitätsmanagement-Programmen EvaMM Timo Finke Timo Finke Department of Traffic Management City of Düsseldorf ECOMM 2009 San Sebastián

2 Guidelines for the Evaluation von MM Programmes EvaMM Timo Finke RUTH ECOMM 2009, San Sebastián 2 Aim of EvaMM Set up guidelines for practitioners to evaluate MM programmes to demonstrate success of MM to programme provider, sponsors, critics and public to support the programme manager in daily work to include all facets of MM into its evaluation (e.g. awareness campaigns, MM services) to sum up programme costs for comparison with alternative measures to allow comparison of success between programmes by standardised evaluation to document your success!

3 Guidelines for the Evaluation von MM Programmes EvaMM Timo Finke RUTH ECOMM 2009, San Sebastián 3 Definition Mobility Management [EPOMM, 2008] Mobility Management (MM) is a concept to promote sustainable transport and manage the demand for car use by changing travellers' attitudes and behaviour. At the core of MM are soft measures like information and communication, organising services and coordinating activities of different partners. Soft measures most often enhance the effectiveness of hard measures withing urban transport (e.g. new tram lines, new roads and new bike lanes). Mobility Mangement measures (in comparison to hard measures) do not necessarily require large financial investments and may have a high benefit-cost ratio.

4 Guidelines for the Evaluation von MM Programmes EvaMM Timo Finke RUTH ECOMM 2009, San Sebastián 4 Phases of Behaviour Change Pre-Contemplation Contemplation Preparation Action and Maintenance Decision Initiation

5 Guidelines for the Evaluation von MM Programmes EvaMM Timo Finke RUTH ECOMM 2009, San Sebastián 5 Assessment Levels of EvaMM Pre-Contemplation Contemplation Preparation Action and Maintenance A B Awareness raising – problems + solutions Acceptance of personal responsibility C D E Use of MM-Services Satisfaction with MM-Services General acceptance of travel alternatives F G Alternative individual travel behaviour Satisfaction with travel alternatives Decision Initiation M1 Intention to change behaviour M2 Start of alternative travel behaviour

6 Guidelines for the Evaluation von MM Programmes EvaMM Timo Finke RUTH ECOMM 2009, San Sebastián 6 Assessment levels of EvaMM AAwareness rising - problems + solutions Are the target groups aware of the problems their current travel behaviour creates? Are the target groups familiar with the offered MM measures and travel alternatives? IndicatorsMeasurable target Method of data collection Number/share of tourists who are aware of prob- lems their car journey causes at the destination Problem awareness at 50% of all tourists until 2010 survey Number/share of employees who know the PT-ticket or carpool offer 50% awareness one year after setting up a company mobility plan survey Number/share of citizens who know the Mobility Center. 25% awareness amongst citizens 2 years after opening survey

7 Guidelines for the Evaluation von MM Programmes EvaMM Timo Finke RUTH ECOMM 2009, San Sebastián 7 EvaMM step by step Monitoring Evaluating Evaluation Plan Name and describe target groups Specify indicators & measurable targets Record input and output Record framework conditions Assess impacts Evaluate success Specify MM-measures Formulate mission statementI V VI VII VIII II III IV Evaluation Report

8 Guidelines for the Evaluation von MM Programmes EvaMM Timo Finke RUTH ECOMM 2009, San Sebastián 8 Evaluation Plan Specify MM measures III Employees Business partners Supplier Customers Visitors Company MM

9 Guidelines for the Evaluation von MM Programmes EvaMM Timo Finke RUTH ECOMM 2009, San Sebastián 9 Evaluation Plan Specify MM measures III Walking bus Bicycle groups City maps for kids Competition MM in Schools

10 Guidelines for the Evaluation von MM Programmes EvaMM Timo Finke RUTH ECOMM 2009, San Sebastián 10 Evaluation Plan Specify indicators and measurable targets IV Fact sheet Description of Indicator Awareness for the daily congestion caused by the employees and the limited number of company's parking spaces. Knowledge of the MM measures offered to solve these problems Assessment Level Awareness rising through MMA Target groupEmployees Description of Indicator and its relevance for the assessed MM-Programme Basis for a behaviour change is the awareness of problems and knowledge of solutions offered. Company's MM should make sure that employees are aware of the daily congestions in the proximity of the company and the limited number of parking spaces that lead to illegal parking on public streets. At the same time, it should show measures to solve these problems. The higher the share of employees that are aware of these problems and solutions offered by the MM programme the more successful measures of awareness rising could be assessed and the more likely a success of the MM programme will be. How is success measured? What is assessed? Assessed is the current awareness of the addressed problems and offered solutions amongst employees and its past development. What data are required? Number of employees, who developed an awareness for the addresses problems and offered solutions. How are data collected? Interview of employees: Do you know the company's Mobility Coordinator? If YES,How did you learn about him/her? What is his/her task? Do you know about the measures of the company' MM programme? If YES,please name those measures you know. Target value and time frame X % awareness of problems and solutions amongst the employees after 1 year, Y % awareness of problems and solutions amongst the employees after 3 years. What data are available? - Former development of indicator A former survey of the staff council addressed problems of the company's accessibility for staff, customers, visitors and suppliers. Can results be used? What else should be taken into account? NoteGive employees the chance to report their own view of problems additionally to what is addressed by the MM programme. Background information Due to residents' protests paid parking is planned in the company's proximity. This will lead to an increased use of public transport.

11 Guidelines for the Evaluation von MM Programmes EvaMM Timo Finke RUTH ECOMM 2009, San Sebastián 11 Awareness raising – problems + solutions Acceptance of personal responsibility Use of MM-Services Satisfaction with MM-Services General acceptance of travel alternatives Permanent alternative travel behaviour Satisfaction with travel alternatives Start of alternative travel behaviour Intention to change behaviour A B C D E F G M1 M2 Traffic impacts to be achieved: reduced motorised trips: p.a. = reduction of 50 parking lots Set target: Reduction of CO 2 emissions: 40 tons p.a. 80% of employees know problems and solutions 80% of those who developed an awareness for the problems 80% of those who plan to change their travel behaviour 90% of users are satisfied 120 employees accept the offered alternatives 55 employees change permanently 90% of those who changed their travel beaviour are satisfied 100 employees start to change their travel behaviour 50% of those who accepted personal responsibility Evaluation Plan Specify indicators and measurable targets IV

12 Guidelines for the Evaluation von MM Programmes EvaMM Timo Finke RUTH ECOMM 2009, San Sebastián 12 Monitoring Record input and output V Input Record of all ressources used based on the principles of cost and activity accounting. Output Record of all measures and products provided. Information Kind of service providedStart-timeEnd-time XPT info08 : 1508 : 17 XBike rental08 : 1908 : 23 XRailway ticket08 : 2408 : 27 XCarsharing08 : 3108 : 46 ConsultingSaleReservationOther XLost properties08 : 4708 : 49 __ : __

13 Guidelines for the Evaluation von MM Programmes EvaMM Timo Finke RUTH ECOMM 2009, San Sebastián 13 Monitoring Record framework conditions VI 1.Record initial situation: as basis for the development of MM programme 2.Distinguish between: Changes as result of MM... demonstrate MM's success. Changes based on factors outside MM programme... can not be influenced by MM priogramme, but might have influence on the MM programme. Identify causality between trigger and behaviour change in surveys.

14 Guidelines for the Evaluation von MM Programmes EvaMM Timo Finke RUTH ECOMM 2009, San Sebastián 14 Evaluating Assess impacts VII Awareness raising – problems + solutions Acceptance of personal responsibility Use of MM-Services Satisfaction with MM-Services General acceptance of travel alternatives Permanent alternative travel behaviour Satisfaction with travel alternatives Start of alternative travel behaviour Intention to change behaviour A B C D E F G M1 M2 Impacts achieved by MM: - transport related - ecological - individual Share of those who are aware of problems and offered solution. Share of those who accept their own responsibility. Share of those who use MM services. Share of those who are satisfied with MM services. Share of those who accept the offered alternatives. Share of those who practise new travel behaviour permanently. Share of those who changed their travel behaviour and are satisfied with it. Share of those who start a new travel behaviour. Share of those who intend to change their own travel bahaviour.

15 Guidelines for the Evaluation von MM Programmes EvaMM Timo Finke RUTH ECOMM 2009, San Sebastián 15 Evaluating Evaluate success VIII Programme implementation Were measures implemented as planned? Were target groups addressed and contacted as planned? Has the amount of ressources used been as planned? Framework conditions Were framework conditions improved? Did the changed framework conditions affect people's travel behaviour?

16 Guidelines for the Evaluation von MM Programmes EvaMM Timo Finke RUTH ECOMM 2009, San Sebastián 16 Evaluating Evaluate success VIII Effectiveness Collection of achieved impacts Comparison of measurable targets and achieved performance (target-performance comparison) for Output Impacts Efficiency Collection of consumed ressources Comparison of available ressources with measurable targets Evaluate achieved results vs. consumed ressources for Output (costs per service unit) Changes in framework conditions Impacts (costs per impact unit)

17 Guidelines for the Evaluation von MM Programmes EvaMM Timo Finke RUTH ECOMM 2009, San Sebastián 17 EvaMM step by step Monitoring Evaluating Evaluation Plan Name and describe target groups Specify indicators & measurable targets Record input and output Record framework conditions Assess impacts Evaluate success Specify MM-measures Formulate mission statementI V VI VII VIII II III IV Evaluation Report

18 Guidelines for the Evaluation von MM Programmes EvaMM Timo Finke RUTH ECOMM 2009, San Sebastián 18 How can EvaMM help to spread MM? Excellence Initiative for MM Programmes 1.Basis for a label Evaluated MM Programme that is awarded if MM Programme has been implemented Impacts have been analysed (e.g. with EvaMM) Documentation of programme and evaluation 2.Input for a database with best practise examples and public access. 3.Basis for a regular award Excellence in MM for especially successful programmes in various thematic fields (e.g. MM for companies, MM for schools).

19 Guidelines for the Evaluation von MM Programmes EvaMM Timo Finke RUTH ECOMM 2009, San Sebastián 19 How can EvaMM help to spread MM? Excellence Initiative for MM Programmes Gives MM publicity Shows that MM Programmes do have an impact and can save costs. Analysis of database can show especially effective / non-effective bundles of measures for given framework conditions allows an estimation of achievable impacts Recommendations for other MM programmes

20 Guidelines for the Evaluation von MM Programmes EvaMM Timo Finke RUTH ECOMM 2009, San Sebastián 20 Guidelines for the Evaluation of Mobility Management Programmes EvaMM Thank you! Timo Finke Department of Traffic Management City of Düsseldorf


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