Policy Evaluation Taskforce Mobility Management 2010 (draft Version Paper)
W Korver, Goudappel Coffeng, NL; H Pauwels, Ministry of Transport, NL
Employers organizations, trade unions and the top of the business community in The Netherlands joined forces in the Taskforce Mobility Management to achieve a reduction of workplace related car mobility. A policy evaluation study was carried out.
In 2007, employers organizations, trade unions and the top of the business community in The Netherlands joined forces in the Taskforce Mobility Management (TFMM) in order to achieve a substantial reduction of workplace related car mobility through mobility management. The TFMM focused on achieving agreements on the national as well as regional level between the corporate sector and authorities, to introduce packages of mobility management (MM) measures and to facilitate these through labour agreements and supportive fiscal measures and the improvement of local transport alternatives. In 2008, the TFMM presented concrete proposals to the government, including the first six regional agreements (covenants). The Cabinet agreed with these proposals and requested the Taskforce to realize the proposed plans. The overall ambition is to realise a 5% reduction in the number of car kilometers driven during rush hour and the associated environmental emissions in the participating regions. This should be enabled by MM implemented by employers, such as: stimulating teleworking, special arrangements for bicycles, offering public transport travel passes to employees, adaptation of opening hours, etc..
During 2010 the activities of the Taskforce were evaluated. The evaluation was to assist the Cabinet with their judgment on the Taskforce's results and on the question, whether to support the continuation of this approach.
The evaluation consisted of an assessment of the national agreements and regional covenants and their implementation, as well as an assessment of the impact on workplace related mobility. The research included a nation wide travel survey among employees (1.500 participants), one regional panel survey (2.000 participants), 13 interviews with the regional coordinators and 26 interviews with employers.
The policy evaluation showed that the Taskforce has contributed positively to the process of launching wide-spread workplace related mobility management in the regions. Moreover, mobility management measures of employers have had a positive effect on the number of car trips during rush hour and thus has contributed to combating congestion. This is to be considered as an initial result. The challenge for a next stage is to include more employers to implement mobility management measures. Strengthening of the role of front-running employers as ambassadors for this approach within the employers' community, offers a good perspective.
More specifically the conclusions of the mid-2010 assessment were:
1. The number of employees related to the Taskforce Mobility Management has quadrupled compared to august 2008. In the spring of 2010, within the then participating 13 regions some 1,750 employers with all together 738,000 employees were involved in regional covenants. The number of employees amounts to almost 16% of the total work force in these regions.
2. The regional covenants reflect intentions and goals of participants. These aspects play an important role in raising awareness of mobility management. This is consistent with the ?bottom-up" approach in this stage that was aiming at getting parties involved in the transition process. The regional covenants contained little or no binding measures for employers and/or public authorities. If existing, such agreements have been established as part of more specific projects that belong to the ?portfolio" of a regional covenant. The regional covenants also include a number of already existing mobility management initiatives that were initiated before the start of the Taskforce Mobility Management.
3. Employers involved in the Taskforce Mobility Management pay extra attention to the implementation of mobility management measures. This development process may be qualified as irreversible; companies consider it unlikely that the measures would be abandoned. The involved employers have been implementing workplace related mobility management, mostly through adapting labour conditions and providing facilities to their employees. The employer's motives relate to the company's objectives such as enhancing flexibility and efficiency and showing corporate social responsibility and much less to societal objectives such as improving accessibility and environmental conditions.
4. With regard to collective labour agreements there has been no increase of specific agreements regarding workplace related mobility management since 2008. A limited growth can be seen in the more recent collective labour agreements. However, many collective labour agreements contain already quite a number of mobility management measures.
5. Employers who introduced workplace related mobility management packages under a regional covenant have achieved a reduction of their employees' car-mobility during rush hours of 2%, while other employers in the same regions achieved a reduction of 0.5%. This difference shows that mobility management measures have an effect on the number of car trips during the rush hour. Since a substantial part of the reduction is caused by shifting car travel to off-peak periods, the ensuing reduction of emissions is lower.
Association for European Transport