The structure of the chapters, progressively builds a picture of a dizzyingly challenging landscape facing the modern mobility planner. Challenging both in terms of the core and related goals associated with city and urban mobility (congestion, pollution, accessibility, CO2, and health) and in terms of the myriad solutions either already available or now emerging. The investment choices made today could set the trajectory for decades to come.
The review of UIA cities’ experiences with exploiting data reveals that cities need to possess the technical capacity to integrate new data opportunities into planning. The review of collaboration reveals that cities need to possess the capacity to engage with stakeholders, both in the public sector (national, cross-departmental, European) and in the private sector. In this regard, the UIA survey usefully identifies the pragmatism of the outreach strategies being deployed, such as in Toulouse, Ghent, and Lahti. These cases suggest that a key dimension of this collaborative capacity is leadership capacity and shows how leadership can drive progress at city level.
The review of the policy relevance of behavioural change also suggests both a challenge ‒ in that habits, and especially the private car, are hard to change, and an opportunity, but one that is difficult to exploit; new modal options can be provided (not necessarily easily), but getting citizens to use them implies designing incentives to change habits and this in turn means understanding the underlying drivers of behaviour. Again, this suggests city planners need to have quite specific the skill-sets to exploit the opportunities. In other words, capacity. Not only ‘nudge’, to be clear, but a whole range of outreach strategies.
The themes focused on in each chapter are also interconnected. Providing data, i.e., useful information is related to behaviour and choices, Collaboration is synonymous with co-creation, leveraging support from key stakeholders (such as employers) is a question of information exchange and a means to influencing behaviour. The UIA projects are places where these different aspects come together in a range of initiatives that are proving their value. It is clear that mobility policy, if it is to be successful, must take a holistic approach and focus on citizen’s needs, taking into account the reasons why we make our choice of transport mode (convenience, cost, etc.).
A further message of this report is therefore that the professional mobility planner could usefully adopt a policymaking approach that enables the participation of stakeholders in the development of a shared vision. The question of capacity is one which cities need to address in accordance with their visions and planned projects. A question they must ask themselves is, ‘How ready are we?’. Do we have the technical, collaborative, and policy development capacities to deliver multimodality, to entice people out of their cars, and make our city more liveable?