Governance approach

Procurement
Selecting the right procedure
Type of procurement
Governance Approach

Procurement
Selecting the right procedure
Type of procurement
Governance Approach

The governance approach distinguishes 4 governing types From top to bottom in order of: Much government influence to little government influence. Please be aware that the government might not always have a stake or position at all. On private grounds with a market operator for example, there is no governance approach to be taken for the realization of the hub, it is in full ownership of the market. This option is not taken into account in the tools.

The 4 governance approaches that are distinguished in this tool are not a full list of all the possible governance approaches that can be adopted but they give a sense of direction. The 4 approaches are:

Regulate
Stimulate
Restrict
Leave up to the market

They are ordered from a high degree of control by the city/government to a low degree of control. The tool is designed in such a way that the questions give a score which corresponds with certain types of governance. The aim is to analyze the situation, the maturity of the market, the maturity of the city administration and the legal situation and then give an idea of which role a government should take in the realization of the hub but also in the management of the hub.

1Administration capacity (human resources availability)

2Financial resources availability

3Know-how

4Urgency

5Mobility ecosystem maturity

6Profitability level

7Citizen expectations and demands

8Secondary parameters for governance approach decision

Administration capacity (human resources availability)

Does the organisation plan to reduce administration staff in the near future? (Required)

Definitely no

Definitely yes

Determining whether there is sufficient capacity is essential in order to understand whether this task is something to keep within your government or present to the market. This question determines whether sufficient resources will remain available to you in the future.

Does the city have sufficient human resources to manage the operation and administration of a mobility hub?(Required)

Very insufficient

Very sufficient

Determining whether there is sufficient capacity is essential in order to understand whether this task is something to keep within your government or to present to the market. This question determines whether sufficient resources are currently available.

Financial resources availability

How do you evaluate your available financial resources to finance the mobility hub?(Required)

Our organisation is not able to finance anything of the mobility hub

Our organisation is able to fully finance the mobility hub

Determining the financial space in your city's budget is essential to determine the choices you have. This question helps determine the amount of financial resources you have available for this project.

What percentage of the project costs can be covered from the internal city budget without significant negative impact on financing of other projects?(Required)

0 - 15%

16 - 25%

26 - 50%

51 - 75%

76 - 100%

In your business plan do you rely on external financial sources apart from city funding (e.g. EU or national grants)?(Required)

Yes

Partially

Determining the financial space in your city's budget is essential to determine the choices you have. This question helps determine the need for external financing if you were to run the project.

Know-how

What level of mobility know-how does the city possess?(Required)

High level know-how

Low level know-how

The operationalising and managing of a mobility hub requires specialised know-how. This question helps determine the amount of mobility know-how that is available in your organisation.

Does the municipality have its own experts involved in mobility?(Required)

Yes, we do not need to hire any new experts

Some experts need to be hired

No, we need external experts

The operationalising and managing of a mobility hub requires specialised know-how. This question helps determine the amount of mobility know-how that is available in your organisation.

Did you already implement mobility hubs or services and monitor them digitally?(Required)

No, the city possesses no required data for this

Yes, we have all necessary required data for this

The operationalising and managing of mobility hub requires specialised know-how. This question helps determine whether the digital aspects of operationalising a mobility hub are currently present at your organisation.

Does the municipality already have experts (internal, external) for the procurement process?(Required)

Yes, no need to hire any new experts

Some experts will be hired

No, there will be hired experts only

Tendering for mobility hubs requires specialised know-how to understand what the market has to offer and under what circumstances the different shared mobility offers contribute to city (societal) goals. Above all, for a good tender, there needs to be an understanding of the indicative volume required and the related contract value. This value is one of the factors that determines what kind of procurement procedure needs to be followed.

Urgency

How fast do you want the mobility hub to be constructed and implemented?(Required)

The mobility hub has a low priority

Mobility hub is needed as fast as possible

The timeline for operationalising the mobility hubs is an important determinant for the choice in governance approach. This question assesses how much time is available for opening the mobility hub.

Is the mobility hub a solution to an urgent traffic problem?(Required)

Yes

Partially

The timeline for operationalising the mobility hubs is an important determinant for the choice in governance approach. This question assesses how much time is available for opening the mobility hub.

Mobility ecosystem maturity

Are there enough shared mobility services in the city?(Required)

There is a limited number of potential mobility providers

There is a wide range of potential mobility providers

The availability of mobility providers is an important determinant of the choices you have in your city regarding the governance approach.

Do they operate also in the area to be covered by the mobility hub?(Required)

Yes

The availability of mobility providers is an important determinant of the choices you have in your city regarding the governance approach. Although mobility providers might be available, it is important to assess their current service area in the city.

Profitability level

What are the expectations about the profitability of the running operations of the mobility hub?(Required)

No profitability needed

High profitability needed

The expected (and desired) return on investment is an important factor that helps with deciding how government and market will assess the mobility hub.

Does the city expect a profit from installing and operationalising the mobility hubs?(Required)

We definitely expect a positive business model

We do not plan to establish a business in this field

The expected (and desired) return on investment is an important factor that helps with deciding how government and market will assess the mobility hub. This question assesses the potential hub profitability in general.

Citizen expectations and demands

Is the mobility hub idea positively received by the citizens?(Required)

Yes

The expected citizen expectation and demand is essential to the actual performance of the mobility hub. This question assesses the public opinion about the mobility hub.

Are there supporting policies in place to discourage ownership of private mobility?(Required)

(E.g. limited parking permits, high parking costs, limited traffic zones, etc.)

The city has no such policies

There are many supporting policies

The expected citizen expectation and demand is essential to the actual performance of the mobility hub. This question assesses whether there are supporting policy interventions taking place.

Secondary parameters for governance approach decision

What governance approach was applied in a similar project realised by the municipality in the past?(Required)

Regulate

Leave up to the market

Stimulate

Restrict

No experience of similar projects

This question helps with identifying if there is any earlier chosen governance approach which is likely to influence forming a similar strategy on new projects.

Are there any important municipality regulations with impact on the mobility hub construction (e.g. culture / heritage that must stay untouched, technical restrictions)?(Required)

Considerable limitations

No limitations

It influences the governance approach whether there are important stakes to take care of as a government or not. This question helps determine whether or not a government needs to keep that stake in implementing the mobility hub.

Is your organisation ready to accept financial, or other kinds of risks regarding a mobility hub project?(Required)

High control

Low control

This question helps determine the potential financial risk the organisation can take, which in turn influences the freedom to invest and experiment within the project.

How much control do you want to have over the management, maintenance and enforcement of the mobility hub?(Required)

High control

Low control

This question helps determine the governance approach based on the amount of control you as a city would like to have in the mobility hub.

What level of influence does the city want to have on the mobility hub services?(Required)

Strong influence

No influence needed

This question helps determine the governance approach based on the amount of influence you as a city would like to have in the mobility hub.

Does the city operate other shared mobility services, and do these services need to be integrated with the mobility hub?(Required)

Partially

Yes

This question helps determine the current landscape of the shared mobility services and the level of integration needed when deploying new mobility hubs.

Is the support for local business ecosystem including start-ups and scale-ups of high importance for the city?(Required)

Yes

Partially

The business climate to which the city aspires is likely to influence the decision whether or not to work with local start-up or scaled-up partners.

Is the municipality willing to become a player in the field of smart mobility (e.g. based on internal development plans)?(Required)

Yes

Partially

The intention that the city has towards their role in organising and managing mobility hubs is essential in order to decide which governance approach to adopt.