Dreams Knowledge Platform - User contributions [en]

DREAMers

2026-02-24T19:47:20Z

Matteo Stark:

<templatestyles src="Template:Dreamers/styles.css" />

== Our Team ==

{{DreamerSection|title=University of Twente (UT)|subtitle=Project Coordinator|
{{DreamerCard|image=KarstGeurs_edited_edited_edited.jpg|name=Karst Geurs|role=Project Coordinator}}
{{DreamerCard|image=AnnaGrigolon_edited.jpg|name=Anna Grigolon|role=Researcher}}
{{DreamerCard|image=DanielaArias_edited.jpg|name=Daniela Arias Molinares|role=Postdoctoral Researcher}}
{{DreamerCard|image=BaranUlak_edited.jpg|name=M. Baran Ulak|role=}}
}}

{{DreamerSection|title=University of Natural Resources and Applied Life Sciences, Vienna|subtitle=Core Partner|
{{DreamerCard|image=YusakSusilo_edited_edited.jpg|name=Yusak Susilo|role=}}
{{DreamerCard|image=RomanKlementschitz_edited.jpg|name=Roman Klementschitz|role=}}
{{DreamerCard|image=CharalampidouGeorgia_edited_edited.jpg|name=Georgia Charalampidou|role=}}
}}

{{DreamerSection|title=Vrije Universiteit Brussel|subtitle=Core Partner|
{{DreamerCard|image=Imre Keseru - 1_edited.jpg|name=Imre Keseru|role=}}
{{DreamerCard|image=Cathy Macharis - 5_0-2-min_edited.jpg|name=Cathy Macharis|role=}}
{{DreamerCard|image=van Vessem Charlotte_edited.jpg|name=Charlotte van Vessem|role=}}
}}

{{DreamerSection|title=Université Gustave Eiffel|subtitle=Core Partner|
{{DreamerCard|image=Alain_dHostis_edited_edited.jpg|name=Alain L'Hostis|role=}}
{{DreamerCard|image=HeythemAdjeroud_edited.jpg|name=Heythem Adjeroud|role=}}
}}

{{DreamerSection|title=Technische Universität München|subtitle=Core Partner|
{{DreamerCard|image=buttier_beijamii_101302.jpg|name=Benjamin Büttner|role=}}
{{DreamerCard|image=David Duran_edited.jpg|name=David Duran|role=}}
{{DreamerCard|image=AnaClaraCaixeta_edited.jpg|name=Ana Clara Caixeta|role=}}
{{DreamerCard|image=Bartosz_McCormick_Photo_edited.jpg|name=Bartosz McCormick|role=}}
}}

{{DreamerSection|title=Budapest University of Technology and Economics|subtitle=Core Partner|
{{DreamerCard|image=Esztergar-Kiss_Domokos_k_edited.jpg|name=Domokos Esztergár-Kiss|role=}}
{{DreamerCard|image=1517849400175_edited.jpg|name=Attila Aba|role=}}
{{DreamerCard|image=bobi.jpeg|name=Bobicic Ognjen|role=}}
}}

{{DreamerSection|title=L'Institut Paris Region|subtitle=Core Partner|
{{DreamerCard|image=DanyNguyen-Luong_edited_edited.jpg|name=Dany Nguyen-Luong|role=}}
{{DreamerCard|image=ÉlieGuitton_edited.jpg|name=Élie Guitton|role=}}
{{DreamerCard|image=IMG412m2_edited.jpg|name=Florian Tedeschi|role=}}
}}

{{DreamerSection|title=Vienna University of Technology|subtitle=Core Partner|
{{DreamerCard|image=berger_edited.jpg|name=Martin Berger|role=}}
{{DreamerCard|image=linda_doerrzapf_edited.jpg|name=Linda Dörrzapf|role=}}
}}

{{DreamerSection|title=Mobyome|subtitle=Core Partner|
{{DreamerCard|image=Christoph Kirchberger_edited.jpg|name=Christoph Kirchberger|role=}}
{{DreamerCard|image=DREAMS-logos_transparent - 2_edited.png|name=Matteo Stark|role=}}
}}

{{DreamerSection|title=Mpact|subtitle=Core Partner|
{{DreamerCard|image=images.jpeg|name=Hannes Delaere|role=}}
}}

{{DreamerSection|title=Hogeschool Utrecht|subtitle=Core Partner|
{{DreamerCard|image=KarlaMünzel_edited.jpg|name=Karla Münzel|role=}}
{{DreamerCard|image=Avatar-placeholder.png|name=Stephanie Geertman|role=}}
}}

{{DreamerSection|title=KTI Institute for Transport Sciences|subtitle=Core Partner|
{{DreamerCard|image=1634592281843_edited.jpg|name=Álmos Virág|role=}}
}}

{{DreamerSection|title=Rákosmente|subtitle=Core Partner|
{{DreamerCard|image=1551096790325_edited.jpg|name=András Bakos|role=}}
{{DreamerCard|image=DREAMS-logos_transparent - 2_edited.png|name=Andrea Kovács-Simon|role=}}
{{DreamerCard|image=DREAMS-logos_transparent - 2_edited.png|name=Ágnes Balogh|role=}}
}}

{{DreamerSection|title=EIT Urban Mobility Innovation Hub Central|subtitle=Core Partner|
{{DreamerCard|image=Judith_edited.jpg|name=Judith O’Meara|role=}}
{{DreamerCard|image=1652787656353_edited.jpg|name=Ulyana Vynyarchuk|role=}}
}}

{{DreamerSection|title=Stadtland|subtitle=Core Partner|
{{DreamerCard|image=PhilipKrassnitzer-53ee7872_edited.jpg|name=Philip Krassnitzer|role=}}
{{DreamerCard|image=DREAMS-logos_transparent - 2_edited.png|name=Johanna Gassner|role=}}
}}

DREAMers

2026-02-24T19:45:47Z

Matteo Stark:

{{#tag:templatestyles|src=Template:Dreamers/styles.css}}

== Our Team ==

{{DreamerSection|title=University of Twente (UT)|subtitle=Project Coordinator|
{{DreamerCard|image=KarstGeurs_edited_edited_edited.jpg|name=Karst Geurs|role=Project Coordinator}}
{{DreamerCard|image=AnnaGrigolon_edited.jpg|name=Anna Grigolon|role=Researcher}}
{{DreamerCard|image=DanielaArias_edited.jpg|name=Daniela Arias Molinares|role=Postdoctoral Researcher}}
{{DreamerCard|image=BaranUlak_edited.jpg|name=M. Baran Ulak|role=}}
}}

{{DreamerSection|title=University of Natural Resources and Applied Life Sciences, Vienna|subtitle=Core Partner|
{{DreamerCard|image=YusakSusilo_edited_edited.jpg|name=Yusak Susilo|role=}}
{{DreamerCard|image=RomanKlementschitz_edited.jpg|name=Roman Klementschitz|role=}}
{{DreamerCard|image=CharalampidouGeorgia_edited_edited.jpg|name=Georgia Charalampidou|role=}}
}}

{{DreamerSection|title=Vrije Universiteit Brussel|subtitle=Core Partner|
{{DreamerCard|image=Imre Keseru - 1_edited.jpg|name=Imre Keseru|role=}}
{{DreamerCard|image=Cathy Macharis - 5_0-2-min_edited.jpg|name=Cathy Macharis|role=}}
{{DreamerCard|image=van Vessem Charlotte_edited.jpg|name=Charlotte van Vessem|role=}}
}}

{{DreamerSection|title=Université Gustave Eiffel|subtitle=Core Partner|
{{DreamerCard|image=Alain_dHostis_edited_edited.jpg|name=Alain L'Hostis|role=}}
{{DreamerCard|image=HeythemAdjeroud_edited.jpg|name=Heythem Adjeroud|role=}}
}}

{{DreamerSection|title=Technische Universität München|subtitle=Core Partner|
{{DreamerCard|image=buttier_beijamii_101302.jpg|name=Benjamin Büttner|role=}}
{{DreamerCard|image=David Duran_edited.jpg|name=David Duran|role=}}
{{DreamerCard|image=AnaClaraCaixeta_edited.jpg|name=Ana Clara Caixeta|role=}}
{{DreamerCard|image=Bartosz_McCormick_Photo_edited.jpg|name=Bartosz McCormick|role=}}
}}

{{DreamerSection|title=Budapest University of Technology and Economics|subtitle=Core Partner|
{{DreamerCard|image=Esztergar-Kiss_Domokos_k_edited.jpg|name=Domokos Esztergár-Kiss|role=}}
{{DreamerCard|image=1517849400175_edited.jpg|name=Attila Aba|role=}}
{{DreamerCard|image=bobi.jpeg|name=Bobicic Ognjen|role=}}
}}

{{DreamerSection|title=L'Institut Paris Region|subtitle=Core Partner|
{{DreamerCard|image=DanyNguyen-Luong_edited_edited.jpg|name=Dany Nguyen-Luong|role=}}
{{DreamerCard|image=ÉlieGuitton_edited.jpg|name=Élie Guitton|role=}}
{{DreamerCard|image=IMG412m2_edited.jpg|name=Florian Tedeschi|role=}}
}}

{{DreamerSection|title=Vienna University of Technology|subtitle=Core Partner|
{{DreamerCard|image=berger_edited.jpg|name=Martin Berger|role=}}
{{DreamerCard|image=linda_doerrzapf_edited.jpg|name=Linda Dörrzapf|role=}}
}}

{{DreamerSection|title=Mobyome|subtitle=Core Partner|
{{DreamerCard|image=Christoph Kirchberger_edited.jpg|name=Christoph Kirchberger|role=}}
{{DreamerCard|image=DREAMS-logos_transparent - 2_edited.png|name=Matteo Stark|role=}}
}}

{{DreamerSection|title=Mpact|subtitle=Core Partner|
{{DreamerCard|image=images.jpeg|name=Hannes Delaere|role=}}
}}

{{DreamerSection|title=Hogeschool Utrecht|subtitle=Core Partner|
{{DreamerCard|image=KarlaMünzel_edited.jpg|name=Karla Münzel|role=}}
{{DreamerCard|image=Avatar-placeholder.png|name=Stephanie Geertman|role=}}
}}

{{DreamerSection|title=KTI Institute for Transport Sciences|subtitle=Core Partner|
{{DreamerCard|image=1634592281843_edited.jpg|name=Álmos Virág|role=}}
}}

{{DreamerSection|title=Rákosmente|subtitle=Core Partner|
{{DreamerCard|image=1551096790325_edited.jpg|name=András Bakos|role=}}
{{DreamerCard|image=DREAMS-logos_transparent - 2_edited.png|name=Andrea Kovács-Simon|role=}}
{{DreamerCard|image=DREAMS-logos_transparent - 2_edited.png|name=Ágnes Balogh|role=}}
}}

{{DreamerSection|title=EIT Urban Mobility Innovation Hub Central|subtitle=Core Partner|
{{DreamerCard|image=Judith_edited.jpg|name=Judith O’Meara|role=}}
{{DreamerCard|image=1652787656353_edited.jpg|name=Ulyana Vynyarchuk|role=}}
}}

{{DreamerSection|title=Stadtland|subtitle=Core Partner|
{{DreamerCard|image=PhilipKrassnitzer-53ee7872_edited.jpg|name=Philip Krassnitzer|role=}}
{{DreamerCard|image=DREAMS-logos_transparent - 2_edited.png|name=Johanna Gassner|role=}}
}}

Template:DreamerSection

2026-02-24T19:44:44Z

Matteo Stark: Created page with "<includeonly> <div class="dreamer-section"> <div class="dreamer-section__head"> <div class="dreamer-section__title">{{{title|}}}</div> <div class="dreamer-section__subtitle">{{{subtitle|}}}</div> </div> <div class="dreamers-grid"> {{{1|}}} </div> </div> </includeonly>"

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Template:DreamerCard

2026-02-24T19:44:23Z

Matteo Stark:

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Set up working structures

2026-02-24T15:17:05Z

Matteo Stark:

<br>
== Why working structures matter ==

Sustainable mobility planning is a long‑term, cross‑sectoral process. It usually affects:

* multiple departments (transport, urban planning, environment, finance, social affairs),
* external organisations (public transport operators, business, civil society),
* and different levels of government.

Without clear working structures, these actors work in parallel, decisions are slowed down and the overall strategy can lose political support. Well‑designed structures help to:

* coordinate responsibilities and information flows,
* ensure meaningful participation of stakeholders and the public,
* give the process a visible political mandate,
* and provide continuity beyond individual projects or staff changes.
<br>
== Core elements of a working structure ==

There is no single “correct” model. However, many cities and regions use a combination of the following elements.
<br>
=== Steering group (political and strategic level) ===

The steering group provides the political and strategic frame for the process.

* Members typically include elected representatives, senior management of the administration and key organisations.
* It agrees on the overall objectives, adopts important decisions and endorses key documents.
* It helps to resolve conflicts between departments and ensures that the process is aligned with other strategic plans.

The steering group normally meets less frequently (e.g. a few times per year), but its visible support is essential for the credibility of the whole process.
<br>
=== Project team (operational level) ===

The project team coordinates the day‑to‑day work.

* It is usually led by a project manager in the administration.
* Members come from different relevant departments and, where appropriate, from external organisations.
* The team prepares content for the steering group, organises participation activities and manages external studies or consultancies.

A clear mandate, sufficient working time and agreed internal procedures (meeting rhythm, documentation, decision‑preparation) are crucial.
<br>
=== Thematic working groups ===

For complex topics it can be useful to create additional thematic working groups, for example on:

* public transport and multimodality,
* cycling and walking,
* logistics and freight,
* public space and street design,
* digitalisation and data.

These groups can involve experts from administrations, operators, business and civil society. They work on concrete questions and feed their results into the project team and steering group.
<br>
=== External support and networks ===

Working structures do not exist in isolation. They are embedded in a broader ecosystem of support programmes and professional networks.

* National or regional competence centres can provide guidance, training and examples from other cities.
* Transnational projects and networks allow for exchange on methods and tools.
* Digital platforms can support continuous knowledge sharing between practitioners.
<br>
== Steps to set up working structures ==

The exact steps will depend on the local context, but the following sequence can be helpful.

# '''Clarify mandate and scope.''' Define what the mobility planning process should achieve, which territory it covers and over what time horizon. This frames which actors need to be involved.
# '''Map relevant stakeholders.''' Identify departments, agencies, operators, civil‑society organisations and other groups that are affected or can contribute expertise.
# '''Design the governance model.''' Decide which bodies are needed (e.g. steering group, project team, thematic groups) and how they relate to each other.
# '''Define roles and responsibilities.''' For each body, describe its tasks, membership, chairing, decision‑making rules and how it reports to other bodies.
# '''Agree on procedures.''' Set a meeting schedule, rules for documentation, and how results are consolidated into decisions.
# '''Secure resources.''' Ensure that staff have time allocated to participate and that there is a budget for moderation, communication and, if needed, external expertise.
# '''Communicate the structure.''' Make the working structures visible inside the administration and, where appropriate, to the public. This builds transparency and trust.
# '''Review and adapt.''' Periodically check whether the structures still fit the needs of the process and adjust them as the SUMP progresses through its phases.
<br>
== Practical considerations ==

* '''Start from what exists.''' Rather than creating entirely new bodies, consider building on existing committees or working groups and adapting their mandates.
* '''Ensure political backing.''' Involve political leadership early so that the structures are formally recognised and supported.
* '''Balance efficiency and participation.''' Too many groups can slow down decisions; too few can exclude important perspectives. Aim for a structure that is lean but inclusive.
* '''Take inclusion and diversity seriously.''' When composing groups, pay attention to gender balance and representation of different user groups, especially those who are often under‑represented in mobility debates.
* '''Combine digital and in‑person formats.''' Online tools can reduce travel time and make participation easier, while in‑person meetings are valuable for building trust.
* '''Document decisions transparently.''' Clear minutes, accessible documentation and traceable decisions increase the legitimacy of the process.
<br>
== Further information ==

* Guidance and inspiration for this page are drawn from the German Federal Ministry for Digital and Transport’s material on working structures in sustainable mobility planning: [https://nachhaltig-mobil-planen.de/_SUMP/DE/Planung/SUMP-Prozess/1-Vorbereitung-Analyse/1-Arbeitsstrukturen/arbeitsstrukturen.html ''Arbeitsstrukturen einrichten''] (in German).

Set up working structures

2026-02-24T15:16:24Z

Matteo Stark:

== Why working structures matter ==

Sustainable mobility planning is a long‑term, cross‑sectoral process. It usually affects:

* multiple departments (transport, urban planning, environment, finance, social affairs),
* external organisations (public transport operators, business, civil society),
* and different levels of government.

Without clear working structures, these actors work in parallel, decisions are slowed down and the overall strategy can lose political support. Well‑designed structures help to:

* coordinate responsibilities and information flows,
* ensure meaningful participation of stakeholders and the public,
* give the process a visible political mandate,
* and provide continuity beyond individual projects or staff changes.
<br>
== Core elements of a working structure ==

There is no single “correct” model. However, many cities and regions use a combination of the following elements.
<br>
=== Steering group (political and strategic level) ===

The steering group provides the political and strategic frame for the process.

* Members typically include elected representatives, senior management of the administration and key organisations.
* It agrees on the overall objectives, adopts important decisions and endorses key documents.
* It helps to resolve conflicts between departments and ensures that the process is aligned with other strategic plans.

The steering group normally meets less frequently (e.g. a few times per year), but its visible support is essential for the credibility of the whole process.
<br>
=== Project team (operational level) ===

The project team coordinates the day‑to‑day work.

* It is usually led by a project manager in the administration.
* Members come from different relevant departments and, where appropriate, from external organisations.
* The team prepares content for the steering group, organises participation activities and manages external studies or consultancies.

A clear mandate, sufficient working time and agreed internal procedures (meeting rhythm, documentation, decision‑preparation) are crucial.
<br>
=== Thematic working groups ===

For complex topics it can be useful to create additional thematic working groups, for example on:

* public transport and multimodality,
* cycling and walking,
* logistics and freight,
* public space and street design,
* digitalisation and data.

These groups can involve experts from administrations, operators, business and civil society. They work on concrete questions and feed their results into the project team and steering group.
<br>
=== External support and networks ===

Working structures do not exist in isolation. They are embedded in a broader ecosystem of support programmes and professional networks.

* National or regional competence centres can provide guidance, training and examples from other cities.
* Transnational projects and networks allow for exchange on methods and tools.
* Digital platforms can support continuous knowledge sharing between practitioners.
<br>
== Steps to set up working structures ==

The exact steps will depend on the local context, but the following sequence can be helpful.

# '''Clarify mandate and scope.''' Define what the mobility planning process should achieve, which territory it covers and over what time horizon. This frames which actors need to be involved.
# '''Map relevant stakeholders.''' Identify departments, agencies, operators, civil‑society organisations and other groups that are affected or can contribute expertise.
# '''Design the governance model.''' Decide which bodies are needed (e.g. steering group, project team, thematic groups) and how they relate to each other.
# '''Define roles and responsibilities.''' For each body, describe its tasks, membership, chairing, decision‑making rules and how it reports to other bodies.
# '''Agree on procedures.''' Set a meeting schedule, rules for documentation, and how results are consolidated into decisions.
# '''Secure resources.''' Ensure that staff have time allocated to participate and that there is a budget for moderation, communication and, if needed, external expertise.
# '''Communicate the structure.''' Make the working structures visible inside the administration and, where appropriate, to the public. This builds transparency and trust.
# '''Review and adapt.''' Periodically check whether the structures still fit the needs of the process and adjust them as the SUMP progresses through its phases.
<br>
== Practical considerations ==

* '''Start from what exists.''' Rather than creating entirely new bodies, consider building on existing committees or working groups and adapting their mandates.
* '''Ensure political backing.''' Involve political leadership early so that the structures are formally recognised and supported.
* '''Balance efficiency and participation.''' Too many groups can slow down decisions; too few can exclude important perspectives. Aim for a structure that is lean but inclusive.
* '''Take inclusion and diversity seriously.''' When composing groups, pay attention to gender balance and representation of different user groups, especially those who are often under‑represented in mobility debates.
* '''Combine digital and in‑person formats.''' Online tools can reduce travel time and make participation easier, while in‑person meetings are valuable for building trust.
* '''Document decisions transparently.''' Clear minutes, accessible documentation and traceable decisions increase the legitimacy of the process.
<br>
== Further information ==

* Guidance and inspiration for this page are drawn from the German Federal Ministry for Digital and Transport’s material on working structures in sustainable mobility planning: [https://nachhaltig-mobil-planen.de/_SUMP/DE/Planung/SUMP-Prozess/1-Vorbereitung-Analyse/1-Arbeitsstrukturen/arbeitsstrukturen.html ''Arbeitsstrukturen einrichten''] (in German).

Set up working structures

2026-02-24T15:15:08Z

Matteo Stark:

== Why working structures matter ==

Sustainable mobility planning is a long‑term, cross‑sectoral process. It usually affects:

* multiple departments (transport, urban planning, environment, finance, social affairs),
* external organisations (public transport operators, business, civil society),
* and different levels of government.

Without clear working structures, these actors work in parallel, decisions are slowed down and the overall strategy can lose political support. Well‑designed structures help to:

* coordinate responsibilities and information flows,
* ensure meaningful participation of stakeholders and the public,
* give the process a visible political mandate,
* and provide continuity beyond individual projects or staff changes.

== Core elements of a working structure ==

There is no single “correct” model. However, many cities and regions use a combination of the following elements.

=== Steering group (political and strategic level) ===

The steering group provides the political and strategic frame for the process.

* Members typically include elected representatives, senior management of the administration and key organisations.
* It agrees on the overall objectives, adopts important decisions and endorses key documents.
* It helps to resolve conflicts between departments and ensures that the process is aligned with other strategic plans.

The steering group normally meets less frequently (e.g. a few times per year), but its visible support is essential for the credibility of the whole process.

=== Project team (operational level) ===

The project team coordinates the day‑to‑day work.

* It is usually led by a project manager in the administration.
* Members come from different relevant departments and, where appropriate, from external organisations.
* The team prepares content for the steering group, organises participation activities and manages external studies or consultancies.

A clear mandate, sufficient working time and agreed internal procedures (meeting rhythm, documentation, decision‑preparation) are crucial.

=== Thematic working groups ===

For complex topics it can be useful to create additional thematic working groups, for example on:

* public transport and multimodality,
* cycling and walking,
* logistics and freight,
* public space and street design,
* digitalisation and data.

These groups can involve experts from administrations, operators, business and civil society. They work on concrete questions and feed their results into the project team and steering group.

=== External support and networks ===

Working structures do not exist in isolation. They are embedded in a broader ecosystem of support programmes and professional networks.

* National or regional competence centres can provide guidance, training and examples from other cities.
* Transnational projects and networks allow for exchange on methods and tools.
* Digital platforms can support continuous knowledge sharing between practitioners.

== Steps to set up working structures ==

The exact steps will depend on the local context, but the following sequence can be helpful.

# '''Clarify mandate and scope.''' Define what the mobility planning process should achieve, which territory it covers and over what time horizon. This frames which actors need to be involved.
# '''Map relevant stakeholders.''' Identify departments, agencies, operators, civil‑society organisations and other groups that are affected or can contribute expertise.
# '''Design the governance model.''' Decide which bodies are needed (e.g. steering group, project team, thematic groups) and how they relate to each other.
# '''Define roles and responsibilities.''' For each body, describe its tasks, membership, chairing, decision‑making rules and how it reports to other bodies.
# '''Agree on procedures.''' Set a meeting schedule, rules for documentation, and how results are consolidated into decisions.
# '''Secure resources.''' Ensure that staff have time allocated to participate and that there is a budget for moderation, communication and, if needed, external expertise.
# '''Communicate the structure.''' Make the working structures visible inside the administration and, where appropriate, to the public. This builds transparency and trust.
# '''Review and adapt.''' Periodically check whether the structures still fit the needs of the process and adjust them as the SUMP progresses through its phases.

== Practical considerations ==

* '''Start from what exists.''' Rather than creating entirely new bodies, consider building on existing committees or working groups and adapting their mandates.
* '''Ensure political backing.''' Involve political leadership early so that the structures are formally recognised and supported.
* '''Balance efficiency and participation.''' Too many groups can slow down decisions; too few can exclude important perspectives. Aim for a structure that is lean but inclusive.
* '''Take inclusion and diversity seriously.''' When composing groups, pay attention to gender balance and representation of different user groups, especially those who are often under‑represented in mobility debates.
* '''Combine digital and in‑person formats.''' Online tools can reduce travel time and make participation easier, while in‑person meetings are valuable for building trust.
* '''Document decisions transparently.''' Clear minutes, accessible documentation and traceable decisions increase the legitimacy of the process.

== Further information ==

* Guidance and inspiration for this page are drawn from the German Federal Ministry for Digital and Transport’s material on working structures in sustainable mobility planning: [https://nachhaltig-mobil-planen.de/_SUMP/DE/Planung/SUMP-Prozess/1-Vorbereitung-Analyse/1-Arbeitsstrukturen/arbeitsstrukturen.html ''Arbeitsstrukturen einrichten''] (in German).

Set up working structures

2026-02-24T15:13:56Z

Matteo Stark: Created page with "== Why working structures matter == Sustainable mobility planning is a long‑term, cross‑sectoral process. It usually affects: * multiple departments (transport, urban planning, environment, finance, social affairs), * external organisations (public transport operators, business, civil society), * and different levels of government. Without clear working structures, these actors work in parallel, decisions are slowed down and the overall strategy can lose political..."

== Why working structures matter ==

Sustainable mobility planning is a long‑term, cross‑sectoral process. It usually affects:

* multiple departments (transport, urban planning, environment, finance, social affairs),
* external organisations (public transport operators, business, civil society),
* and different levels of government.

Without clear working structures, these actors work in parallel, decisions are slowed down and the overall strategy can lose political support. Well‑designed structures help to:

* coordinate responsibilities and information flows,
* ensure meaningful participation of stakeholders and the public,
* give the process a visible political mandate,
* and provide continuity beyond individual projects or staff changes.

== Core elements of a working structure ==

There is no single “correct” model. However, many cities and regions use a combination of the following elements.

=== Steering group (political and strategic level) ===

The steering group provides the political and strategic frame for the process.

* Members typically include elected representatives, senior management of the administration and key organisations.
* It agrees on the overall objectives, adopts important decisions and endorses key documents.
* It helps to resolve conflicts between departments and ensures that the process is aligned with other strategic plans.

The steering group normally meets less frequently (e.g. a few times per year), but its visible support is essential for the credibility of the whole process.

=== Project team (operational level) ===

The project team coordinates the day‑to‑day work.

* It is usually led by a project manager in the administration.
* Members come from different relevant departments and, where appropriate, from external organisations.
* The team prepares content for the steering group, organises participation activities and manages external studies or consultancies.

A clear mandate, sufficient working time and agreed internal procedures (meeting rhythm, documentation, decision‑preparation) are crucial.

=== Thematic working groups ===

For complex topics it can be useful to create additional thematic working groups, for example on:

* public transport and multimodality,
* cycling and walking,
* logistics and freight,
* public space and street design,
* digitalisation and data.

These groups can involve experts from administrations, operators, business and civil society. They work on concrete questions and feed their results into the project team and steering group.

=== External support and networks ===

Working structures do not exist in isolation. They are embedded in a broader ecosystem of support programmes and professional networks.

* National or regional competence centres can provide guidance, training and examples from other cities.
* Transnational projects and networks allow for exchange on methods and tools.
* Digital platforms can support continuous knowledge sharing between practitioners.

The German guidance on working structures underlines, for example, the role of the National Competence Network for Sustainable Mobility (NaKoMo) as a platform for exchange between actors from the federal level, the Länder and municipalities.

== Steps to set up working structures ==

The exact steps will depend on the local context, but the following sequence can be helpful.

# '''Clarify mandate and scope.''' Define what the mobility planning process should achieve, which territory it covers and over what time horizon. This frames which actors need to be involved.
# '''Map relevant stakeholders.''' Identify departments, agencies, operators, civil‑society organisations and other groups that are affected or can contribute expertise.
# '''Design the governance model.''' Decide which bodies are needed (e.g. steering group, project team, thematic groups) and how they relate to each other.
# '''Define roles and responsibilities.''' For each body, describe its tasks, membership, chairing, decision‑making rules and how it reports to other bodies.
# '''Agree on procedures.''' Set a meeting schedule, rules for documentation, and how results are consolidated into decisions.
# '''Secure resources.''' Ensure that staff have time allocated to participate and that there is a budget for moderation, communication and, if needed, external expertise.
# '''Communicate the structure.''' Make the working structures visible inside the administration and, where appropriate, to the public. This builds transparency and trust.
# '''Review and adapt.''' Periodically check whether the structures still fit the needs of the process and adjust them as the SUMP progresses through its phases.

== Practical considerations ==

* '''Start from what exists.''' Rather than creating entirely new bodies, consider building on existing committees or working groups and adapting their mandates.
* '''Ensure political backing.''' Involve political leadership early so that the structures are formally recognised and supported.
* '''Balance efficiency and participation.''' Too many groups can slow down decisions; too few can exclude important perspectives. Aim for a structure that is lean but inclusive.
* '''Take inclusion and diversity seriously.''' When composing groups, pay attention to gender balance and representation of different user groups, especially those who are often under‑represented in mobility debates.
* '''Combine digital and in‑person formats.''' Online tools can reduce travel time and make participation easier, while in‑person meetings are valuable for building trust.
* '''Document decisions transparently.''' Clear minutes, accessible documentation and traceable decisions increase the legitimacy of the process.

== Further information ==

* Guidance and inspiration for this page are drawn from the German Federal Ministry for Digital and Transport’s material on working structures in sustainable mobility planning: [https://nachhaltig-mobil-planen.de/_SUMP/DE/Planung/SUMP-Prozess/1-Vorbereitung-Analyse/1-Arbeitsstrukturen/arbeitsstrukturen.html ''Arbeitsstrukturen einrichten''] (in German).