Methodology

Action 1.1 Establishment of Innovation Co-Creation Partnerships (ICCPs)

The ICCPs calls on existing partnerships in the cities to ensure effective, sustainable, long-lasting arenas for open innovation in public-private partnerships and collaboration. The following actors are invited to participate in the Innovation Co-creation Partnerships, many of which are also part of the established partnerships: local authorities, industries, businesses, SMEs, infrastructure operators, public transport providers, utilities, knowledge institutes and representatives from civil society or citizens. The Partnerships are aimed at co-creating, tailoring, deploying and upscaling the mobility and logistics innovations – in this case multifunctional and multimodal hubs – to the local contexts.

Besides co-creation, quadruple helix partners are also involved in assessing and reviewing the results of the hub implementation.

Action 1.2 Formulation of Task Force groups

In the set-up stage, a Task Force is formed (core team of approx. 5 participants) and has a strategic role in establishing the partnership and will oversee all processes of the ICCP, including the connection to already existing partnerships in the city / region.

Moreover, they will decide about the meeting places and dedicated local communication. The Task Forces then invite stakeholders from the local innovation ecosystem to participate in co- creation workshops and other processes.

Action 1.3 Stakeholders’ mapping – Creation of a wider collaboration network

A wider stakeholder mapping takes place to identify the most relevant local stakeholders including the end users (citizens) and specific user groups.

Once a specific hub location has been defined it can be relevant to revise this mapping and adapt it again to the specific hub location.

Following partners are key to be considered when engaging with the wider network of stakeholders:

• Local Authorities
• Transport Authorities
• Transport Regions
• Urban Transport Operators
• Micro-mobility operators
• Train operators
• Landowners
• Stakeholders’ Engagement – Multimodal Hub Committee
• Real Estate and Commercial Developers
• Start-ups
• All Possible Users
• Local communities
• Local chambers of commerce or economic development departments
• Planning department

Action 2.1 Main targets the city aims to achieve through the hub

It is essential to define the objectives the hub should meet. Those targets shall be defined through ICCP procedures, therefore ensuring all stakeholders perspectives are taken into account.

There might be different aims for the different parties engaged in the process to develop the hub. It is essential to see the complementarities of those goals to ensure a successful implementation.

The development of a Vision and a Mission with joint goals for the partnership helps in the establishment phase, as to further target the collaboration and activities.

Action 2.2 Identification of candidate locations for implementing mobility hubs

The identification of possible locations is an essential step and shall be done by the ICCP.

The MOVE21 project developed an exploratory methodology to evaluate the candidate locations to host mobility hubs with a spatial-context analysis. In this methodology different data sources can be analysed and combined to extract valuable insights about the performance of small-scale public open urban spaces from a social and spatial approach. To do so, you would perform (1) a description of the characteristics of the built environment – namely streets and buildings – incl. a network-analysis based approach to calculate which streets are more likely to gather activity, (2) a functional classification on places and activities, and (3) a wide and local scale interpretation on the distribution of places and types of places in the urban fabric for understanding the relevance of places for urban- social identity generation and their likeliness to become landmarks or social hotspots. Read further about this in Deliverable D3.1.

Action 3.1: Data collection  

Running spatial-context analysis to identify hub locations means first collecting and then analysing specific data.

In the spatial-context analysis following data shall be collected:

• User data
• Building sizes
• City’s connectivity
• Walkability
• Connection to main streets
• Clusters of activity
• Clusters of popularity

Action 3.2 : Data is clustered and analysed

The data collected is clustered and analysed according to the principles described in Action 2.2.

Further details on the methodology are described in D 3.1.

Action 3.3 : Hub type identification

Through the Spatial context- analysis you can usually distinguish between 4 typical types of hub locations. Understanding which type your hub comes close to, allows you to take into account following recommendations:

Type 1

Those hubs located in places with a critical mass of urban vitality are within city centers and areas that cluster high levels of all types of activities and high levels of walkability.

• The potential social use connected to the hubs, should consider the use of the existing customer base and pedestrian volumes, as well as the existence of places of origin and destination of trips.
• Hubs in these locations could consider their use within a multi-purpose mobility scheme.

Type 2

Those hubs located in areas with a low density of services and activity are also less walkable and less connected to the rest of the city.

• Potential uses of a hub could provide these areas with services that are missing, in the direction of social justice and equal access to basic services. This process would intend to create a new flow of pedestrians towards the use of this one service in the area driven by necessity and potentially activate inactive public spaces with single-purpose trips.
• The result of implementing hubs with social activities in these areas is expected to be more noticeable than in dense, well-functioning popular areas.

Type 3

Those hubs located in industrial areas with a defined functional clustering could provide these areas with services that are complementary to the ones existing.

• A critical customer base could be used, and the multipurpose mobility scheme could also be applied.
• It is likely that the comfort at pedestrian level tends to be low due to the size of the buildings and built infrastructure, therefore other transport modes should also be considered.

Type 4

Those hubs located in areas that constitute “walkable units”, and are well connected to the rest of the city or to a main street. These areas also present a low level of vitality.

• It’s performance as “walkable units” could favour multipurpose trips in synergy with the activities found in them, aiming for a catalytic effect attracting additional functions and services.

There are several other experiences and existing methodologies across Europe and European cities on how to classify hub types and locations which have other practical implications. You will find other examples on that in the good practices section.

Action 4.1: Overview of the city’s governance structures

Multimodal and multifunctional hubs are not developed in a policy vacuum. It is thus essential in the first phase of the implementation of the hub(s) to map out which governance structures, policy objectives and legal requirements the hub development touches upon.

At an early stage it is thus important to make an overview of policy requirements related to:

• Climate plans, objectives
• Mobility Plans, SUMP
• Parking policies
• Planning policies and land use plans
• Procurement policies
• Existing procurement contracts
• Permits

It is essential to look at those policy requirements to see whether the implementation is operating in a context of policy coherence or whether there might be political, legal and or administrative hurdles ahead.  Procurement procedures should be considered and lawyers involved from the beginning to avoid any bottle necks in the future process.

Action 5.1 Identify citizens needs

At the specific hub location targeted citizens groups shall be consulted to contribute to the hub design and the component specifications based on their needs.

Involving citizen groups in developing multimodal hubs can create vibrant, inclusive, and well-utilized community spaces. Here are some effective ways to engage citizens in this process:

1. Community Workshops and Meetings

Organize regular workshops and meetings where residents can share their ideas, concerns, and suggestions. This participatory approach ensures that the community’s voice is heard and incorporated into the planning and development process.

2. Collaborative Design Sessions

Host design sessions where citizens can work alongside planners and architects to co-create the hub. Also digital tools can be used, to jointly design the hub. This hands-on involvement fosters a sense of ownership and ensures that the final design reflects the community’s vision.

3. Partnerships with Local Organizations

Form partnerships with local organizations, schools, and businesses to leverage their resources and expertise. These collaborations can enhance the hub’s offerings and ensure it serves a wide range of community needs.

4. Surveys and Polls

Conduct surveys and polls to gather input from a broader segment of the community. These tools can help identify the needs and preferences of residents, ensuring that the neighborhood hub meets the community’s expectations. Both online and on-site inquiries can give different types of insights.

5. Pilot Projects and Prototyping

Implement small-scale pilot projects or prototypes to test ideas and gather feedback. This approach allows for adjustments based on real-world use and community input before full-scale implementation. This requires active learning and monitoring during implementation of a pilot / prototype.

6. Cultural and Social Events

Organize cultural and social events to bring the community together and generate interest in the hub. Events like festivals, markets, and workshops can showcase the potential of the space and encourage more residents to get involved.

7. Transparent Communication

Maintain transparent communication throughout the development process. Regular updates, clear timelines, and open channels for feedback help build trust and keep the community engaged. For this purpose digital platforms and social media can be used to engage with residents who may not be able to attend in-person meetings and events. Online forums, virtual town halls, and social media polls can broaden participation and keep the community informed.

Action 6.1. Services main scope

Through Task Force meetings and workshops the main scope of the services to be performed at the hub shall be defined. To identify the scope following questions should be discussed:

• What problems will the hub solve? Who will be the hub’s real users?
• What is the scope of the mobility and transport services?
• What are the alternative services that address these needs (f.i. social)?
• How can the hub be integrated in a wider system of services?

Action 6.2 Identification of innovative aspects the hub will address

When defining the scope of services to be developed at the hub, it is likely that several innovative elements will emerge. Innovation should not be a goal in itself when establishing a hub, but shall respond to a need.

In MOVE21, we categorise these innovative aspects into the following categories, this can give ideas on possible innovative ideas to consider:

• Social innovation
• Business model innovation
• Technological innovation
• Service innovation
• Governance innovation

Social innovation involves developing and implementing new ideas, strategies, or interventions to address social issues and create positive change. This can include initiatives aimed at improving education, healthcare, environmental sustainability, and social equity. The goal is to enhance the well-being of individuals and communities, often through collaborative efforts involving various stakeholders.

Business model innovation refers to the process of changing the fundamental structure and components of a business model to create new value propositions, capture new market opportunities, and gain a competitive advantage. This can involve new ways of generating revenue, delivering products or services, and creating customer value.

Technological innovation focuses on the development and application of new or improved technologies, tools, systems, and processes. Technological integration can be part of the innovation process involving integrating software, hardware, and digital tools to create a cohesive system that supports the joint goals.

Service innovation involves creating new or significantly improved service offerings, delivery methods, or customer interactions. The goal is to enhance the customer experience, meet evolving needs.

Governance innovation may include new types of processes that emerge during the collaboration between the different actors (public-public, public-private, public-civic). New actor constellations may emerge that have not been precedent before, as well as new formal and informal ways to collaborate within and across organisations. New networks and organisational knowledge will also emerge.

Action 7.1. Components specification.

Through further Task Force meetings / workshops you further specify the components of the hub such as:

✓ Different solutions

✓ Services

✓ Systems

In the Task Force meetings can also be sued to define the collaboration expectation from each partner involved (what involvement /when/to what extend), this improves trust and the transparency of the process.

The specification of the components of each hub will be impacted by the needs expressed by citizens and the actors involved and the (mobility) services providers around the table.

Action 7.2. Identification of actions required for implementing the hub

Task Force meetings take place for identifying the actions needed to be taken for the hub’s implementation and operation.  Some indicative actions are listed below:

• Decisions: – Administrative – Commercial – Policy – Governance – Who should own the hub
• Technological equipment be developed/purchased/ installed for the hubs’/measures’ implementation is identified. The costs are calculated.
• Identification of Collaboration Schemes, responsibilities (also over time)
• Identification of local stakeholders in the physical area of the implementation, their involvement, needs assessment
• Business model set up

Action 8.1. Formulate the evaluation methodology and implement the ex-ante phase

While further specifying the hub design and specifications, it is important to start developing the evaluation methodology that should be implemented in order to assess the performance, effectiveness and impact of the implemented hub. Thus, specific activities should be considered when drafting the methodology framework to be followed:

1. clear objectives should be set, highlighting the outcomes that hubs’ operation aim to achieve; quantitative (e.g. reduce CO2 emissions by 20%); qualitative (e.g. improve social cohesion, improve innovation capacity); both.
2. indicators should be defined, i) output indicators, measuring the direct results of hubs’ operation (e.g. number of new innovations implemented in the hub), ii) outcome indicators, assessing the broader impact (e.g. increased use of public transport due to the hub’s operation) and iii) impact indicators, measuring long-term change (reduction of urban pollution levels).
3. appropriate methods and tools should be selected to collect all data needed for the indicators’ calculation; qualitative methods (interviews, focus groups); quantitative methods (surveys, traffic models, statistical analysis and performance metrics leading to measurable results).
4. ongoing monitoring should be followed to track progress in real-time. Thus, a feedback loop is ensured allowing any adjustments required based on interim results.
5. data analysis and interpretation procedures should take place for drawing conclusions in relevance to the expected outputs, outcomes and impacts.

This structured approach ensures that hubs implemented, have been evaluated comprehensively and objectively, providing valuable insights for decision-making and future planning.

Evaluations of performance should take place on the basis of a pre-defined timeline referring to key moments of the hubs’’ implementation, in order to capture their impact and be comparatively useful. Thus, a traditional three-stage timeline of assessment is followed; ex-ante (before hubs’ implementation, corelated to activities a, b, c, e), ex-durante (during, corelated to activities: c, d) and ex-post (after hubs’ implementation, corelated to activities: c, d, e).

During this early step, the ex-ante evaluation takes place, to assess the status ahead of the hubs’ implementation.  The assessment is based on the monitoring and calculation of specific indicators.

Action 9.1. Final design of the hub services and measures.

In this action

• Clearly define ownership of the hub – clear distinguished responsibilities and their time, duration; this includes defining leadership and ownership of the hub during the implementation phase and the operation phase.
• The final measures and solutions are precisely described and implemented.
• The final decisions regarding the hubs’ implementation are taken.
• The final technological equipment is developed/purchased/installed

A launch event takes place

Action 10.1.  Business models and agreements finalization

• Long-term financial considerations (costs) are clearly outlined and financial contributions stated.
• Memorandum of Understanding (MoUs) are signed and cooperation among the involved actors get a more formal form. Benefits are made clear, risks are captured and responsibilities are agreed

Action 11.1. Pilot testing of the solutions and services

Favourable conditions for testing:

• Make sure to communicate about your trial in advance
• Make sure to get the correct stakeholder included and on board in the initial stage
• Communicate with the citizens and stakeholders involved to that purpose
• Testing period definition is important (winter/summer, holidays period or not etc. ) and might impact substantially the results
• Find appropriate duration for testing, in order to ensure ‘real use’ of the solutions and services to understand needs – in some cases testing during different seasons and periods may be valuable

A pilot testing phase takes place in order to:

• Verify initial assumptions about needs and user uptake
• Verifying initial economic and business assumptions
• Identify any problems with hubs’ operation
• Propose possible solutions for solving the problems

It is not possible to anticipate all problems that will occur during the hubs’ operations, however it is possible that most will be recognized and solved. Developing a learning and monitoring protocol, to follow-up on the different assumptions will better target the insights to take from a pilot testing phase.

Action 12.1. Implementing the ex-durante evaluation

• The ex-durante evaluation takes place in this step, to provide a complete evaluation cycle for continuous improvement. While the hubs’ implementation process is still in progress, this type of evaluation allows real-time insights and adjustments to be made in order, outputs and outcomes to be improved until the hubs’ final implementation and operation. The immediate feedback provided through this ongoing monitoring process, can be used for mid-course modifications, ensuring that hubs under implementation remain on track. Cities representatives are mainly involved in this phase. The data collected can guide immediate decisions rather than waiting for a final evaluation.

Satisfaction surveys are conducted to end users and operators to see the reaction from the pilot testing of the hub services.

The ex-post evaluation process takes place when the hubs are finally implemented and operate under real life conditions. The goal is to determine the effectiveness, efficiency and impact of the implemented hubs compared to its objectives. By looking back, ex-post evaluation helps to assess the real impacts, analyses whether the resources invested produced the desired results in a cost-effective manner, provides lessons for the future by understanding what worked and what didn’t, avoiding thus past mistakes. Finally, it examines whether the benefits are sustainable over time.

After the pilot implementation and the examination of the results possible upgrades or new cooperation schemes can be realised in order to solve possible problems that occurred or to cover better the users needs. Improvement and upscaling strategies can also be envisaged such as:

• Building on the lessons learned to input in a SUMP revision or development
• Develop Multimodal Hub Guidelines which support the development of a network of hubs.
• Adapt the tender process for micro-mobility services
• Give feedback on the land-use regulation and possibilities that facilitate land use for testing solutions

After the upgrade the final services are to be provided to the citizens and the monitoring period of the full operations begin.