Brussels-Capital Region, Belgium Smarter Cities Challenge report

Contents

1. Executive summary 2 2. Introduction 4 A. The Smarter Cities Challenge 4 B. The challenge 6 3. Context, findings and roadmap 7 A. Context and findings 7 B. Roadmap 12 4. Recommendations 16 Recommendation 1: Implement a framework for open data 16 Recommendation 2: Leverage mobile technology 18 Recommendation 3: Use smart technology to reduce congestion 20 Recommendation 4: Optimize and expand existing capacity, including priority lanes 22 Recommendation 5: Define a mobility communications strategy that puts the citizen at the center 24 Recommendation 6: Create an integrated, multimodal, interactive digital experience 26 Recommendation 7: Establish a transportation alliance to manage the delivery of integrated citizen-centric mobility services 28 Recommendation 8: Manage public transport usage and service levels 30 Recommendation 9: Implement congestion charging for vehicles 32 Recommendation 10: Negotiate a change to company vehicle tax policy with the federal government 34 5. Conclusion 37 6. Appendix 38 A. Acknowledgments 38 B. Team biographies 40 C. References 43 D. Best-practice case studies 45 1. Executive summary

Introduction Findings and recommendations The Brussels-Capital Region was one of 16 cities selected to receive The Brussels-Capital Region comprises the largest city in Belgium a Smarter Cities Challenge® grant from IBM in 2014 as part of the and is the de facto capital of the European Union (EU) as it hosts company’s citizenship efforts to build a Smarter Planet®. During three the official seats of the European Commission, Council of the EU weeks in February and March of 2015, a team of six IBM experts and European Council. The Brussels-Capital Region comprises worked to deliver recommendations on a key challenge defined by 19 separate municipalities, with traffic flow spanning all of them. the Minister of Mobility and Public Works, Pascal Smet, and the State Secretary, Bianca Debaets, as well as their senior leadership team: There are two primary groups of commuters causing congestion in the Region. The first involves the 52% of the commuter population that travels daily from outer regions to the Brussels-Capital Region for work. The second group comprises commuters who live in the Address traffic congestion problems Brussels-Capital Region and travel within the Region.1 through the use of open data and Traffic congestion in the Brussels-Capital Region can be addressed encourage citizens to participate only as a metropolitan-area issue given that the flow of traffic spans the regions of Flanders and Wallonia, as well as the municipalities in mobility improvement efforts. comprising the Brussels-Capital Region.

Another contributing factor to traffic congestion is the prevalence of personal vehicle use rather than public transportation. This is a The challenge result of the significant federal tax benefits provided to employers During peak travel hours, the Brussels-Capital Region faces serious and employees using company cars. traffic congestion challenges involving both private vehicles and public transportation. In 2013, the Organisation for Economic Parking availability also is an important factor causing traffic Co-operation and Development (OECD) published an economic congestion. During peak hours, as much as 30% of the vehicles survey for Belgium, which cites Brussels as one of the most circulating in traffic in the Region are looking for parking.1 The lack congested cities in Europe. of available parking is a two-fold issue. First, parking capacity itself is insufficient to accommodate the number of vehicles each day. This is partly due to the Region’s rapidly growing and diverse Second, capacity is not available where it’s needed, such as at population, as well as the presence of numerous international park-and-ride facilities located at public transportation hubs. institutions, such as NATO and the European Community, which each have specific traffic needs of their own in addition to the The IBM Smarter Cities Challenge team found that public transportation needs of visitors when hosting events or summits. offerings are not compelling alternatives to cars for many people. One reason for this is that the Region’s various transportation providers are Another challenge faced by the Region is the wide range of managed independently, which results in a lack of metropolitan-wide transportation stakeholders that exist across the local, national planning, difficult access to public transportation services and and European levels, each pursuing various objectives. This lack nonintegrated multimodal mobility services. of centralized oversight has impeded the control and governance of traffic and transportation, contributing to the Region’s Finally, the region’s limited integrated mobility data, both static and mobility issues. dynamic, has impeded effective planning across the metropolitan area and its various modes of transportation. Smarter Cities Challenge report 3

With the region’s current transportation and traffic environment, 4. Execution and governance — Establishing oversight to consisting of high regulation and fragmented decision making, execute and govern mobility initiatives is essential to the the introduction of new concepts and business models could effective implementation of all of the Smarter Cities Challenge pose a challenge, particularly when it comes to acceptance team’s recommendations. The Brussels-Capital Region should and implementation. establish a transportation alliance, a legal entity that would be owned and governed by today’s transportation operators and Based on these findings, the Smarter Cities Challenge team has would be responsible for managing mobility services according made recommendations to address the congestion issues in the to a “One timetable. One fare. One ticket.” framework across the Brussels metropolitan area from a citizen-centric mobility perspective. Brussels metropolitan area. Execution and governance are key The recommendations fall under the following four categories: as they enable fast and effective implementation of initiatives to deliver mobility services across the Brussels metropolitan area 1. Open data — The use of open data will help address the that achieve an improved, citizen-centric mobility experience. Region’s limited integrated mobility data and lack of insights and efficiencies. The Smarter Cities Challenge team recommends All four categories are closely linked and are designed to support establishing a framework for open data, which would be owned one another, reflecting the IBM team’s holistic approach to the and managed by Brussels Mobility. By implementing this framework, Brussels-Capital Region’s traffic congestion challenge. the Region would be able to establish clear ownership and end-to-end management of its open data and establish a solid Conclusion fact-based foundation to implement all subsequent As the Brussels-Capital Region moves toward a more integrated, recommendations from the IBM team. multimodal transportation system that shares more information with its customers and stakeholders, citizens and visitors will enjoy 2. Infrastructure — In response to its traffic congestion problem, faster and better services, cleaner air, as well as greater alignment the Brussels-Capital Region must deploy smart technologies and collaboration among transportation stakeholders. Citizens will and introduce new strategies across the metropolitan area. take pride in knowing that the Region is economically competitive To accelerate this deployment, the Region should focus on and is recognized for its livability and quality of life. optimizing its existing infrastructure. The expected outcome is improved fluidity of traffic, as well as the ability to effectively While Brussels Mobility and other transportation stakeholders manage traffic flow across transportation modes. in the Region have already launched efforts to improve citizen mobility, adoption of the Smarter Cities Challenge team’s 3. Mobility experience — The Region should focus on providing recommendations will help elevate the Brussels-Capital Region a mobility experience shaped by citizens’ perspectives and even more as a best-in-class city. Using open data and smarter involvement. This citizen-centric approach is essential to addressing technologies, optimizing current infrastructure and implementing the Region’s congestion and mobility challenges while encouraging a transportation alliance will help the Brussels-Capital Region greater citizen participation in improvement efforts. The Region achieve a citizen-centric mobility experience. should create a mobility communications strategy that engages citizens for feedback and provides social media solutions and tools, including multimodal travel planners with real-time, location- based alerts and notifications. By taking advantage of today’s mobile technologies, the Region can deliver an improved mobility experience that better serves the citizens and the metropolitan area. 2. Introduction

A. The Smarter Cities Challenge A Smarter City uses technology to transform its core systems and By 2050, cities will be home to more than two-thirds of the world’s optimize finite resources. Because cities grapple on a daily basis population. They already wield more economic power and have with the interaction of water, transportation, energy, public safety and ® access to more advanced technological capabilities than ever before. many other systems, IBM is committed to a vision of Smarter Cities Simultaneously, cities are struggling with a wide range of challenges as a vital component of building a Smarter Planet. At the highest and threats to sustainability in their core support and governance levels of maturity, a Smarter City is a knowledge-based system that systems, including transport, water, energy, communications, provides real-time insights to stakeholders and enables decision healthcare and social services. makers to manage the city’s subsystems proactively. Effective information management is at the heart of this capability, and Meanwhile, trillions of digital devices, connected through the Internet, integration and analytics are the key enablers. are producing a vast ocean of data. All of this information — from the flow of markets to the pulse of societies — can be turned into knowledge Intelligence is being infused into the way the world works. because we now have the computational power and advanced analytics to make sense of it. With this knowledge, cities could reduce The IBM Smarter Cities Challenge contributes the skills and expertise costs, cut waste and improve efficiency, productivity and quality of life of top IBM talent to address the critical challenges facing cities around for their citizens. In the face of the mammoth challenges of economic the world. We do this by putting teams on the ground for three weeks crisis and increased demand for services, ample opportunities still to work closely with local leaders and deliver recommendations on exist for the development of innovative solutions. how to make the city smarter and more effective. Over the past five years, more than 100 cities have been selected to receive grants. In November 2008, IBM initiated a discussion on how the planet is The Smarter Cities Challenge is IBM’s largest philanthropic initiative, becoming “smarter.” By this it meant that intelligence is becoming with contributions valued at more than $50 million to date. infused into the systems and processes that make the world work — into things no one would recognize as computers: cars, appliances, The Brussels-Capital Region was selected through a competitive roadways, power grids, clothes and even natural systems, such process as one of 16 cities to be awarded a Smarter Cities Challenge as agriculture and waterways. By creating more instrumented, grant in 2014. interconnected and intelligent systems, citizens and policymakers can harvest new trends and insights from data, providing the basis During a three-week period in February and March of 2015, a team for more-informed decisions. of six IBM experts worked in Brussels to deliver recommendations around key issues for the Minister of Mobility and Public Works, Pascal Smet, and the State Secretary, Bianca Debaets. Smarter Cities Challenge report 5

Instrumented Interconnected Intelligent We can measure, sense People, systems and objects can We can analyze and derive insight from and see the condition of communicate and interact with large and diverse sources of information practically everything. one another in entirely new ways. to predict and respond better to change.

Figure 1: Instrumented, interconnected, intelligent 6 Brussels-Capital Region, Belgium

B. The challenge Another challenge faced by the Region is the wide range of The IBM Smarter Cities Challenge team responded to the following transportation stakeholders that exist across the local, national and challenge presented by Minister of Mobility and Public Works Smet, European levels, pursuing various objectives. This lack of centralized State Secretary Debaets and their senior leadership team: oversight has impeded the control and governance of traffic and transportation, contributing to the Region’s mobility issues.

To address each of these issues, the Smarter Cities Challenge Address traffic congestion problems team considered both short- and long-term opportunities to improve overall traffic fluidity in the Brussels-Capital Region. through the use of open data and The team developed 10 recommendations based on its findings, encourage citizens to participate designed to support the following criteria: in mobility improvement efforts. • Improve travel and traffic fluidity by promoting interoperability between different transportation modes • Make a positive impact on business activities, the services sector and the Region’s overall economy The Brussels-Capital Region faces serious traffic congestion • Support the environment and improve the air quality and quality problems on the road, as well as on rail. The OECD’s 2013 economic of life for people living in, working in and visiting Brussels survey of Belgium mentions Brussels as one of the most congested cities in Europe. This is partly due to the city’s rapidly growing and The IBM team approached its challenge in several phases and diverse population, as well as the presence of numerous international gathered information from various sources, as detailed in Figure 2. institutions, such as NATO and the European Community, which each have specific traffic needs of their own in addition to the needs of visitors when hosting events or summits.

Week 1: Information gathering 39 Interviews 42 Mobility experiences 23 February - 1 March 2015

Responses to Recommendations 500+ citizen survey 10 Week 2: Data synthesis and review 2 - 8 March 2015

Presentation to the Final report Brussels Capital • Findings Week 3: Final recommendations • Recommendations 9 - 12 March 2015 Region minister • Conclusions

Figure 2: Key phases of the IBM team’s research, findings and recommendations process 3. Context, findings and roadmap

A. Context and findings A trend analysis from Agoria indicates that the time it takes to The Brussels-Capital Region faces significant traffic congestion commute from home to work in the Brussels-Capital Region has issues during its peak travel hours. When compared to other increased by 25% over the past two years. Meanwhile, 63% of European cities of similar size and stature, the Brussels-Capital technology companies with offices in the Brussels-Capital Region Region is the most congested, demonstrating traffic levels that state that it is difficult to attract and retain employees in this area, are 20 - 28% higher than the other cities. Additionally, the number and 6 out of 10 companies are considering leaving Brussels due 2 of unproductive hours spent by individuals in traffic congestion is to mobility issues. 49% higher in the Brussels-Capital Region compared to the second- worst city in Europe and 350% higher compared to the best one.2 34%

27% 26% 26% 24% 23% 23% 21% 21%

15% Amsterdam Barcelona Birmingham Munich Turin Venice Cologne Milan Hamburg Brussels

58.8 27.8 32.3 44.2 19.4 27.8 58.7 49.9 50.3 87.7

Figure 3: The percentage of driving time individuals spend in traffic annually (top number) and the number of hours lost per individual per year due to traffic (bottom number) (Source: Agoria) 8 Brussels-Capital Region, Belgium

This congestion is the result of two primary groups of commuters. The first involves the 52% of the commuter population traveling Population density daily from Belgium’s two other regions, Flanders and Wallonia, to Densité de population (hab./ha.) 200 - 486 the Brussels-Capital Region for work. This generates 350,000 daily 200-486100 - 200 100-20020 - 100 commuters into the Brussels-Capital Region, of which 225,000 20-105 - 020 5-20 1-51 - 5 are using private vehicles to travel. The second group comprises SecteursSparsely faiblement populated peuplés areas commuters who live in the Brussels-Capital Region and travel within the Region. Approximately 175,000 out of 400,000 cars traveling every day in the Brussels-Capital Region are from the Region.1

Traffic congestion in the Brussels-Capital Region can be addressed only as a metropolitan-area issue given that the flow of traffic spans the regions of Flanders and Wallonia, as well as the municipalities comprising the Brussels-Capital Region.

A rising population also has contributed to the Region’s traffic challenges. The population of the Brussels-Capital Region has significantly increased over the past 15 years, driven primarily by Kilometers immigration and the role of Brussels as the de facto capital of the EU, hosting the main institutions of the EU and NATO. Population in the “pentagon,” or city center, has increased by 14.5% over the last Figure 4: Population density map of the Brussels-Capital Region 15 years, while population increased in the first and second rings (Source: Lebrun, 2012) (areas surrounding the city) by 8.3%, placing additional strain on existing infrastructure. Even if the average population density is lower in the Brussels-Capital Region than in other European cities, there is extreme variance among the Region’s 19 different municipalities, each with its own level of control over roads, traffic lights and other traffic infrastructure. Those territories with a less dense population are also less covered by public transportation.1 Smarter Cities Challenge report 9

Additionally, personal vehicle use is prevalent in the Brussels-Capital Companies are just beginning to offer additional equivalent benefits, Region, driven by significant federal tax benefits provided to employers such as the availability of shared vehicles and public transit, as part and employees for company cars. The provisioning of a company of a multimodal mobility budget, despite the fact that these offerings car is part of the overall compensation of the employee and includes are not fully supported by tax benefits. additional benefits, such as maintenance, insurance and fuel. Company cars are available for private use (taxed only as a benefit-in-kind for the private use of such cars). Approximately 25% of households in the Brussels-Capital Region have at least one company car, and in 8% of households, the company car is the only vehicle.3

MOBEL 1999 BELDAM 2010

Inbound Internal Outbound Inbound Internal Outbound

Car 72.9% 49.6% 77.7% 63.3% 32.0% 63.9%

Train 14.1% 0.2% 14.8% 26.9% 0.9% 25.7%

Public transport 1.7% 14.5% 2.1% 5.4% 25.0% 5.4% (not train)

Foot 6.1% 32.6% 1.3% 2.1% 37.0% 1.6%

Bicycle 2.7% 1.2% 1.5% 0.4% 3.5% 0.4%

Other 2.5% 1.9% 2.7% 1.7% 1.6% 2.9%

Tota l 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%

Number of journey 559 1,727 493 757 2,995 747

Figure 5: Composition of traffic modes traveling to, from and within the Brussels-Capital Region in 1999 and 2010, according to MOBEL and BELDAM surveys, respectively (Source: Lebrun et al., 2013) 10 Brussels-Capital Region, Belgium

Parking availability also is an important factor to consider when trying In addition to its parking challenges, the Brussels-Capital Region to reduce traffic congestion. There are more than 750,000 parking faces another challenge with its public transportation system. spaces in Brussels, which offers 0.56 spaces per inhabitant. While Currently, the offerings of the Region’s public transportation this is a large number, it is insufficient because of how prevalent car system are poorly perceived by the public, which creates a barrier usage is across the Region. to encouraging increased ridership. Services offered by different public transportation providers are not integrated, and many areas exist where public transportation is not easily available. Brussels has more than parking spaces

750,000 = 0.56 Railway station parking spaces per inhabitant Underground station Railway* Underground Tramway Accessibility** (minutes) 20 - 26 27 - 31 000 32 - 36 30% 37 - 43 of the traffic in certain areas is created by 43 - 57 drivers looking for a parking space Author: Kevin Lebrun, CES (USLB) Source: Bruxelles Mobilité 2011

*Including the forthcoming Schuman-Josaphat link.

**Namely, for each statistical district, the average travel time toward all Figure 6: Parking spaces per inhabitant in Brussels other districts, considering peak hour (Source: Brussels Studies Institute) of a working day during school term and services supplied by the four public transport operators.

During peak hours, as much as 30% of the vehicles circulating Kilometers in traffic in the Region are looking for parking. The lack of available parking is a two-fold issue. First, parking capacity itself is insufficient Figure 7: Public transportation accessibility in the Brussels-Capital to accommodate the number of vehicles each day. Second, capacity Region (Source: Brussels Studies Institute) is not available where it’s needed, such as at park-and-ride facilities located at public transportation hubs. Various modes of public transportation are available across the There is currently no parking guidance system in place, but a plan Brussels-Capital Region, including train, metro (subway), tram and to create at least 10,000 parking spaces in the Flanders and Wallonia bus. Multiple transportation providers at both the regional and federal regions at strategic public transportation hubs has been launched. levels are responsible for operating these modes of transportation. There is an effort underway to open up overcapacity parking in private lots for public use, although the potential of increased The train system is operated by NMBS/SNCB, which is controlled security costs is an inhibitor. at the federal level. The NMBS/SNCB train network will soon include the Brussels Regional Express Network (RER), a suburban rail system currently under construction. The launch of the initial RER service is scheduled for December 2015. Smarter Cities Challenge report 11

Future terminals and RER nodes outside Brussels Lines that will be covered by RER* Other modes of transportation available in the Brussels-Capital Other railway lines Brussels-Capital Region Region include car sharing, provided by Cambio CarSharing and RER zone Zen Car (electric cars). The Region currently does not, however, *Including future liason with Schuman-Josaphat and the draft “ Diabolo “ serving the airport permit “free-floating” car usage, which would allow drivers to pick up a vehicle in one location and drop it off in another. Instead, shared vehicles currently must be returned to the place of pickup. Residents and visitors may take advantage of bicycle-sharing services provided by Villo! and Blue-Bikes. While bicycle sharing provides a convenient mode of transportation, the location of stations must still be optimized.

Residents of and visitors to the Region may also take advantage of various taxi service operators and a shared-taxi service provided by Collecto. Collecto offers 200 departure points that group up to four passengers who wish to travel together. There are, however, Kilometers regulatory restrictions that apply to conventional taxis, allowing taxis to accept passengers only from their home region, which results in empty travel on the return trip for cross-regional travel. Figure 8: Rail system routes planned for RER — initial phase is scheduled to open December 2015 (Source: Lebrun, 2012) Uber recently started operating in the Brussels-Capital Region, but its unregulated service has resulted in tensions within the Region. The Société des Transports Intercommunaux de Bruxelles/ In fact, these tensions led to a taxi protest on March 3, 2015, that Maatschappij voor het Intercommunaal Vervoer te Brussel (STIB/ disrupted traffic significantly. MIVB), controlled by the Brussels-Capital Region, provides bus, metro and tram service within the Brussels-Capital Region. De Lijn Overall, the Region’s transportation service providers are operating is the transportation provider from the Flanders region, while TEC in an environment comprising high regulation and fragmented decision is the transportation provider from the Wallonia region. Both of these making, which means that new concepts and business models are providers operate bus lines that start in their respective regions and not easily embraced. For example, Villo! deployed 20,000 bicycles end in the Brussels city center. These various transportation providers in Paris within six months, while only 5,000 Villo! bicycles have been tend to operate independently, with limited collaboration and data deployed to date for 11 of the 19 municipalities in the Brussels-Capital sharing. Historically, this lack of collaboration has impeded mobility Region after five years.4 planning across the metropolitan area.

The Region’s various public transportation services and providers also lack an integrated fare management system that works across all modes of public transportation. Transport providers, however, do acknowledge the need for improved cooperation and integration, and in some areas, work toward that end is already underway. The planned extension of tramlines from the Brussels-Capital Region to surrounding regions is just one example of these cooperative efforts. 12 Brussels-Capital Region, Belgium

B. Roadmap These four recommendation categories are the result of the Smarter The IBM Smarter Cities Challenge team is making recommendations Cities Challenge team’s findings and research when examining the in the following categories to effectively address the congestion Region’s traffic congestion challenges from a citizen-centric mobility issues in the Brussels metropolitan area: perspective. The team took a number of factors into consideration, including patterns of movement (where people are traveling from 1. Open data and to), actual usage of different modes of transportation and the 2. Infrastructure availability of effective multimodal transportation services in the 3. Mobility experience Brussels-Capital Region. 4. Execution and governance

Citizen-centric mobility

Open data Infrastructure Mobility experience 1. Implement framework for open 3. Use smart technology 5. Define a mobilitycommunications data in support of Brussels Mobility to reduce congestion strategy that puts the citizen at the center 2. Leverage mobile technology 4. Optimize and expand existing to involve citizens and receive capacity, including priority lanes 6. Create an integrated, multimodal, real-time data interactive digital experience

Execution and governance 7. Establish a transportation alliance to manage the delivery of integrated citizen-centric mobility services 8. Manage public transport usage and service levels 9. Implement congestion charging for vehicles 10. Negotiate a change to company vehicle tax policy with the federal government

Figure 9: Summary of recommendations Smarter Cities Challenge report 13

Open data Infrastructure The IBM team conducted interviews with a full range of stakeholders, Recommendations under infrastructure address the Region’s including university and business leaders and regional and EU need for the accelerated deployment of smart technologies government leaders. It also analyzed research reports and documents and updated strategies to alleviate traffic congestion. These from the various transportation operators. These resources confirmed recommendations are intended to improve traffic flow, as that while there is a lot of transportation data available, the information well as help the Region effectively manage traffic fluidity by is fragmented and spread across individual entities. The data also transportation mode. They include improvements for cyclists, is not available to citizens or public and private institutions in an taxis, park-and-ride locations and priority lanes for buses and integrated and coordinated way. shared cars.

Recommendations in the open data category address the problem Within this category, priority lanes are expected to provide the most of decentralized data by establishing a framework for open data significant positive impact to reduce congestion. The infrastructure ownership and management through Brussels Mobility. The expected category emphasizes the optimization of existing infrastructure outcome of these efforts is improved oversight and end-to-end because this typically provides better and earlier return on investment management of open data to encourage sharing and use. Open data as compared to investment in new physical construction. is essential to helping the Region understand its mobility status and overall health by providing insight into the supply and demand across Infrastructure recommendations will play a direct and significant role modes of transportation, transportation network quality and capacity, in contributing to the open data recommendations detailed previously. congestion status and traveler satisfaction. Every smart solution implemented by the Region will provide additional data points that flow into the open data framework. Data is the starting point for effective metropolitan mobility planning, delivering new insights, enabling solutions and strengthening ecosystems that encompass the entire range of stakeholders involved. Open data recommendations address such topics as data formats, collection mechanisms, quality standards and control for open data sharing.

By establishing a strong open data framework, Brussels Mobility and the Region’s transportation operators can expect to establish a fact-based foundation for all subsequent transportation initiatives (and recommendations) moving forward. 14 Brussels-Capital Region, Belgium

Mobility experience Execution and governance Recommendations supporting the mobility experience are essential To effectively implement recommendations in the previous three to addressing traffic congestion and mobility challenges from a categories, the Brussels-Capital Region must focus on execution citizen-centric perspective. A mobility communications strategy that and governance. The Region should establish a transportation puts the citizen at the center will help engage citizens for feedback alliance, a legal entity that would be owned and governed by today’s and encourage a more positive perception of public transportation transportation providers STIB/MIVB, De Lijn, TEC and NMBS/SNCB. offerings. This communications strategy should incorporate social Forming this alliance will help the Region work toward future mobility media solutions; provide tools, like multimodal travel planners with services that are available within a “One timetable. One fare. One real-time, location-based alerts and notifications; and leverage ticket.” framework across the Brussels metropolitan area. today’s many mobile technologies. Transportation alliances have successfully been deployed in Efforts focused in this category will help contribute to a consistently Germany, Austria and Switzerland since 1965. Today, in total, positive mobility experience for citizens, which should help lead more than 50 such alliances (“Verkehrsverbünde”) exist in such to improved acceptance and increased usage of public transport cities as Hannover, Munich, Frankfurt, Nordehessen, Bremen, offerings in the Brussels metropolitan area, reducing congestion Berlin-Brandenburg and Zurich, as well as across Austria. caused by personal vehicles. Key responsibilities assigned to this alliance would include establishing These mobility experience recommendations will rely on the mobility services that possess an integrated timetable, fare and ticketing establishment of open data oversight, management and sharing system; common conditions of carriage across service providers; as this data will be used to provide real-time updates to travelers. aligned marketing and public relations efforts; and alliance-wide Additionally, any feedback received from commuters will help market research and planning. Furthermore, the alliance would assume drive data insights moving forward. responsibility for defining performance indicators and publishing service quality achievements against targets as agreed upon by stakeholders in the Brussels metropolitan area.

Recommendations in execution and governance are key to enabling the fast and effective implementation of initiatives to deliver mobility services across the Brussels metropolitan area and achieve a consistently improved citizen-centric mobility experience. Smarter Cities Challenge report 15

Conclusion All four recommendation categories are closely linked and support one another, as the Smarter Cities Challenge team considered the Brussels-Capital Region congestion challenge holistically. Recommendations under the execution and governance category are likely to take the most time as many processes will require the support of regional governments and future stakeholders. The IBM team recommends that the Brussels-Capital Region start the implementation of recommendations in all other categories in parallel and without delay.

Timeline Horizon 1 (years 1 - 2) Horizon 2 (years 2 - 4) Horizon 3 (years 4 - 6)

Key • Implement framework for open data in support of Brussels Mobility

• Open data • Define a mobilitycommunications strategy that puts the citizen at the center • Infrastructure • Mobility experience • Establish a transportation alliance to manage the delivery of integrated citizen-centric mobility services • Execution and governance • Create an integrated, multimodal, interactive digital experience

• Manage public transport usage and service levels

• Leverage mobile technology to involve citizens and receive real-time data

• Optimize and expand existing capacity, including priority lanes

• Use smart technology to reduce congestion

• Implement congestion charging for vehicles

• Negotiate a change to company vehicle tax policy with the federal government

Figure 10: Roadmap of recommendations 4. Recommendations

Recommendation 1: Implement a framework for open data

The Brussels-Capital Region should implement a framework for open data that supports ongoing mobility improvement efforts.

Scope and expected outcomes

Scope • Establish a unit within Brussels Mobility by reassigning employees currently working in various departments • Assign ownership for open data collection and all related end-to-end data management processes to this unit • Document, implement and manage open data provisioning for Brussels Mobility on behalf of the Ministry of Mobility and Public Works • Specific emphasis must be given to the following: –– Definition of data formats and standards –– Identification of transportation providers and other entities that need to provide data to this unit on a regular basis in standardized formats –– Establishment of individual agreements with all data providers regarding schedules, content, formats and quality standards –– Implementation of data quality-control mechanisms –– Ensured compliance with published data governance policies and open data licensing terms, including EU ITS Directive 2010/40/EU –– Ensured provisioning of the required infrastructure to store and share data either in-house or through a service provider • Implement and manage the decision-making process for future open data requirements • Make open data available for integrated mobility planning across the Brussels metropolitan area • Provide feedback on open data usage and successful best practices

Expected outcomes These efforts will make standardized static and dynamic mobility data available as open data to achieve the following: • Provide access to reliable data for analysis and planning across all modes of transport for the entire Brussels metropolitan area • Create new, smarter traffic-management solutions • Enable the development of new ecosystems and potential new sources of revenue • Engage citizens and deliver direct feedback on transportation service levels, any services that become noncompliant and issues that need to be addressed • Deploy attractive mobile apps that deliver value to citizens and simultaneously generate additional reliable static and dynamic mobility data • Support compliance with government and European directives, such as EU ITS Directive 2010/40/EU

Cost of inaction Without a framework for open data, the Region will face the following challenges: • Lack of reliable data for mobility planning across the metropolitan area • No data for new apps and ecosystem development • Risk of noncompliance with EU regulations • No citizen participation • Lack of integrated data to move from today’s independent entity approach to integrated mobility services Smarter Cities Challenge report 17

Recommendation 1: Implement a framework for open data (continued)

Proposed owner and stakeholders Suggested resources needed

Owner: Brussels Mobility • Reallocation of existing Brussels Mobility personnel to the open data unit • IT infrastructure to store and share open data Stakeholders: • Network connection and bandwidth to receive data from providers • Open data providers • STIB/MIVB Cost estimate: Low. Execution of this recommendation relies on existing • De Lijn resources, so a limited additional budget is required. • TEC • NMBS/SNCB • parking.brussels • Innoviris • Other data providers, such as TomTom, Cambio CarSharing, Zen Car, Villo!

Dependencies Key milestones, activities and timeframe

None Short term (0 - 6 months): • Within three months, create a Brussels Mobility unit responsible for open data collection and management • Identify and reassign employees to this unit • Define and communicate responsibilities for this unit • Define and agree with all data providers’ data formats • Define and publish data sharing mechanisms • Implement data-quality management

The unit should be operational within 6 months.

Priority

High 18 Brussels-Capital Region, Belgium

Recommendation 2: Leverage mobile technology

The Brussels-Capital Region should leverage mobile technology to involve citizens and provide them with real-time data.

Scope and expected outcomes

Scope • Enable citizens to share static and dynamic smart phone mobility data with Brussels Mobility by using apps like FixMyStreet to drive improvements of mobility services. • Launch an incentive mechanism for citizens to collect points when using public transportation, which can be applied across each mode of transportation. • Points collected would result in a reward, perhaps similar to a frequent flyer program. • Agree upon and implement the required infrastructure to anonymize the collected data and share it as open data. • Additional mobility data can be obtained from analyzing call records provided by telco operators to identify gaps in transportation services, supply of transportation services versus demand, hot spots (areas of high demand that result from accident or current traffic) and patterns of movement into, out of and across the Region. • Apply this data to support effective capacity and service-level planning. • For reference, please see the “Verkehrsverbünde Berlin-Brandenburg” — mobility data collection case study in Appendix D.

Expected outcomes • Citizens will be engaged through direct feedback and reward mechanism. • Additional mobility data will be available at marginal cost. • Transport service operators will have access to reliable data for mobility planning in the Brussels metropolitan area, including supply versus demand, hot spots, patterns of movement, as well as capacity and service levels. • The Region will be able to develop new ecosystems and new revenue sources through the sharing of open data.

Cost of inaction • No systematic citizen participation will exist. • A lack of reliable mobility data for planning across the Brussels metropolitan area, transportation providers and modes of transportation will persist. • Deficiencies in the public transportation network of the Brussels metropolitan area will remain unidentified and unresolved. • Important data for new apps and new ecosystem development will not be available. • Lack of data across the various modes of transportation will keep the Region from updating its current independent-entity approach to an integrated mobility services provider. Smarter Cities Challenge report 19

Recommendation 2: Leverage mobile technology (continued)

Proposed owner and stakeholders Suggested resources needed

Owner: Brussels Mobility • IT infrastructure to store and share open data • Network connection and bandwidth to receive data from data-collection Stakeholders: apps and telco providers • Citizens • Funding for deployment of smart phone app for data collection • Brussels Mobility • Funding for data provided by telco operators • App developers, private and public • Telco operators Cost estimate: Low. Execution of this recommendation relies on existing • Universities and educational institutions resources, so a limited additional budget is required.

Dependencies Key milestones, activities and timeframe

• Availability and access to open data for developers Short term (0 - 6 months): • Citizen participation • Assign a project team to define scope and deliverables within three months • Access to data from telco operators • Confirm infrastructure availability to start testing and deployment in alignment with the project plan • Establish a living lab research project to pilot, test and validate the data- collection solution within six months of the project team’s assignment

Medium term (6 - 18 months): • Launch mobility solution within nine months of project launch

Priority

High 20 Brussels-Capital Region, Belgium

Recommendation 3: Use smart technology to reduce congestion

The Brussels-Capital Region should apply smart technologies to measure, monitor, model and manage its traffic congestion challenge.

Scope and expected outcomes

Scope • Upgrade the existing mobility center with a centralized intelligent traffic control solution to measure, monitor, model and manage fluidity across all transport modes • Introduce dynamic lane and parking allocation that does the following: –– Reverse the traffic lane directions on major roadways into and out of the city to provide additional capacity that aligns with the flow of peak traffic –– Restrict parking on major routes during morning and afternoon commute peak hours • Accelerate current plans for the rollout of intelligent traffic lights • Implement an automated decision-support tool to aid in incident response • Accelerate current plans for the rollout of a smart parking system, which would include digital signage that displays available parking spots and a public parking guidance system that directs drivers to available parking in real time • Implement a parking reservation system that allows users to book a parking space before they begin their trip • Create lighted bicycle lanes using solar-powered sensors and LEDs

Expected outcomes • Traffic congestion will be reduced significantly as 30% of today’s traffic congestion in the Region is caused by vehicles searching for parking during peak commute hours. • Increased public transportation usage will improve the fluidity of traffic and make mobility a pleasant experience. • Improved traffic fluidity will help reduce the estimated €500 million lost in productivity time annually (source: Brussels Enterprises Commerce and Industry — BECI). • Shorter commute times will help improve the quality of life for Brussels citizens and make Brussels an even more vibrant city in which to live and work. • Increased public transportation usage will reduce current congestion on the road network. • Improved bicycle and pedestrian safety resulting from lighted bicycle lanes will help encourage citizens to adopt bicycles as a primary mode of transportation — this will help Brussels shift from a vehicle-based culture to a bicycle-based culture.

Cost of inaction The Brussels-Capital Region’s traffic congestion will continue to worsen, citizens will spend more time waiting in traffic and, for many residents and visitors, public transport will not be seen as a viable alternative. In addition, there will be a negative economic impact as businesses will consider relocating to outlying regions. Smarter Cities Challenge report 21

Recommendation 3: Use smart technology to reduce congestion (continued)

Proposed owner and stakeholder Suggested resources needed

Brussels-Capital Region Ministry of Mobility and Public Works • Financial investment to implement intelligent traffic control solutions and dedicated bicycle lanes • Data analytics and mobile applications for smart parking system

Cost estimate: Medium

Dependencies Key milestones, activities and timeframe

This recommendation depends on the Region successfully Short term (0 - 6 months): establishing a political structure for its public transportation • Create a region-wide intelligent traffic control plan that includes municipalities system, supporting the integration of services and information • Study and assess the technology for the lighted bicycle lanes between providers. Medium term (6 - 18 months): • Roll out the intelligent traffic control plan • Implement a pilot program that tests the lighted bicycle lanes on a selected route

Long term (18 months and beyond): • Achieve a single, centralized operational intelligent traffic control center covering all the municipalities and the Brussels-Capital Region • Deploy the lighted bicycle lanes across all bicycle lane routes in the Region

Priority

Medium 22 Brussels-Capital Region, Belgium

Recommendation 4: Optimize and expand existing capacity, including priority lanes

The Brussels-Capital Region should leverage its unique physical assets and current transportation strengths and expertise. The Region should apply data analytics to its existing assets to optimize capacity across all modes of transportation.

Scope and expected outcomes

Scope • Use data collected by the open data infrastructure as described in Recommendation 1 and apply advanced analytics to do the following: –– Optimize frequency and capacity of peak-hour metro systems and trains –– Optimize bus and tram routes and schedules across transportation providers in the Brussels-Capital Region, as well as surrounding regions –– Optimize connections between public transit and car- and bicycle-share offerings, including car2go, Zen Car and Villo! and expand car sharing for “last mile” access • Accelerate current physical expansion plans at each public transport operator, such as RER, new NMBS/SNCB tunnels and tracks, extended tram lines, extended metros and additional bus lines • Build park-and-ride lots at outlying transit points • Expand the existing dedicated bicycle lane network • Expand priority lanes for buses, taxis and emergency vehicles and extend use of these priority lanes to carpooling vehicles • Continue Port of Brussels expansion and urban distribution plans • Tackle the following policy restriction changes: –– Remove restrictions for taxi operations to/from airport –– Enable personal electric car (eCar) charging at Zen Car charging stations –– Encourage sharing of public and private parking spaces through tax incentives or the expansion of programs like BePark Expected outcomes • Increased public transport usage will improve the fluidity of road traffic and reduce the strain on the road network. • Improved car traffic fluidity will help reduce the estimated €500 million lost in productivity each year (source: BECI). • Shorter commute times will help improve the quality of life for Brussels citizens, making Brussels an even more vibrant city in which to live and work. • Improved availability of parking spots will result from making parking spots available when not in use by office workers. • Significantly better and earlier return on investment will occur from using data analytics to optimize existing infrastructure as compared to investing in new construction.

• Improved usage of eCars, eBikes and public transportation will help reduce CO2 emissions and make Brussels a more eco-friendly city.

Cost of inaction The current negative implications of today’s traffic congestion, including loss of productivity time, road network strain and decreased quality of life, will continue and are likely to worsen. In addition, there will be a risk of negative economic impact as businesses decide to relocate to surrounding regions. Smarter Cities Challenge report 23

Recommendation 4: Optimize and expand existing capacity, including priority lanes (continued)

Proposed owner and stakeholders Suggested resources needed

Owner: Brussels-Capital Region Ministry of Mobility and Financial investment for analytics and infrastructure expansion Public Works Cost estimate: Medium Stakeholders: • Municipalities and regional authorities • Transportation service providers

Dependencies Key milestones, activities and timeframe

• Data collection Short term (0 - 6 months) • Funding availability • Brussels Mobility to establish an integrated project management office (PMO) • PMO will assess current tools and capabilities and identify gaps for data analytics • Brussels Mobility to identify and engage stakeholders to finalize parking, bicycle lane and priority lane expansion plans • Brussels Mobility to study implications of the policy change

Medium term (6 - 18 months) • PMO to track and monitor existing expansion plans and dependencies across transportation providers • Deploy analytics to optimize capacity, routes and linkages • Pilot the priority lane for buses, shared cars and taxis • Pilot policy changes on a small scale, such as taxi rule changes • Secure the necessary funding for infrastructure implementation

Long term (18 months and beyond) • Share analytic results to influence route optimization • Implement priority lanes for buses, shared cars and taxis across the Region • Implement Brussels-wide policy changes regarding taxi restrictions, electric charging and public/private parking availability

Priority

Medium 24 Brussels-Capital Region, Belgium

Recommendation 5: Define a mobility communications strategy that puts the citizen at the center

The Brussels-Capital Region should define a communications strategy that promotes mobility from a citizen’s perspective.

Scope and expected outcomes

Scope • Establish a chief marketing officer (CMO) who is supported by an advisory council to develop a communications strategy • Promote the Region’s mobility system and capabilities using various media outlets and methods, including social media, advertising at public places, promotional campaigns and awareness workshops within public institutions and at universities, and proactive press and public relations • Create a powerful two-way communication with citizens, across all modes of transport, engaging citizens to share positive experiences and feedback through social media to drive positive outcomes • Install digital signage along roads and in public transport locations to communicate mobility status • Share public mobility data with citizens, the education sector and public/private institutions to develop crowd-sourced mobile applications

Expected outcomes • Improved personal mobility and public buy-in for public transportation • Improved image of public transit through increased awareness of service and increased consideration of the public’s preferences and expectations • Improved social media interactions and citizen engagement • Increased revenue for the to-be-established transportation alliance (see Recommendation 7) with increased usage of public transportation and congestion charging for cars • Improved traffic fluidity and quality of life in Brussels

Cost of inaction Low levels of awareness about available public transport modes will continue to result in low levels of adoption of public transport use. The use of private cars will continue to increase, and traffic congestion will worsen. Smarter Cities Challenge report 25

Recommendation 5: Define a mobility communications strategy that puts the citizen at the center (continued)

Proposed owner and stakeholder Suggested resources needed

Brussels-Capital Region Ministry of Mobility and Public Works Funding required to support the CMO position and the Region’s marketing campaigns

Cost estimate: Medium

Dependencies Key milestones, activities and timeframe

Adoption of open data framework by transportation providers Short term (0 - 6 months) • Create and fill CMO position

Medium term (6 - 18 months) • Develop and execute communications plan • Secure funding for the communications plan

Long term (18 months and beyond) • Launch two-way communication platform, including apps for citizen engagement and transportation providers

Priority

Medium 26 Brussels-Capital Region, Belgium

Recommendation 6: Create an integrated, multimodal, interactive digital experience

The Brussels-Capital Region should create and deliver a portfolio of digital tools and platforms that enables a unique, world-class mobility experience for residents and visitors.

Scope and expected outcomes

Scope • Develop a real-time, multimodal travel planner accessible via a mobile app, self-service kiosk or other technologies • Encourage others to help in the development of user applications by using open data to optimize and enhance mobility options through the following approaches: –– Launching a “Best Mobility App’’ contest –– Launching a feedback app by which citizens can share their experiences –– Encouraging collaboration between educational, public and private institutions to drive new mobility solutions • Establish a user rating system (similar to TripAdvisor) that would measure citizen satisfaction and encourage transportation providers to improve performance • Publish real-time information, such as alerts and notifications, across various modes of transportation to empower citizens to make smart mobility decisions, including the following: –– Create a personal dashboard that reflects user history in terms of usage, time and money spent, helping users optimize future travel plans –– Allow application to access your travel and location information for better recommendations of travel options and points of interest

Expected outcomes • Improved personal mobility and ease of use for public transportation • Improved image and perception of public transportation, especially among the digital-native generation • Improved social media interactions and citizen engagement • Increased revenue for the to-be-established transportation alliance with increased usage of public transportation • Improved traffic fluidity and quality of life in Brussels

Cost of inaction Low citizen acceptance of public transportation because it lacks ease of use, resulting in slow adoption of public transport. The use of private cars will continue to increase, and traffic congestion will worsen. Smarter Cities Challenge report 27

Recommendation 6: Create an integrated, multimodal, interactive digital experience (continued)

Proposed owner and stakeholder Suggested resources needed

Brussels Mobility Funding required to develop multimodal travel planner

Cost estimate: Medium

Dependencies Key milestones, activities and timeframe

Sharing of real-time information across transportation providers Short term (0 - 6 months) • Create and fill position for chief design officer to direct and oversee the design of these digital tools • Assess current travel planners from various transportation providers and identify areas for improvement • Identify best practices for multimodal planners and create a single, centralized app specification

Medium term (6 - 18 months) • Develop specifications for application design, user experience and packaging • Launch “Best Mobility App” contest • Launch a single, integrated multimodal travel planner using real-time data

Long term (18 months and beyond) • Incorporate the integrated planner into the European Commission’s multimodal travel planner under its Smart Mobility Challenge program • Expand reach by offering an integrated multimodal travel app as a web service

Priority

Medium 28 Brussels-Capital Region, Belgium

Recommendation 7: Establish a transportation alliance to manage the delivery of integrated citizen-centric mobility services

Public transport service providers in the Brussels-Capital Region should establish a transportation alliance to serve as a legal entity that manages the delivery of integrated, citizen-centric mobility services.

Scope and expected outcomes

Scope • The public transport service providers (STIB/MIVB, De Lijn, TEC, NMBS/SNCB and others) should establish the Brussels Metropolitan Area (BMA) transportation alliance as a legal entity, similar to those in the “Verkehrsverbünde” — Transportation Associations in Germany, Switzerland and Austria best-practice case study (Appendix D). • Assign to the BMA alliance the following tasks in the areas of network, timetable and fare organization: –– Determine, establish and adjust the common fare and the common conditions of carriage –– Create a framework of rules for marketing –– Coordinate transportation offerings and align and publish timetables –– Conduct alliance-related market research through traffic surveys and other data collection methods –– Provide passengers with information on services offered by the alliance –– Carry out alliance marketing and public relations initiatives –– Balance the interests and positions of responsible stakeholders –– Coordinate and integrate the alliance structure so that it functions as a cohesive unit • Present a uniform external interface to public transport users through which they can access integrated line/transport mode information, network planning details, coordinated timetables and a single fare system that follows the “One timetable. One fare. One ticket.” model. • Funding of the BMA alliance should be provided and assigned by the stakeholders, much like the proven funding models used by similar alliances in Germany and Switzerland (Zurich). • Revenue from cross-regional mobility services and public parking should flow to the BMA. • The Region should introduce congestion charging for cars and apply the collected revenue to BMA alliance initiatives — these initiatives include investments in road charging assets, such as toll cameras, license plate recognition technology and other sensors. • A revenue sharing agreement for all revenue collected through this road charging policy must be established among the stakeholders and service providers. • BMA alliance stakeholders should agree to use part of the collected revenues to fund investments that support the implementation of an integrated mobility plan for the Brussels metropolitan area.

Expected outcomes • Alignment and collaboration among stakeholders across the transportation industry • Improved ability to launch and manage integrated mobility offerings across regional boundaries and all modes of transportation • An intuitive user interface that provides information for all public transport options in a concise and easy-to-understand format • Defined quality standards for vehicles and facilities across all public transport providers • Coordinated timetables and routes to ensure effective use of multimodal transportation within the alliance domain • An alliance-wide sales system to reduce costs to alliance stakeholders and attract more passengers • A revenue sharing model that will enable future investments to address public transportation needs as they continue to evolve • Additional operational and financial efficiencies resulting from the coordinated planning and execution by the BMA alliance • Additional revenue from implementation of congestion pricing • Reduced usage of private cars and more usage of public transport during peak hours Smarter Cities Challenge report 29

Recommendation 7: Establish a transportation alliance to manage the delivery of integrated citizen-centric mobility services (continued)

Scope and expected outcomes (continued)

Cost of inaction • Continued public transport service operation that lacks integration and is managed independently • Limited integration of mobility planning across the Brussels metropolitan area • Increased costs to transport providers as a result of inefficiencies, including the duplication of systems and efforts across the different regional service providers • Reduced funding for future mobility needs of the Region, citizens and transportation providers • Fragmented service offerings that are complex for residents and visitors • Continued congestion issues for the Region • Continued poor perceptions of public transportation

Proposed owner and stakeholders Suggested resources needed

Owners: • Funding to create and launch legal entity • Brussels-Capital Region Ministry of Mobility and Public Works • Staffing allocation • STIB/MIVB, De Lijn, TEC and NMBS/SNCB Cost estimate: Low. Execution of this recommendation relies on existing Stakeholders: resources, so a limited additional budget is required. • Representatives of the Belgian federal government • Representatives of the Flanders and Wallonia regions • Municipalities of the Brussels-Capital Region

Dependencies Key milestones, activities and timeframe

All stakeholders must agree to establish the alliance and Short term (0 - 6 months) legal entity • Establish agreement among all stakeholders to form the alliance within six months • Establish the legal entity for the BMA alliance, including funding and staffing

Medium term (6 - 18 months) • Document and communicate mission, areas of responsibility and operational objectives for the BMA alliance within nine months • BMA alliance to be operational within one year

Priority

High 30 Brussels-Capital Region, Belgium

Recommendation 8: Manage public transport usage and service levels

The BMA transportation alliance should manage public transport usage and service levels for the Brussels metropolitan area.

Scope and expected outcomes

Scope • Define performance indicators for the following mobility areas: –– Public transport within the Brussels-Capital Region –– Public parking within the Brussels-Capital Region –– Public transport into/out of the Brussels-Capital Region from Flanders and Wallonia –– Park-and-ride facilities for commuting to the Brussels-Capital Region • Establish agreements with the following transportation service providers to publish performance reports for the Brussels metropolitan area: –– STIB/MIVB –– De Lijn –– TEC –– NMBS/SNCB –– Parking service providers for the Brussels-Capital Region –– Parking service providers for park-and-ride services outside of the Brussels-Capital Region • Define service level targets across the following indicator categories as per typical international practices: –– Service availability –– Service reliability –– Comfort –– Cleanliness –– Safety and security –– Fare –– Information –– Customer care –– Environmental impact • Publish performance reports at least monthly, noting results and achievements against target goals, as well as a trend analysis. • Establish a benchmarking mechanism with other European cities of similar size. • Publish actual service quality achievements for the Brussels metropolitan area against performance indicators on a regular basis and communicate those results to the public and transportation service providers as per the Brussels Mobility communications plan. • Continue to expand the MOBIB concept, an interoperable smart chip card, using mobile and near field communication (NFC) technologies for ticketing across all modes of public transport and service providers. • Future expansions of the MOBIB card concept could be applied to public parking in the Brussels metropolitan area and even to make payments at retail stores, much like the Hong Kong Octopus card.

Expected outcomes • A clear understanding of the service quality levels provided by public transport operators across the Brussels metropolitan area • Comparison of actual service quality in the Brussels metropolitan area to the service quality levels of a selected European city • Ongoing communication with citizens on service level statuses against targets and trends • Continuous management and improvement of integrated mobility offerings across all modes of transportation and parking in the Brussels metropolitan area Smarter Cities Challenge report 31

Recommendation 8: Manage public transport usage and service levels (continued)

Scope and expected outcomes (continued)

Cost of inaction • No clarity on actual service levels being provided across the Brussels-Capital Region • No integrated service quality management across modes of transportation • No service quality management for public transportation offerings across regional boundaries • No fact-based comparison of Brussels’ mobility standards to those of other cities • No planning for ongoing improvements of service offerings and service quality • Lower attractiveness of public transportation in the Brussels metropolitan area

Proposed owner and stakeholders Suggested resources needed

Owner: Brussels-Capital Region Ministry of Mobility and Responsibilities are assigned to Brussels Mobility, using existing resources. Public Works Cost estimate: Medium. Execution of this recommendation relies on existing Stakeholders: resources, so a limited additional budget is required. • STIB/MIVB, De Lijn, TEC, NMBS/SNCB • Parking service providers • Municipalities of the Brussels-Capital Region • Flanders and Wallonia regional representatives

Dependencies Key milestones, activities and timeframe

Implementation of the recommendation to establish a Short term (0 - 6 months) transportation alliance (the BMA) as a legal entity to manage • Establish a service level framework that reflects performance targets the delivery of integrated citizen-centric mobility services and obtain approval from the owners within three months • Achieve approval of and publish service level targets within one month after framework approval • Establish agreements with all transportation service operators that provide data within two months after framework approval • Launch service level measurement process with monthly publication of results within three months after framework approval

Priority

Medium 32 Brussels-Capital Region, Belgium

Recommendation 9: Implement congestion charging for vehicles

The Brussels-Capital Region should implement a congestion charging policy that applies to vehicles entering the Region during peak traffic hours.

Scope and expected outcomes

Scope • All vehicles entering the Brussels-Capital Region during peak traffic hours on working days would be subject to the congestion charge. • Emergency vehicles and vehicles with more than two passengers should be exempted. • Cameras and license plate recognition sensors installed at all entrance and exit roads of the Brussels-Capital Region would identify those vehicles that should be charged. • To estimate the number of vehicles entering the Region on an average working day, the following values from BECI and OECD were used: –– 714,000 jobs in Brussels-Capital Region in 2010. –– More than 50% of these jobs are filled by commuters from outside of the Brussels-Capital Region. –– 64% of commuters come to the Brussels-Capital Region by private vehicle –– The result is an estimated 225,000 cars coming into the Brussels-Capital Region each working day. –– Assuming that 20% of these cars will have more than two passengers, the Region can expect daily revenues produced by 180,000 vehicles paying the congestion charge.

Expected outcomes • An annual revenue produced by 36 million vehicles (calculated using 200 working days) each paying the congestion charge • Reduced road traffic by 30%, estimated based on Singapore’s Land Transit Authority Electronic Road Pricing implementation (see Appendix D) • Singapore’s introduction of road pricing in 1975 resulted in an almost immediate 45% reduction in traffic and 25% decline in vehicle accidents • Increased utilization of public transportation and other modes of transportation, such as shared vehicles • Reduced congestion during peak hours

• Reduced CO2 emissions and improved city environment

Cost of inaction • Continued citizen preference for private vehicles over alternative modes of transportation because of a lack of incentive to explore other mobility options • Continued traffic congestion in the Brussels-Capital Region and beyond • High environmental impact • Negative impact on the attractiveness of Brussels for pedestrians and tourists • High number of unproductive hours spent by employees on congested roads • Risk of businesses leaving the Brussels-Capital Region Smarter Cities Challenge report 33

Recommendation 9: Implement congestion charging for vehicles (continued)

Proposed owner and stakeholders Suggested resources needed

Owner: Brussels-Capital Region Ministry of Mobility and Funding required to establish and implement congestion charging Public Works Cost estimate: Medium. There will be an initial cost to implement the Stakeholders: congestion-charging infrastructure. However, the project should be fully • Citizens of Belgium funded later by the revenue streams created by these congestion charges. • Employers of the Brussels-Capital Region • Representatives of the vehicle industry in Belgium

Dependencies Key milestones, activities and timeframe

Political will and support from the Cabinet of the Brussels Short term (0 - 6 months) Capital Region • Confirmation by the Brussels-Capital Region Ministry of Mobility and Public Works to implement congestion charging

Medium term (6 - 18 months) • Install infrastructure for congestion charging within eight months after confirmation • Start operation and revenue collection within 12 months after confirmation by the Ministry

Priority

High 34 Brussels-Capital Region, Belgium

Recommendation 10: Negotiate a change to company vehicle tax policy with the federal government

The Brussels-Capital Region should approach the federal government to negotiate a change to the income tax and VAT treatment of company vehicles.

Scope and expected outcomes

Scope • This initiative would impact all citizens and employers in Belgium. • Provide tax benefits equivalent to company vehicles to the following other areas: –– Housing within the Brussels-Capital Region –– Employee mobility budget that can be used across all public transportation and vehicle-sharing options

Expected outcomes • Reduced total number of kilometers people commute to work by encouraging them to live closer to their workplace • Increased utilization of public and other modes of transportation, such as shared vehicles • Reduced congestion during peak hours • Reduced CO emissions and improved city environment 2

Cost of inaction • Continued citizen preference for private vehicles over alternative modes of transportation because of a lack of incentive to explore other mobility options • Continued traffic congestion in the Brussels-Capital Region and beyond • High environmental impact • Negative impact on the attractiveness of Brussels for pedestrians and tourists • High number of unproductive hours spent by employees on congested roads • Risk of businesses leaving the Brussels-Capital Region Smarter Cities Challenge report 35

Recommendation 10: Negotiate a change to company vehicle tax policy with the federal government (continued)

Proposed owner and stakeholders Suggested resources needed

Owner: Brussels-Capital Region Ministry of Mobility and Political will and confirmation by the Brussels-Capital Region Ministry of Public Works Mobility and Public Works to engage in negotiation with the federal government

Stakeholders: Cost estimate: Low. Execution of this recommendation relies on existing • Citizens of Belgium resources, so a limited additional budget is required. • Employers of the Brussels-Capital Region • Representatives of the vehicle industry in Belgium

Dependencies Key milestones, activities and timeframe

Political will and support from the following: Long term (18 months and beyond) • Federal government Confirmation by the Brussels-Capital Region Ministry of Mobility and • Flanders regional government Public Works to engage in negotiations with the federal government • Wallonia regional government • Representatives of employers and employees from across Belgium • Representatives of the vehicle industry in Belgium

Priority

High 36 Brussels-Capital Region, Belgium

Ease of Cost of Cost of Impact implementation action inaction

Open data

1. Implement framework for open data in support of Easy High Low High Brussels Mobility

2. Leverage mobile technology to involve citizens and receive Medium High Low Medium real-time data

Infrastructure

3. Use smart technology to reduce congestion Medium Medium Medium Medium

4. Optimize and expand existing capacity, including Hard High High High priority lanes

Mobility experience

5. Define a mobility communications strategy that puts Hard High Medium High the citizen at the center

6. Create an integrated, multimodal, interactive Medium Medium Medium Medium digital experience

Execution and governance

7. Establish a transportation alliance to manage the delivery Medium High Low Super high of integrated citizen-centric mobility services

8. Manage public transport usage and service levels Medium Medium Medium Medium

9. Implement congestion charging for vehicles Hard High Medium High

10. Negotiate a change to company vehicle tax policy with the Hard High Low High federal government

Figure 11: Summary of recommendations 5. Conclusion

As the Brussels-Capital Region moves toward a more integrated, Although Brussels Mobility and the Region’s various stakeholders multimodal transport system that shares more information with its have already launched efforts to improve the mobility of its citizens customers and stakeholders, citizens and visitors will enjoy faster and visitors, adopting the above recommendations will help make and better services, resulting in improved perceptions of the Region’s the Brussels-Capital Region even more of a best-in-class city. Using public transport services. These efforts will result in cleaner air, open data and smarter technologies, as well as optimizing its current greater alignment and collaboration among transport stakeholders infrastructure and implementing a transportation alliance, will help the and pride in knowing that the Brussels-Capital Region is economically Brussels-Capital Region achieve a citizen-centric mobility experience. competitive and recognized for its livability and quality of life. Implementation of the IBM Smarter Cities Challenge team’s recommendations will help the Brussels-Capital Region advance on the transportation maturity model (see Figure 12) so that it can one day lead as an example of a global best-practice city.

Level 1 Level 2 Level 3 Level 4 Level 5 Silo Centralized Partially integrated Multimodal integrated Multimodal optimized Planning Functional area planning Project-based planning Integrated agency-wide Integrated corridor-based Integrated regional (single mode) (single mode) planning (single mode) multimodal planning multimodal planning

Performance Minimal Defined metrics by mode Limited integration across Shared multimodal Continuous system-wide measurement organizational silos system-wide metrics performance measurement

Customer Minimal capability, no Customer accounts Multi-channel account Unified customer account Integrated multimodal management customer accounts managed separately interaction per mode across multiple modes incentives to optimize for each system/mode multimodal use Data collection Limited or manual input Nearly real time for Real time for major routes Real-time coverage System-wide real-time data major routes using multiple inputs for major corridors, collection across all significant modes all modes Data integration Limited Networked Common user interface Two-way system integration Extended integration

Analytics Ad hoc analysis Periodic, systematic High-level analysis Detailed analysis Multimodal analysis analysis in nearly real time in real time in real time

Payment Manual cash collection Automatic cash machines Electronic payments Multimodal integrated fare Multimodal, multimedia methods card (fare cards, cellphones, and so on) Network Ad hoc, single mode Centralized, Automatic, Automated, multimodal Multimodal real-time operations single mode single mode optimized response Incident Manual detection, response Manual detection, Automatic detection, Automated pre-planned Dynamic multimodal management and recovery coordinated response and coordinated response and multimodal recovery plans recovery plans based manual recovery manual recovery on real-time data Demand Individual static measures Individual measures, Coordinated measures with Dynamic pricing Multimodal dynamic pricing management with long-term variability short-term variability

FigureTraveler 12: TransportationStatic information maturity model showingStatic trip Brussels planning todaywith andMulti-channel its projected trip future planning Location-based, Location-based, multimodal information limited real-time alerts and account-based alert on-journey multimodal proactive rerouting subscription information

Brussels today Brussels future Best-practice city

Figure 12: Transportation maturity model showing Brussels today and its projected future 6. Appendix

A. Acknowledgments

Name and title Organization

Mathias Cys, Adviseur Agoria

Jan De Brabanter, Adjunct Secretaris Generaal BECI

Vincent Campeal, Mobiliteitsadviseur BECI

Frans De Keyser, Project Leader Brussels Metropolitan

Alain Deneef, Intendant Brussels Metropolitan

Philippe Boogaerts, Ingénieur responsable pour le réseau Brussels Mobility, Brussels-Capital Region

Karl Determe, Open Data Brussels Mobility, Brussels-Capital Region

Brecht Debusschere, Exploitation Brussels Mobility, Brussels-Capital Region

Jean-Rodolphe Dussart, Directeur Stratégie Brussels Mobility, Brussels-Capital Region

Jean-Paul Gailly, Directeur Général Brussels Mobility, Brussels-Capital Region

Claire Lodor, Staff Brussels Mobility, Brussels-Capital Region

Mathieu Nicaise, Collaborateur à la Direction Stratégie Brussels Mobility, Brussels-Capital Region

Luc Swartebroeckx, Directeur, ITS Projects Brussels Mobility, Brussels-Capital Region

Michaël Weymeersch, Ingenieur verantwoordelijk voor de uitrustingen Brussels Mobility, Brussels-Capital Region

Tine Van Woensel, Ingenieur verantwoordelijk voor de uitrustingen Brussels Mobility, Brussels-Capital Region

Dimitri Strobbe, Advisor Public Works/Mobility Cabinet of Minister Smet, Brussels-Capital Region

Floris Tack, Legal Advisor Cabinet of Minister Smet, Brussels-Capital Region

Frederick Van Malleghem, Directeur Cambio CarSharing

Patrick Van Vooren, Operations Director CIRB (BRIC)

Eric Auuière, Manager CIRB (BRIC)

Johan Van Looy, Directeur Vlaams-Brabant De Lijn

Hugo Kerschot, Project Coördinator ECIM

Xavier Tackoen, Administrateur-Délégué Espaces Mobilité Smarter Cities Challenge report 39

Name and title Organization

Paul Timmers, Director, Sustainable and Secure Society European Union – DG for Communications Networks, Content and Technology

Michel Hubert, Professor Facultés Universitaires Saint-Louis

Bianca Debaets, State Secretary Government of the Brussels-Capital Region

Pascal Smet, Minister responsible for Mobility and Public Works Government of the Brussels-Capital Region

Christophe Christiaens, Policy Advisor Innoviris

Katrien Mondt, Directrice Général Innoviris

Peter Van Der Perre, Directeur ITS.be

Jerôme Blanchevoye, Directeur général adjoint Villes & Finance JCDecaux-Villo!

Philippe Matthis, Directeur Général Adjoint Port of Brussels

Valérie Tanghe, Directrice Marketing et Développement Port of Brussels

Jan Capon, Chef de projet “Véhicules électriques” Sibelga

Mehdi Khrouz, Ingénieur Metering Sibelga

Koen Christiaen, Responsible Vision ICT – RER/GEN NMBS/SNCB

Nancy Geyskens, Head of Strategy and Economic Analysis NMBS/SNCB

Ine Polling, Economiste SPF Mobilité et Transport/FOD Mobiliteit & Vervoer

Valerie Verzele, Directeur Général SPF Mobilité et Transport/FOD Mobiliteit & Vervoer

Joachim Bergerhoff, Senior Strategic Analyst STIB/MIVB

Charles Scharpé, Responsible DMTS TEC

Salima Abu Jeriban, Director Strategy and Innovation Technum-Tractebel

Arrid Fossen, New Business Development Manager Touring

Karel Van Coillie, Manager Legal Department Touring

Jan Van Doren, Directeur VOKA Metropolitan

Régis Leruth, CEO Zen Car

Kwinten Lambrecht, Blogger www.lambyk.com 40 Brussels-Capital Region, Belgium

B. Team biographies

Alessandro Bianconi Mark Goldstein CFO Global Technology Services Associate General Counsel Italy Corporate Development Armonk, NY

Alessandro Bianconi currently serves as Director of Finance Mark Goldstein is Associate General Counsel in the IBM Corporate for IBM Global Technology Services in Italy. He is responsible for Development law group. Along with two other attorneys, Goldstein financial operations, planning, pricing, management and controls has legal responsibility for the company’s worldwide acquisition and across the infrastructure services unit, which represents about divestiture activity. In his 30-plus years serving IBM in various legal 55% of IBM Italy’s revenue. capacities, Goldstein has navigated complex project management processes with a range of governance models as part of performing Since joining IBM in 1990, Bianconi has honed his expertise extensive due diligence. Through these experiences, he has developing business plans and governance models, as well as developed strong interview skills and mastered the ability to identify collaborative models of data sharing. He became well acquainted and weigh knowledge gaps, which support informed negotiations with Belgian politics and culture in his recent position as Director and sound decision making. of Finance at IBM Benelux and previously held the same role at IBM Global Financing in Southwest Europe. He has also served Before joining the group in 2005, Goldstein held several positions several international assignments, including two years in the US in the IBM legal department, including Area Marketing Counsel in as a Global Services corporate analyst on the IBM controller team Washington, DC, in the early 1990s. Admitted to the New York bar, and five years in the company’s Europe, Middle East and Africa Goldstein is a graduate of Binghamton University and St. John’s Global Services finance organization. Bianconi earned a degree University School of Law, where he was on the Dean’s List and in economics from Università Bocconi, Milan, in 1989 and a degree a member of the Law Review. in business administration from Open University, UK, in 1997. Smarter Cities Challenge report 41

Christian Raetzsch Sugandha Shah Vice President, Technical Sales Client Solutions Executive Systems Group Global Major Deal Team Asia Pacific Pune, India

Christian Raetzsch is an IBM executive with more than 25 years of Sugandha Shah is an Associate Partner, working primarily with experience in the IT industry. Currently based in Singapore, he leads clients and IBM stakeholders to help develop unique strategies and the IBM Systems Group technical team in the Asia-Pacific region. technology solutions that address client requirements and quantify Through diverse work spanning various parts of management key client business benefits. A specialist in travel and transportation systems, Raetzsch has become highly skilled at decoding complex (T&T), Shah has advised many clients in the airline, rail, logistics, systems by understanding how dots connect and what motivates transport and hospitality industries across the globe. She is also various stakeholders. An engineer and computer-programming part of the IBM international network of industry specialists, sharing expert, Raetzsch has a keen ability to propose creative solutions in her deep personal industry experience with a broad network of response to big challenges. He contributed this skill to the company’s colleagues that possesses significant expertise, content and support. Smarter Cities Challenge once already, with his participation in Burlington’s (USA) plan to propose greenhouse gas reductions that Shah has contributed her rich subject knowledge to IBM Citizenship would maximize the value of existing investments, including the city’s previously, by serving on the Smarter Cities Challenge team in Nice smart grid infrastructure. (France) to recommend a path to smarter transportation for the city. The focus of the Nice Challenge was on the multimodal transportation Before joining IBM, Raetzsch helped Austrian banks develop and hub project of Saint Augustin as part of the Eco Valley project but introduce software for personal and mobile computers and provided also as part of the global transportation ecosystem of the NCA client advisory services. He started his career in IBM Austria 25 years urban community. ago, advising clients, and later took on leadership positions in the company’s Services business and Systems Group. Raetzsch holds Shah’s history of service with IBM also extends to her travels to Kenya a degree in civil engineering from the Technical University in Graz, with IBM Corporate Service Corps to build a plan for a public services Austria, and a certificate in management from the Open University framework that would support an eGovernment strategy. Business School, UK. 42 Brussels-Capital Region, Belgium

Donna Shum Paul Slayton Delivery Project Executive Director of Strategy IBM Global Business Services IBM Global Financing Vancouver, Canada Armonk, NY

Donna Shum is a Delivery Leader with IBM Global Business Services Paul Slayton is the Director of Strategy and Market Insights for and has more than 15 years of experience in the information technology the IBM Global Financing subsidiary. He leads the development field. She has led IBM projects in application maintenance and of the unit’s strategic plans, drives business development projects development, as well as system integration across sectors. An expert and guides the market insights team. Throughout his career, Slayton in complex program delivery, Shum has a keen ability to understand has acquired extensive experience in developing strategies and and assess the resources and capabilities required to carry out solutions governance models to support their implementation. His expertise and to determine whether an initiative can be successfully executed includes collecting large amounts of data from various sources, and delivered. In her current role in application services for the applying analytical frameworks to that data to surface insights and telecommunications sector, Shum leads a large portfolio of programs communicating those findings to stakeholders. Market research involved in custom application development, web services and and analytics projects initiated and led by Slayton have strengthened application maintenance and testing. She also has 18 years of the IBM value proposition and improved seller effectiveness. experience in the airline industry. In her previous assignment, she managed a team responsible for application maintenance and Slayton has more than 20 years of experience at IBM in a variety enhancements for several mission-critical legacy systems for of leadership positions in Corporate Competitive Intelligence, Web a major travel and transport client. Hosting Services and Engineering Development for mainframe and supercomputing systems. He holds a BS in computer science and Shum is a strong leader and has a proven track record of delivering engineering from the University of Pennsylvania, an MS in computer excellence across her portfolio of projects. Her strengths include engineering from Syracuse University and an MS in management bringing the right people together and creating a climate that of technology from the National Technological University. promotes teamwork and innovation for her customer. She has strong customer relationship-building skills and has gained the trust and confidence of her clients through demonstrating business value and consistently delivering at the highest level. Smarter Cities Challenge report 43

C. References Hubert, M., Dobruszkes, F., and Macharis, C. “Mobility to and from, around and about Brussels.” Brussels Studies. Citizens’ forum 1 Brussels Enterprises Commerce and Industry (BECI). “Le Livre Brussels. Synopsis nr. 1, January 5, 2008. www.brusselsstudies.be/ Blanc de la mobilité: 50 Idées Pour Faire Bouger Bruxelles,” medias/publications/EN_69_CFB1.pdf 2nd edition, December 2013. www.beci.be/media/uploads/ public/_custom/Voice_of_Brussels/Livre_blanc_mobilite.pdf “A Vision on Mobility of the Future.” Based on the forward-looking study Mobil2040 conducted by Technum and Espaces-Mobilités on 2 “Smart City, Smart Mobility?!”. Conférence de presse Agoria behalf of Brussels Mobility. Brussels Mobility. www.mobil2040.irisnet. Bruxelles. January 14, 2015. be/resource/static/files/Brochure/brochure_en_20fev_ld-1-.pdf

3 KPMG. Study on company cars. June 12, 2012. www.kpmg.com/ “Brussels Metropolitan Mobility Vision.” Brussels Metropolitan. be/en/what-if/mobility/pages/company-cars.aspx www.brusselsmetropolitan.eu/docs/mobility-bm.pdf

4 Villo! JCDecaux. Presentation to IBM Smarter Cities Challenge Port de Bruxelles (port.brussels). “Masterplan du Port de Bruxelles team. March 5, 2015. à l’horizon 2030.” www.portdebruxelles.be/fr/49/Centre-de- documentation Additional resources De Witte, A., Hollevoet, J., Dobruszkes, F., Hubert, M., and Macharis C. Vanden Broeck, L. “The Port of Brussels – A Major Actor for Urban “Linking modal choice to mobility: A comprehensive review.” Distribution.” Port de Bruxelles (port.brussels). February 26, 2015. Transportation Research Part A 49 (2013): 329 – 341. “Smartcity.brussels: a smart city strategy for the Brussels-Capital Lebeau, P. and Macharis C. “Freight transport in Brussels and its Region.” Executive Summary, BRIC White Paper. Brussels Regional impact on road traffic.” Brussels Studies 80, October 20, 2014. Informatics Centre. www.smart-brussels.be www.brusselsstudies.be/medias/publications/BruS80EN.pdf Voka Metropolitan. Marketing brochure. www.voka.be/metropolitan “Better use of infrastructures to reduce environmental and congestion costs.” OECD Economic Surveys: Belgium 2013, Brussels Mobility. Open data license. 75 – 104, OECD Publishing, May 7, 2013. http://dx.doi.org/10.1787/ www.bruxellesmobilite.irisnet.be/content/opendata eco_surveys-bel-2013-5-en Brussels Mobility. “Brussels Smart Mobility Platform, a step Economic Surveys: Belgium 2013, OECD Publishing, 2013. towards the future.” www.mobil2040.irisnet.be/fr/plate-forme- brussels-smart-mobility--un-pas-de-plus-vers-le-futur. Hubert, M., Lebrun, K., Huynen, P., and Dobruszkes, F. “BSI html;jsessionid=9C46A377023428B8269A92FC3295910E Synopsis. Daily mobility in Brussels: challenges, tools and priority undertakings.” Brussels Studies 71, September 18, 2013. “Urban mobility in transition? The importance of free-floating www.brusselsstudies.be/medias/publications/BruS71EN.pdf carsharing for transport and the economy.” civity Management Consultants. http://matters.civity.de/index_en.html 44 Brussels-Capital Region, Belgium

Lebrun, K., Hubert, M., Dobruszkes, F., and Huynen, P. “Cahiers “Singapore: The world’s first digital congestion charging system.” de l’Observatoire de la mobilité de la Région de Bruxelles-Capitale DAC & Cities, Danish Architecture Centre. www.dac.dk/en/dac-cities/ — L’offre de transport à Bruxelles.” Brussels Mobility, 2012. sustainable-cities/all-cases/transport/singapore-the-worlds-first- www.bruxellesmobilite.irisnet.be/articles/la-mobilite-de-demain/ digital-congestion-charging-system observatoire-mobilite Verkehrsverbund Berlin-Brandenburg GmbH. Lebrun, K., Hubert, M., Huynen, P., De Witte, A., and Macharis, C. www.vbb.de/en/article/about-vbb/the-company-vbb/7677.html “Cahiers de l’Observatoire de la mobilité de la Région de Bruxelles- Capitale — Les pratiques de déplacement à Bruxelles.” Brussels “Spin-Up: Design & Human engineering of urban public Mobility, 2013. www.bruxellesmobilite.irisnet.be/articles/la-mobilite- (transport) space.” Yellow design Foundation, August 2013. de-demain/observatoire-mobilite www.ydesignfoundation.org/img/PDF/SPIN-UP_EN_AUGUST2013.pdf

Lebrun, K., Hubert, M., Huynen, P., and Patriarche, G. “Cahiers de “Expert Group on ITS for Urban Areas: Guidelines ‘Multimodal l’Observatoire de la mobilité de la Région de Bruxelles-Capitale — Information.’” European Commission, Directorate-General for Mobility Les pratiques de déplacement à Bruxelles: analyses approfondies.” and Transport, Directorate C – Innovative & sustainable mobility, C.3 Brussels Mobility, 2014. www.bruxellesmobilite.irisnet.be/articles/ – Intelligent transport systems. 2011. www.predim.org/IMG/pdf/ la-mobilite-de-demain/observatoire-mobilite Urban_ITS_Expert_Group_-_DraftGuidelines_-_Multimodal_ information_service.pdf Eboli, L. and Mazzulla, G. “Performance indicators for an objective measure of public transport service quality.” European Transport \ “Connecting People and Places: Integrated Mobility Plans for Trasporti Europei 51, number 3, 2012. www.openstarts.units.it/ Sustainable Cities.” UITP: Advancing Public Transport. Action Points dspace/bitstream/10077/6119/1/ET_2012_51_3%20-%20Eboli for the Public Transport Sector, April 2014. www.uitp.org/connecting- %20e%20Mazzulla.pdf people-and-places-integrated-mobility-plans-sustainable-cities

Brussels, Sustainable City. Mobility. “EMTA Barometer: 2013 data.” European Metropolitan Transport www.sustainablecity.be/themas/mobility Authorities. www.emta.com/IMG/pdf/barometro2013-27feb15-3.pdf

“Bus and Rail Transit Preferential Treatments in Mixed Traffic: IBM Smarter Cities Challenge team. Brussels Mobility Survey, A Synthesis of Transit Practice.” TCRP Synthesis 83, Transportation Survey Monkey. Run February 28 – March 9, 2015. Research Board of the National Academies. Washington, DC, 2010. http://onlinepubs.trb.org/onlinepubs/tcrp/tcrp_syn_83.pdf “Turning the Trend: How Germany Succeeded in Financing Comprehensive Urban Transport Systems.” Deutsche Gesellschaft “Promoting Innovation and Progress in Transportation.” für Internationale Zusammenarbeit (GIZ) GmbH. May 21, 2013. Transportation Research Board of the National Academies. www.trb.org/Main/Home.aspx Smarter Cities Challenge report 45

D. Best-practice case studies 2. Rio De Janeiro Crisis/Emergency Operations Center integrated portal allows access to centralized 1. “Verkehrsverbünde Berlin-Brandenburg” — incident-related information mobility data collection Challenge Challenge • Improve city traffic flow, safety and responsiveness to various • Mobility data across modes of transportation not integrated types of incidents, such as accidents and events • Limited understanding of hot spots and patterns of movement Solution Solution • A Traffic management solution that supports the following: • A special project launched to study “Intermodality Mobility” –– Dashboard view for information and action about incidents — that consisted of the following: accessible from multiple channels –– Citizens volunteer to participate –– Information integration from different agencies and systems –– Mobile app created to record mobility data to create AlertaRio, a traffic monitoring system –– Data on mobility patterns and needs –– Process management panel to execute and monitor crisis –– Capture new requirements and expectations management plans –– Data analyzed by research institutions “Infas” and “Innoz” –– Real-time communication with teams through instant –– Results shared with participating citizens messaging, radio, mobile devices and other methods • Rio de Janeiro hired a COO as it developed an intelligent operations Business benefits center — this center’s main responsibility was to coordinate daily operations across multiple agencies. • Reliable data for analysis and planning across all modes of transport • Direct feedback from citizens on mobility needs and expectations Business benefits • Rio has gained a comprehensive view of emergency-related resources and systems, reducing rescue efforts from days to hours using the intelligent operations center. 46 Brussels-Capital Region, Belgium

3. “Verkehrsverbünde” — transportation associations 4. Lyon multimodal traffic planner in Germany, Switzerland and Austria Challenge Challenge • Improve mobility of people in an urban context, using information • Public transport service quality and coverage issues in services and intelligent traffic management metropolitan areas, including timetables, tickets and fares • To answer the following question for citizens and visitors: that were not integrated “How can I get from A to B at the fastest rate or cheapest price?” • Provide incentives and tools for modal shift by adapting current Solution mobility habits through information • Service providers in a metropolitan area form a traffic association that follows a “One timetable. One fare. One ticket.” structure, Solution to deliver the following: • The Lyon solution predicts traffic road speed and arrival times and –– Standard model in the eyes of citizens using public transport coordinates city responses across transportation networks within –– Common conditions of carriage the city, such as buses and trams. –– Distribution of fare revenues/revenue sharing • The travelers mobile app, called “Smartmoov,” accesses real-time –– Aligned marketing and public relations information on traffic for a more seamless, multimodal transportation –– Alliance-wide market research and planning experience, combining, for instance, bicycle, vehicle and public –– Provision of passenger information on services offered transit in a single route. by the alliance • The service uses predictive analytics, which can help a traveler –– Balancing of the interests and positions of responsible easily bypass a traffic jam, and provides details about the location authorities and carriers and interconnections of the transportation options. • More than 50 Verkehrsverbünde have been created to date: –– Began in 1965 in Hamburg and subsequently in Hannover, Business benefits München, Frankfurt, Nordhessen, Bremen, Berlin-Brandenburg, • 20% improvement in ridership of public transit Zurich and across Austria • Reduced auto traffic by 8% • Anticipated reduction of CO2 by 800,000 tons by 2020 Business benefits • Integrated transit information • Improved and consistent mobility services for metropolitan areas • Enhanced traveler experience across all service providers • Management of mobility services from a citizen perspective across various entities and stakeholders Smarter Cities Challenge report 47

5. Singapore Land Transport Authority used 6. Stockholm Road Administration breaks the electronic road pricing to reduce traffic congestion gridlock with a smart road use-management system

Challenge Challenge • With Singapore’s population growing, the Singapore Land • The city of Stockholm needed to gain control over growing Transport Authority (LTA) needed a way to head off traffic urban traffic congestion. congestion and maintain its world-class business climate. • Despite a progressive public transport network serving 70% of commuters in this Scandinavian city, the roads running through Solution the city’s central business district handled an average of 450,000 • An Area License System (ALS) that charged drivers for entry vehicles per day, making major traffic congestion a daily occurrence. into Singapore’s central area was introduced in 1975. • The system was updated to vary the prices based on traffic Solution conditions and by vehicle type, time and location. • Design, build and operate a fully automated road-use charging solution that employs advanced automatic license plate recognition Business benefits (ALPR) and radio frequency identification (RFID) technologies • The ALS led to an almost immediate 45% reduction in traffic and a 25% decline in vehicle crashes. Business benefits • After upgrading the system, traffic levels have decreased • Significant reduction in economic costs associated with another 15%. traffic congestion • 65% of commuters now use public transport, an increase • Generation of an estimated €84 million that can be channeled of nearly 20%. toward further reduction of congestion, making the initiative • CO2 emissions are reduced by 176,400 pounds annually virtually self-sustaining in the charging zone. • Improved climate for commercial transport and logistics • Particulate matter (soot) is reduced by 22 pounds annually. • Improved air quality • Revenues collected from the system cover its costs, and any • Improved response time for emergency vehicles remaining revenue is applied toward the construction and maintenance of roads and public transportation initiatives.

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