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Workplace, Course Centre, Municipality and
Regional Tourism An Integrated Mobility
Management in Magglingen/Evilard, Switzerland
Eva Martin-Diener1, Raffaela Léchot1, Rolf
Steiner2
1 Swiss Federal Office of Sport Magglingen,
Switzerland 2 verkehrsteiner Bern, Switzerland
ECOMM San Sebastian, May 13-15, 2009
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Contents

• Location
• Challenge and aims
• Development of the MM
• Measures
• Results
• Costs
• Summary and conclusions

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Location
Magglingen (900-1000 m)
Evilard (650-750 m)
Biel/Bienne (450 m)
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Public transport
Evilard
Biel/Bienne
Magglingen
Train station (Intercity trains)
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Public transport
funicular railways
Evilard
Biel/Bienne
Magglingen
Train station (Intercity trains)
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Public transport
funicular railways
Evilard
Biel/Bienne
Magglingen
Buses
Train station (Intercity trains)
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The Federal Office of Sports FOSPO
Main buildings
funicular railway station
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The Federal Office of Sports FOSPO
Parking lots
Main buildings
funicular railway station
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The Federal Office of Sports

• Unit of the federaladministration
• Course centre
• Technicaluniversity
• 300 employees, 120 students
• 120000 customers annually (2008)
• 2003 about 280 permanent parking spaces

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Local and regional tourism
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Challenge in 2003 / Aims

• Parking situation often out of control
• More customers expected
• gtgtgt Meet the mobility needs of
• Employees
• Customers
• Local residents
• Local tourism
• gtgtgt Without constructing more parking spaces

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Development of the MM

• Process and organisation
• Methods

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Process and organisation

• Initiative and lead FOSPO
• Project group at FOSPO
• Mandate to a professional MM expert
• Commitment of the management
• Local authorities involved
• Two year process

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Methods

• Assessments of travel behaviour, needs, attitudes
  and expectations of employees and customers
• Assessment of acceptance of different measures
• Estimation of potential modal shift away from
  private cars, for different measuresgtgt Overall
  about 1/3
• Baseline counts on parking lots

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Measures

• Make private parking less attractive
• Encouragement of public transport use and walking
  / cycling
• Communication
• Collaboration with municipality
• Employment of a mobility manager to implement
  the concept (50 job)

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Make private parking less attractive

• Price for all-year parking card doubled for all
  employees
• Fees for spontaneous parking introduced or
  increased respectively for all parking
  spaces,for all users
• Massive control
• Eco-bonus for employees NOT requesting an
  all-year parking card in Magglingen
• Encouragement of car sharing and parkride

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Encouragement of public transport

• Prize reduction on regional public transport pass
  (job ticket)
• Coordination of bus with funicular railway
• Coordination of course schedules with public
  transport timetables
• Communication of public transport connections and
  timetables to course organisers and participants

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Encouragement of cycling

• Improved cycle parking at funicular railway
  station in Biel/Bienne
• Improved cycle parking at FOSPO
• Participation in nationalbike to work campaign

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Communication

• Continuous informationof employeesand customers
• Local media
• New signalisations

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Collaboration with municipality

• multifunctional school bus
• Circulates between villages and training
  facilities of FOSPO
• Primarily for school children, but
• Denser timetable than necessary for school
• Free for employees, course participants and the
  public
• Additional costs mainly covered by FOSPO

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Results

• MM is operated successfully since January 2005
• MM is well accepted by employees, customers and
  local residents
• Existing parking spaces are sufficient despite an
  increase in the number of customers
• 2003 60 of employees required parking space
  2007 40
• Implementation could be reduced from a 50to a
  20 job

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Costs (without new infrastructure)

• Income (2007) 170000 Euro
• Parking fees 60
• All-year p. cards 25
• Parking fines 14
• Other 1
• Expenses (2007) 110000 Euro
• Eco bonus 28
• School bus 21
• Parking control 21
• Mobility manager 10
• Job tickets 9
• Other 11

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Summary and conclusions

• Project was highly complex
• Potential for modal shift was limited
• Estimated modal shift could be realised
• Every single measure was probably necessary
• System is financially self-sustaining
• Professional support for development and
  resources for implementation were crucial
• After some two years MM was routine for all
  affected groups

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Thank you very much for your attention!