2. 2
This paper is supporting the two white papers
which have already been produced by Atkins:
• Journeys of the Future; and
• Connected and Autonomous Vehicles.
Publication date 28 October 2016
3. 3
Contents
Intelligent Mobility 04
What is ‘iM’? 05
This paper 06
What is Journey Management? 08
Journey Management in more detail 09
Customer Experience 10
Data to Information 10
Innovation 10
Network Optimisation 11
New Business Model 11
Ticketing 11
Quantifying the problem 12
Quantifying the solution 14
Creating a glide path to Mobility 15
Data ownership 16
Why now? 18
How does it work? 19
Before and after 20
Freight Mobility 22
Benefits 24
Application 26
Challenge 28
Conclusion 30
Case Studies 32
About the authors 34
4. 4
iM
INTELLIGENT
MOBILITY
WITH ATKINS
Intelligent mobility will transform the transport sector and has an estimated global market
of £900 billion by 2025 (Transport System Catapult study) . Intelligent Mobility is focused
on connecting people, places and goods across all modes of transport. Unlike standard
approaches to date, it is not ‘vehicle’ or mode-focused, but looks at the system as a whole,
and examines demand and utilisation from a total journey perspective. Most importantly, it
puts the user at the centre, providing a personalised travel experience.
Connected and
Autonomous Vehicles
are a hot topic across the globe. The
UK are investing £100 million from
2016-2020 to ensure the UK is at the
forefront of this technology.
Connected and Autonomous Vehicles
will provide significant benefits to the
UK from a reduction in congestion
levels and accidents to increasing
accessibility. They also play a
fundamental role in delivering Mobility
as a Service.
From fully driverless to self-parking, to
traffic jam assist capability, connected
and autonomous vehicles offer a
range of services and business models
that can improve how the network
functions and how we live our lives.
Mobility as a Service
is transforming the user's journey
by delivering transport as a service
instead of a function to facilitate
travel. Transport is currently a range
of modes and systems all operating in
silos. Mobility as a service is focused
on breaking down those silos.
Journey Management
plays a fundamental role in delivering
Intelligent Mobility and provides the
foundations for Mobility as a Service.
Journey Management is about
creating a seamless multi modal travel
experience while also providing the
network operators with a range of
data generated by the users enabling
them to understand how the network
is operating and requirements of their
customers. Journey Management
enables users to undertake any multi
modal journey, include personalisation
to their journey options and have
trust in the information they are
being provided.
5. 5
Intelligent mobility is an end-user and outcome-
focused approach to connecting people, places
and services - reimagining infrastructure across all
transport modes, enabled by data, technology and
innovative ideas.
It will transform people’s journeys and the
movement of goods, whilst increasing the efficiency,
sustainability and safety of our transport systems
and cities worldwide.
6. 6
iM EXPLORES JOURNEY MANAGEMENT
AND THE KEY QUESTIONS FACING
GOVERNMENTS, TRANSPORT SERVICE
PROVIDERS AND OPERATORS
6
7. 7
WHAT IS IT?
It is creating a frictionless service, powered with cutting edge technology,
that enables the most efficient and stress free movement of people and
goods from A to B. This optimises network performance and maximises
available capacity.
WHY MUST WE ACT?
The network is creaking, the challenges are growing, the demands of the
customers are increasing. We cannot afford to stand still and throw money
at old solutions.
WHO BENEFITS?
We all should. If the network is dynamic, intelligent and personal then
the service benefits the user and the network manager alike. The aim is to
make technology work for all of us.
WHEN IS IT HAPPENING?
It’s already started! From apple pay to autonomous vehicles, the
technology is already available. Governments and public regulators
must rise to the challenge and enable tomorrow’s innovations to be
proportionately tested and deployed today.
HOW DO WE START?
We must be brave and take the first step. Fear of failure should not be
the death knell of innovation. We must create experiments and proof of
concepts that grow organically supported by a robust strategic framework.
8. 8
WHAT IS
JOURNEY
MANAGEMENT?
Journey Management is
about connecting people,
services and information
together in real time.
Journey Management is
more than just transport, it
links to other services such
as health and education
and includes a seamless
payment method which
covers all modes. In short,
Journey Management is
about connecting the right
information to the right
person at the right time. A
positive customer experience
is key to developing and
maintaining market growth.
The travelling public look for
ease and reliability of travel
between A and B, and a cost
efficient system in place to
facilitate their choices.
Intelligent Mobility looks
to connect people, places
and goods across all modes
of transport, and as such,
Journey Management
is fundamental in
delivering this.
Journey Management looks
to provide a behaviour led
approach to technology
deployment, rather than
being technology led.
Outcomes are driven by
customers’ behaviours
and requirements instead
of by the technology
developments. The market
is changing and transport
providers, authorities and
cities will play a new role
going forward, providing
services that can be tailor-
made to the individual.
8
9. 9
Journey Management is characterised by:
Customer Experience
A real understanding of the needs, preferences and behaviours
of people and businesses.
Data to Information
Effective exploitation of ubiquitous data (everyday data).
Innovation
Capitalising on advances in technology in areas such as the
Internet of Things (a network of objects embedded with
electronics so they can collect and exchange data), sensors and
autonomous systems.
Network Optimisation
Transport networks operating freely and reliably at optimal
capacity with seamless interchange between different modes.
New Business Models
A vibrant commercial market continually encouraging
business innovation and applying experience from beyond the
transport world.
Mobile Interoperable Dynamic Ticketing
A seamless ticketing system which is available anytime
and anywhere.
10. 10
Customer Experience
1. Customer needs - Understanding the customers requirements.
2. Information - Providing the right information at the right time.
This enables the user to make an informed decision to reduce
travel, reroute, retime, remode or continue their usual journey.
3. Timely - Regular updates before and during the journey.
4. Sharing - Two way sharing of information to improve the
network and user experience.
Data to Information to Intelligence
1. Single source of Truth - Bringing actionable data together and
making sense of it all.
2. Trusted Information - The customer must BELIEVE what they
are being told.
3. Reliable - 100% accuracy at all times. This is about
BRAND recognition.
4. Resilient - When things go wrong on the network, the
intelligence the customer gets is more important than ever.
5. Accessible - Any device, any location, any person -
these are the basic requirements of use.
Innovation
1. Future Proof - Understand where legacy equipment fits and
more importantly, where it does not.
2. Architecture - Define a modular approach to design, creating
building blocks of capability that can be linked together.
3. Agile - Solutions must be capable of adapting to the new
technologies and services that become available.
4. Interoperable - Standards and interface requirements must be
clear and unambiguous.
5. Organisation - Sometimes it’s not just about the technology, as
the organisation itself must be innovative.
11. 11
1. Access - A sustainable solution using technology that is understood and
enjoyed by the travelling public.
2. Interoperable - One ticket for all transport networks.
3. Personal - Link your mobility options to incentives that are right for you. This
can be selecting the fastest route, least changes, quietest route or even being
rewarded for deciding not to travel at all.
4. Shared Economy - Exploit new routes to market for the payment of services
linked to mobility choices across the whole supply chain.
1. Balance - Manage the push and pull of the various users against the capacity
of the network so that a trusted steady state is created.
2. Trust - Where customers and network operators trust the information they
receive - this is about fostering positive relationships.
3. System - A system of systems approach is needed, where the groups of
capability and technology are linked together and perform at a system level.
4. Dynamic - The network must be agile and responsive to meet the changing
needs of the population. It must look to predict, manage and anticipate
demand at a second by second rate.
5. Resilient - The system needs to operate as efficiently as possibly to
optimise capacity.
6. Multi-modal - Mobility is about all modes, and the operators must work
together to achieve a seamless multi model system.
1. Opportunity - It is a disruptive time where the future is unknown. Time to
consider how new market space is impacted and revenue created.
2. Services - On line, on demand, revenue generating services for direct
consumption must be part of the mobility solution.
3. Engagement - The ability to reach out to the customer across a multitude
of platforms to question, listen and learn from their actions and provide for
their needs.
4. Collaboration - The ecosystem is massive. No single company can provide
a solution. Engagement, both culturally and business wise, is needed to
encourage a collaborative system.
Network Optimisation Fundamentals
New Business Model Fundamentals
Ticketing Fundamentals
11
12. 12
The current problem with Transport
is that none of the options are really
integrated. This means that different
users with differing requirements
are battling against each other, the
reduced road space, the limited
parking options, the crowded buses,
the emissions levels and the busy
street furniture on a daily basis. We
accept these as problems but little
is being done in a coordinated and
strategic way to address them.
We face a number of challenges today
and unfortunately it isn't getting
any easier. Cities are growing, rural
communities are battling to remain
relevant, and transport, the backbone
of the economy is shuddering under
the pressure being applied. Smart
Ticketing has been attempted by
many individuals, yet users cannot
use one ticket for all their journeys
across the UK!
What about Journey Planners –
have they made a measurable
impact in the reduction of
congestion or stress for journeys?
Yes, they have made some
improvements to users' journeys.
However significant improvements and
benefits are yet to be seen.
Journey Planners do provide some very
useful information, but in general they
struggle with multi modal journeys,
real time updates and payment
methods. Numerous journey planners
are often very difficult to navigate and
require a lot of input from the user.
They often feel like the first dish of
a 3 course menu, except the other
dishes - comfort, freedom, payment
mechanisms and real time updates
and choices are never served up.
This results in an overall negative
customer experience.
Similarly most existing systems /
journey planners are not personalised
to the user so only generate generic
travel options. For example a user
might prefer to drive to a different
station if their child is at school in
the area/parking is cheaper or other
reasons. Yet a traditional Journey
planner will only provide generic
options for the user which restricts the
users' journey options.
What can we do about this?
The solution is to deliver personalised
journey options and make the system
work for all of us. The system needs to
understand the needs of the user and
the network operator.
Can we exploit technology?
Yes, if we do it in the right way. We
live in a digital age, information is now
available at the touch of a button or a
voice command.
Transport has begun to take
advantage of this but that is causing
more problems. There are so many
different versions of the truth about
your journey that users jump from
one app to a website to another
app to try and see what the right
information might be.
Can we solve this issue?
Yes, the solution is an integrated
network system with data sharing
which provides one source of truth
that the user can trust. This is a very
difficult outcome to achieve as there
are numerous companies across the
UK which all operate in silos e.g rail
and bus operators. We need the
system to work as one, enabling
the user to undertake a seamless
journey on one ticket, one payment
system and one information platform.
London's Oyster and contact-less
payment system enables one payment
mechanism for travel within London.
This has transformed travel within
London however it lacks the ability
to provide one source of truth, as the
validity of information about delays
and incidents is different depending
on which website/app you are using.
that the user can trust. A single source
of truth means bringing all the data
and information that currently exists
and linking it all together in a reliable,
sensible and consistent way.
QUANTIFYING
THE PROBLEM
13. 13
24.3mph
The average speed during
the weekday morning peak
(7:00-10:00) on local authority-
managed ‘A’ roads in England in
the year ending September 2014.
(DEPARTMENT FOR TRANSPORT)
124The average amount of hours
a British driver spends stuck
in gridlock annually, and this
is set to rise to 136 hours in
2030, equivalent to 18 working
days a year.
(INRIX)
said that driving to work in the
rush-hour increased anxieties.
(BRITISH ANGER MANAGEMENT ORGANISATION)
68%
of all journeys made in the
UK are subject to negative
experiences.
(TRANSPORT SYSTEM CATAPULT)
75%
13
14. 14
QUANTIFYING
THE SOLUTION
The cost of 10% of all commuters wasting half an hour due to severe incidents/congestion/
accidents on the network and a lack of information.
£1,438,592 a month
The cost of 25% of all commuters wasting 5 minutes of their commute due to lack of
information, lack of options and ticketing/payment issues.
Journey Management will save £599,413 a day
If 30% of these journeys benefited from Journey Management this would save
£72million per year.
This equals £243million a year
The cost of 5% of all commuters wasting an hour due to severe incidents/congestion/accidents
on the network and a lack of information.
£7,192,963 a year
15. 15
The successful running of a vibrant
transport network is made up of a
number of complex and different
parameters. In fact, the ecosystem,
which combines customers,
behaviours, technology and
operations together in a seamless and
optimised way is at the heart of what
is being proposed.
There must be an ecosystem, or
multi-stakeholder engagement
platform, that supports the successful
deployment of mobility based
solutions. For this to be achieved it
cannot be done in isolation and the
government must define at a national
level what is required for a sustainable
solution to take shape; one that
links a number of companies with
competing offers together. The UK
can establish itself as market leader
by developing a targeted operating
model for engagement that protects
and optimises the various market
offerings. The government should
assume the role of an enabler. This
operating model must define the
engagement across parties as well as
the technical requirements, such as
data flow and security, necessary for
implementation.
No longer is it sufficient to deploy
technology for technology’s sake.
New approaches are vital in order to
proactively engage and collaborate
with the customer and their needs and
engage with them in a meaningful
fashion. The psychology for change
and the behaviours that underpin
this, both real time and predictive in
nature, need to be explored in order
to implement effective behaviour
change. It is also important to
recognise that the customers using the
network have different requirements
and that all customers of the Network
need to be catered for, including
vulnerable users.
Journey Management is a data rich
world. With the growth in connected
and autonomous vehicles as well as
the increase of mobile based devices,
huge volumes of data will be created
in order to drive new market offerings.
Highways England, Department for
Transport and cities have access to
a huge amount of existing data.
However, to capitalise on this, it must
be made clear what the roles of the
institutions are going to be and how
the organisation, the technology, and
the data can be linked together in
the most innovative and robust way
possible. The UK can be a world leader
in establishing a market focused
independent data exchange role that
allows for data from all providers to
be handled in an anonymous way
that drives value creation as well as
network optimisation.
It is key that once behaviours are
understood and quality information
provided to the customer, that an
ongoing framework for sharing
and exchange is established,
further developing the relationship
between information provider and
user, as both parties benefit from
knowledge transfer.
1
4
2
5
3
To enable the transition to a mobility based provision
of services, there are 5 key considerations:
CREATING A GLIDE
PATH TO MOBILITY
17. 17
Technology is converging and as new products and systems
enter the market, be it Connected or Autonomous vehicles,
mobile phone applications or the Internet of Things; they
are all interconnected, sharing information about their
users and surroundings. This raises several questions
around the management, accountability, governance and
commercialisation of data. More specifically:
1. Who is responsible for the information
being shared?
2. Who and what information is being shared?
3. Who is the information being shared with?
4. How is the process regulated i.e who is making
the decisions based on the new data?
5. How is it being commercialised and how can skills
be created in line with market demand?
6. Who is going to check and analyse the accuracy
of the data?
It is vital we address these questions in order to use
technology as an enabler; and as we move from
experimental to everyday it will reshape the design and
delivery of transportation.
The availability of data underpins both the operation as well
as the services and business models that will be developed.
The data is a fundamental driver to its success, and as such,
the network operator can play a key role in both:
1. The delivery of data that enable revenue
generating services; and
2. The delivery and receipt of data that is core to the
operation of the network.
To facilitate the provision and use of data, it is equally
important that a robust non silo’ed data governance
and management system is in place. This requires an
understanding of the existing data sets, their relevant
timeliness, the coverage provided by them, as well as
developing the links between the various data sets linked to
network operation (ie cause and effect – does a failure of a
certain asset at a certain time cause the perturbation of the
network in an unusual way and what are the strategies to
refine this). As such, a complete data trail must take place
that enables the operator to:
1. Fully understand the data and any gaps
within the data;
2. Assess the reliability and reassurance associated
with the data;
3. Map the internal and external value that data is
perceived to hold;
4. Link to the Key Performance Indicators;
5. Identify services and revenue generation that
can be enabled from its sharing with public and
private enterprises; and
6. Identify ownership, performance agreements in
place, and collective resilience against failure.
If the UK is to compete in the global race and shape the
Mobility market in the coming five to ten years, then
government must be proactive in building a robust link
between current funding and establishing a credible long-
term vision that encompasses all elements of Intelligent
Mobility, from Journey Management to Connected and
Autonomous vehicles and beyond.
With the impact of General Data Protection Regulation and the
growing impact of data ownership and use/abuse by companies
and individuals, it is important to fully grasp the role of
Government, companies and local authorities in this connected
and data rich environment. Understanding the legal, insurance
and rights of the individual forms a central part to the ‘right
information to the right person at the right time’ philosophy of
Journey Management.
18. 18
Journey Management is not a new concept. Here ‘iM’ looks
at the issues associated with the megatrends and transport
systems which are already operating close to capacity.
The UK’s population is
predicted to increase from
64.6million in 2014 to
69 million by 2024.
(The office for National Statistics)
Travel demand is forecast
to increase by 22% over
the next twenty years.
(West Midlands ITA study)
The amount of data generated
has grown exponentially, with
90% of data produced over
the last two years.
Every sixty seconds, Facebook
users ‘like’ around 4 million
posts, Apple users download
51,000 apps and Skype
users make 110,040 calls.
The government has already invested
millions to support JM techniques over
the last century, an example of this is
through the Local Sustainable Travel
Fund or the plethora of smart ticketing
and journey management websites
that exist. These techniques have been
effective and a necessary first step,
but additional solutions are required
to fully tackle this issue.
Furthermore, in order to achieve
significant changes in our users
transport behaviour, provide positive
customer experiences, optimize the
network, and provide a seamless end
to end journey we need to implement
more innovate solutions which involve
new business models. Co-creation
linked to improved journey services
must be at the heart of delivery, and
the value from the disparate data sets
must be shared across the ecosystem
so that seamless journey travel
becomes a reality.
Until a decade ago, the majority of
the world’s data was produced by
scientific, industrial, and administrative
sources. Today, most data is generated
from the daily activities of millions of
people around the world, through
simple actions such as messaging
friends on social media or shopping
online.
From both a network operator and
customer experience perspective, the
next evolutionary step in the provision
of data is converting it into something
that is available at the right time,
readily usable and digestible.
With this explosion in data, how
can we work to make sure that
information and choices are at the
heart of travel solutions. With the
different numbers of providers
working in this space, it is essential
that there is ‘one source of truth’, and
that this is trusted, acted upon and
engaged with across the customer’s
journey.
As companies transform to digital,
there is a massive increase in data. No
one knows the commercial value of
the data and there is currently no tool
to help link the data available in house
to the market requirements short and
long term.
Similar to data and apps, there
are multiple types of tickets and
numerous platforms to purchase
tickets. This often confuses the
customer and makes multi modal
journey more difficult to complete.
WHY NOW?
19. 19
One Source of Truth
Integration with
Existing sources
Data Analytics
Processing & Governance
Visualisation
External
Data Services
Customer Centric Intelligence
There are 6 main layers that deliver Journey Management and reflects the need to
integrate with existing systems but also exploit the new data sets in a controlled
and unified manner.
1. One Source of Truth
At a bottom personalised layer there exists the external data sources, both public
and private that exist across a variety of industries (transport/health/weather/
parking/ticketing/Social Media etc). This will also include fixed and virtual sensors
which is both hardware in street and mobile/cloud based data. Personalisation is
part of this as the user can either provide static choices or the system develops
and adapts over time to the perceived preferences.
2. Integration with Existing sources
The fifth layer is the visualisation of the data into choices and information
– this can be for the network operator, the hospital, the university, the train
companies etc.
3. Data Analytics
The third layer is gathering all of this information together
and making it link to each other.
4. Processing & Governance
The fourth layer is making sense of it all and performing
vital analytics and ultra fast processing capability linked
to cloud computing.
5. Visualisation
The second layer is the integration with existing
systems and IT capability in place within
the organisation.
6. External Data Services
The final (top) layer is the services that are
enabled from this – but linked to the
fact that there is ‘one source of truth’
by linking all the layers together in a
harmonised fashion. These services
can include mobile ticketing linked
to parking slots and charge levels
of the vehicles etc, or traffic light
optimisation for freight vehicles
running perishable goods, or
dynamic lane management
for buses and multiple
occupancy vehicles.
The fundamental importance of
Journey Management is the ability
to provide a Trusted, 'Single Source
of Truth’. This means bringing
together current and new sources
of data and information and making
them work together for the benefit
of the user and network operator
alike. Journey Management is
delivered through linked ‘blocks’ of
operational capability. Accountability
of information shared is linked to
the ability to provide a ‘single source
of truth’ and that the links in the
chain from the various data sets
provides a correct and trusted level
of information for the customer
and operator alike. Customers need
the correct information at the right
time, and at present customers
are often provided with a range of
information across platforms and they
don’t know which information is the
most accurate.
HOW DOES
IT WORK?
The Journey Management
architecture is modular and
allows for plug and play
capability so that should new
technology or services become
available, or old ones become
obsolete, the system can readily
handle this change.
57% would not
mind sharing
their data for
better services
(Transport System Catapult)
20. 20
A typical day in
the life of a user
without innovative
Journey Management
A typical day in the
life of a user with
innovative Journey
Management
Sam has the Journey
Management app and
has already selected his
personal preferences.
Sam is alerted in
advance that his usual
train is delayed.This
prevents Sam from
arriving at the station at
his usual time to see a
board of cancelled and
delayed trains.
WITHOUT
WITH
Sam arrives at Euston Station
and the departure board
says delayed/cancelled for
all trains. The station is
very busy and full of angry
people. Sam is annoyedas he
wanted to get home to put
his child to bed.
Sam looks on the national
rail website to see if there is
any more information, then
on virgin trains, then on
London Midland, thentries
to ask a member of staff but
they are too busy and the
delays keeps increasing in
duration.
Sam calls wife to say he is
delayed and doesn’t know
what time he will arrive
home. Sam’s wife doesn’t
know what time she has to
go and pick him up, which
means she is also stressed.
Sam is unsure if he should
get a train from another
station, he doesn’t know
how much it will cost or if
it will be any quicker, after
waiting 40 minutes and all
trains being incredibly busy
there are still no trains to his
local station. Sam decides
to get the train from Kings
Cross Station.
There are lots of journey planners, websites, apps, ticketing solutions,
technologies, travel companies and public authorities available. This results in
a very confused customer who continues to travel using their usual route. This
causes particular issues when there are delays as the user is unaware of an
alternative route.
Sam is provided with
a range of journey
options. Sam’s monthly
tariff includes up to 10
car shares and trains
up to 30 miles from a
London central station.
20
21. 21
Sam toys with the idea of
taking the underground
(more money), hiring a bike
(he doesn’t know how or
what website to use) so
decides to walk in the rain.
Sam selects a train but didn’t
realise it was the slow train,
an hour and a half later Sam
arrives at a station near his
house but not his
local station.
Sam arrived
home 3 hours
later than usual.
Sam with a seat
on the train then
car sharing.
Sam arrives home
at the usual time,
puts daughter to bed.
CONCLUSION
Right
information
Saved
time
No extra
cost
Arrived on
time
Happy
passenger
CONCLUSION
Lack of
information
Wasted
time
Extra
cost
Delayed
Angry
passenger
21
22. 22
It is clear that the road network is
running close to if not at capacity.
One significant contributor to this is
the level of freight vehicles that use
the network, both day and night.
Their needs are often in conflict with
that of the other road users, fighting
for space and driven by tight and
varying timelines and turnarounds.
To add to this, the network operator
is driven by other Key Performance
Indicators (KPI's), such as journey
time reliability and has little insight
into the movement, requirements
or aspirations of the freight vehicles
that sit on the road network. Journey
Management, with migration to a
mobility based solution to transport
can help create an awareness for
all users that in turn leads to better
intelligence and performance for the
hauliers and operators alike.
Exploiting new and existing data sets
in ways we have not done before,
linking fixed and virtual sensors, such
as telematics and mobile phone data
to scheduling information and traffic
control algorithms, can create a data
rich understanding of patterns of
behaviour and real time information
around schedules, destinations,
congestion loading, weight movement
etc. It should be possible that freight
deliveries are optimised to hit the KPIs
of the network operator and at the
same time, helping reduce wasted
time in congestion etc. Creating a
system of systems approach, that is
working towards the single source
of truth and silo busting our existing
processes and structures, will help
unearth locked capacity and smooth
traffic journeys.
Mobility based freight management
will enable users of the network to
capture, disseminate understand
and convert to intelligence, thereby
driving change as well as creating new
market opportunities and revenue. For
example, real time booking of loading
bays for particular times, guaranteeing
consistent route performance levels,
defining hub to home delivery times
to minutes rather than hours at scale
across the nation, will no longer be
a series of links in a unstructured
and complicated chain, but rather a
frictionless service for the customer.
FREIGHT
MOBILITY
NUDGING
BEHAVIOURAL
CHANGE ACROSS
THE NETWORK
24. 24
Journey Management will impact on a range of performance
requirements that lie at the heart of the Road Network, including:
WHY JOURNEY MANAGEMENT MATTERS
TO THE NETWORK OPERATOR
Safer Network – Customers are provided with a range of
options which will reduce the volume of traffic on the network, thus
reducing incidents.
User satisfaction – Customers are provided with the right information
at the right time so they can make more informed decisions, which will
increase customer satisfaction.
Smooth flow of traffic – Data gathered from the customers can
be used to promote different journey options which are multi modal and
personalised to the user. This will reduce the volume of traffic on the
network and improve journey time reliability. This will also have a positive
impact on users stress levels which is likely to result in safer drivers.
Encouraging economic growth – Customers are provided with
a range of travel options which promote the use of different modes and
journeys across the network.
Better environmental outcomes – Effective Journey
Management reduces the levels of congestion, which reduces the volumes
of emissions being emitted. Providing customers with information about
their multi modal travel options promotes sustainable modes of travel.
Helping cyclists, walkers and other vulnerable users
- Multi modal information is available to customers when they need it,
which allows users to identify the most suitable route.
Efficiency – Data gathered from the customers can be used to promote
different journey options, thus improving efficiency of the network.
Keeping the network in good condition – Data generated
from the customers informs the operator of issues on the network.
BENEFITS
24
25. 25
Journey Time Reliability
and User Satisfaction – A
positive customer experience
as the network is less
congested and the user
is provided with the right
information at the right time.
Economic Growth –
Customers will use the
network more as they
encounter a positive
experience, and the
platform promotes multi
modal transport.
Network efficiency –
Enables the transport
operator to distribute the
peak traffic, using the
network more effectively.
Meet the demand – The
increased volume of data
enables the transport
operator to understand their
services and ways to improve.
Transport
Operator
Freight User
Benefits
The paper raises issues the
regulators should concern
themselves with across a
number of areas, such as:
Ecosystem Creation
– Putting in place the
strategic requirements for
a multi-vendor ecosystem
to be integrated seamlessly
with the procurement and
customer requirements.
Policy – Developing a
national policy that links to
technology developments
whilst at the same time,
providing an independent
guide on the adoption
principles and fundamentals
to enable sustainable
deployment. In addition,
guidance around data usage
and ownership must be
established.
Operating Model – Identify
the role of Government in the
business models needed for
both market driven forces but
also exploitation of data from
local and national bodies that
enhance the user experience.
This model must identify
distribution of revenue as well
as identification of growth
areas for IP and job creation.
Security – Establishing the
framework and practices
around safe by design end
to end customer experience.
This must reflect on issues
such as cyber security, privacy,
and protection.
Regulators
Efficiency – Drivers are
provided with more accurate
information so can schedule
their deliveries to avoid
incidents on the network.
Customer satisfaction –
More deliveries will be made
on time, which improves
customer satisfaction.
Effective tracking –
Customer and freight
companies will be able to
track their consignments
remotely and in real time.
This provides confidence in
delivery times and completion
of delivery.
More information – The
user is provided with
one source of truth. The
information is provided to the
user at the right time, which
enables the traveler to make
informed decisions about
their travel options.
Less congestion –
Congestion is managed
effectively and in an informed
and shared way as users,
of all modal choices, are
provided with more options.
This in turn can lead to a
reduction in the number of
accidents on the network
and increases journey time
reliability.
Improving Access – Users
are provided with increased
travel options, which
improves connectivity to rural
areas and improves people’s
access to opportunities such
as jobs and services.
Healthier and happier
community – Reducing
congestion and enabling
users to make more informed
decisions helps to relieve
stress, improving the user’s
health and mood in general.
26. 26
APPLICATION OF
JOURNEY MANAGEMENT
TOTAL TRANSPORT
What is Total Transport? It
is a term that we hear a lot
more often these days and it
means looking at all transport
solutions, i.e buses / taxis / car
share / etc across all different
providers, be it Health Care,
Special Education Needs
provision, using the shared
economy etc. and questioning
if these can be brought
together to deliver improved
customer service for reduced
ongoing revenue costs.
A lot of investment has taken
place in transport over the
last few years, such as the
Local Sustainble Travel Fund
from UK Government, but
it is increasingly clear that a
sustainable business model
must be incorporated as part of
the overall design process and
not be a bolt-on to delivery.
With local authority revenue
budgets undergoing cuts
of 20% to 50%, therefore
we need to consider and
implement new ideas to
address these challenges. Isn’t
it time that we really grasp
this thorny issue and look
to integrate and consolidate
the multiple transport
requirements? We need to
take real ownership across
multiple budget holders in
order to integrate systems and
people together in a way that
exploits technology to drive a
better transport network. This
is what Total Transport can
offer. We need to act now to
ensure the same / more services
are operating with these
reduced budgets.
26
27. 27
TOTAL TRANSPORT
Taking a holistic and collaborative approach to delivering
public transportation services – delivering statutory transport
services to a diverse range of end users, including school
children, the elderly, and special educational needs citizens,
all to be delivered for less money than today.
Local authorities are
charged with:
• Improving links to employment
• Recruiting unemployment
• Supporting local businesses
• Reducing wait times for treatment
• Reducing mortality rates
• Preventative health measures
• Improving access to education
• Improving equality
• Reducing social exclusion
• Providing access to activity
But in the face of
a £10.3bn problem:
• Residents expect better services
but local funding is under increasing
pressure.
• An ageing and growing population
is straining existing services such as
health care provision.
• Average travel distances are
increasing requiring new solutions
and safe routes to work and school.
• Gaps in local service provision
resulting in isolated communities.
• Restructuring of healthcare.
CUSTOMER-CENTRIC
SERVICE DESIGN
STAKEHOLDER
ENGAGEMENT
BUSINESS
CASE DESIGN
DATA SCIENCE
TRANSPORT
TECHNOLOGY
COLLABORATION
• Working across
silos
• Co-creation
• Building
relationships
SHARING DATA
RESOURCES
• Data integrations
• Pooling resources
ADVANCED
ANALYTICS
• Planning
networks
• Operating
networks
• Predictive
dynamic
CUSTOMER
CENTRIC DESIGN
• Creating
empathy
• Understanding
needs
• Behaviour
change
VALIDATION
EXPERIMENTS
• Learning by
doing
• Proving value
FUNDING GAP
40%
Local government funding has
been cut significantly –
up to 40% in some areas.
Providing a revenue saving solution that maximises
transport choices:
• Understand the existing costs/processes/pain points associated with
various statutory and non-statutory transport provision.
• Understand and capture all relevant data.
• Monetise the value of savings possible.
• Display and engage the users throughout.
SMART MOBILITY
TECHNOLOGY
• Embracing new
technology
• Connected users
• Smart networks
28. 28
Given the scale and nature of
change, we will need to have a
good understanding of the social,
economic and environmental trends
and objectives that are driving new
products, services and opportunities
that are being adopted by users, as
well as the technological push factors
that are changing the environment for
Network Operators, Local Authorities,
Cities and its customers both now and
into the future.
The Role of Government
Public Sector authorities need to
understand the various elements
that will become part of the Journey
Management ecosystem. They also
need to ensure the right policy and
strategic direction is in place for
the market to drive adoption. This
includes understanding what is
happening in the market and have
the technical and strategic ability to
understand the short and long term
implications of technology choice,
customer relationship and information
development. For this to happen,
leadership and ownership are central
points that must be addressed now.
From an operational perspective, the
successful engagement via Journey
Managament will need to address a
number of linked elements including
(but not limited to):
Is the organisation ready to
embrace the step change
and is the current structure
suitable for the delivery of
the Journey Management
capability?
Who is responsible for its
delivery and are existing
KPIs reflecting the ability
to capture in detail, the
customer’s experience?
Will the private sector
share and engage
with public bodies,
and how are business
opportunities created?
Is the skill set sufficient
to deliver the
capability required?
What technologies
and standards need to
be chosen in order to
maximise the synergies
with existing systems?
Journey Management is focused on helping the user undertake their journey
from A to B, rather than on a specific mode. As importantly, it is multi
boundary, meaning that it should not matter where the journey commences
and ends, the information shared and the knowledge of the journey should
be seamless for the duration of the journey. This requires an integrated and
connected ecosystem of transport and the underlying physical and infrastructure
investments and incentives needed in order to drive change.
A
B
C
D
E
With the convergence in
multiple technologies, there
must be a co-ordinated business
operating model across multiple
themes (that links various data
sets such as Block chain, the
Internet of Things, Big Data,
Mobility as a Service.
There must be an ecosystem, or
multi-stakeholder engagement
platform, that supports the successful
deployment of technologies. For this
to be achieved it cannot be done in
isolation and the government must
define at a national level what is
required for a sustainable solution to
take shape. One that links a number
of companies with competing offers
together. The UK can establish itself
as leader by developing a targeted
operating model for engagement
that protects and optimises clients’
offerings. The government should
assume the role of an enabler. This
operating model must define the
engagement across parties as well as
the technical requirements, such as
data flow and security, necessary for
implementation.
ANY MULTI-MODAL
JOURNEY IS POSSIBLE
iM’S CHALLENGE TO
CITIES AND GOVERNMENT
29. 29
User behaviour
• How can user behaviours be
influenced? E.g. Incentives.
• What are the current trends in
changing user behaviour? E.g.
Sharing/collaborative economy,
preference for access over
ownership, social media use.
• How will these changing
behaviours impact on the local
roads, city strategic roads,
strategic road network? E.g. Will
car-sharing and lift-sharing reduce
or increase usage of the strategic
road network?
• Can users of the strategic
road network make direct and
indirect impacts on the reduction
of emissions and congestion
through take up of alternative
services, and will this be reflected
in their personal needs and
aspirations?
• How will Cities, along with local
highway authorities, make people
aware of these new services
and account for the ‘last mile’
of connectivity from journey
start to end?
• How will we engage with
customers to understand
their needs?
Physical infrastructure
• How will changing user
behaviours impact on
infrastructure requirements?
• Can user behaviour
be influenced to meet
infrastructure requirements?
E.g. Avoiding disruption or
mitigating asset wear.
• How will behavioural trends
create shifts in demand? E.g. Car-
sharing and lift-sharing requiring
specific new services on the
network; demand for park and
ride from strategic sites such as
on the strategic road network as
new access points.
• How will changing user
requirements, such as the
development of Mobility
as a Service, impact on the
way roads are used and the
expectations of them?
• What will evolving vehicle
technologies require from the
Network? E.g. charging points,
connectivity and real time
information quality.
• What are the profiles of the
customers that will be adopting
new behaviours and how will the
Diverse Government Agencies
cater for them?
• What opportunities will exist for
third parties to bring potentially
beneficial additional products and
services to market in partnership
with the Network Operators
and Cities? E.g. Retail, data,
information etc.
• How will the new infrastructure
requirements, and the new
opportunities in parallel, be
financially viable and sustainable?
E.g. How do business models
need to be adapted to this new
environment?
Communication and integration
• What communications systems
are required in order to provide
the level of services necessary to
drive customer behaviour and
positive influences of change?
• Will a (wireless) communications
platform support not just a
sustainable transport environment
but also the services that can
be layered on top of this,
such as connected vehicles
capability and migration towards
autonomous vehicles?
iM asks the key questions
30. 30
CONCLUSION
Change isn’t coming, it is already here.
From connected and autonomous
vehicles, to platooning freight trucks,
to real time information, social
and health apps, big data, cloud
computing etc etc, the world is
surrounded by disruptive technology.
What we do with it and how we make
a positive difference with these tools is
the challenge we must face now.
It is vital though that through all
this change that the customer is
at the heart of the transformation.
We must land our next generation
services and solutions in the world
our customers occupy and address
their pain points through tangible and
sustainable solutions.
For seamless journey management
to become the reality that we all
want we must first take a step back
and look to understand the blockers
that currently exist and address
these and formulate the policies and
initiatives that can drive cultural and
behavioural change.
In a lot of ways, it’s not about the
technology components themselves,
but rather the systems that they
support. Of course we must look
to exploit the investment already
made and ensure legacy capability
is adopted for future purposes, as
and when appropriate, but we must
also be brave and not adverse to
risks and with that introductions a
new approach to systems, a new
approach to mobility and connectivity
that is customer led and not
system design led.
It is equally important to recognise
that a seamless journey is not just
about one form of transport. Mobility
impacts the freight industry, the
cycling community, the pedestrians
etc as much as other modes of
transport and it is the creation of that
multi-mode information chain that
allows, from a network operation
perspective the ongoing refinement
and adjustment of the network to
manage demand, and at the same
time, connecting with users of the
network and sharing information that
benefits their journeys.
We have seen that the benefits in
journey management are massive,
from improving customer engagement
and satisfaction to making a positive
impact on the environmental
outcomes of our network as well as
achieving sustained economic growth
and network efficiency. The cost to
the economy and the savings possible
are astronomical and it is about
grasping the opportunity and seizing
the initiative before it is too late.
Challenges do exist, such as in data
protection and guaranteeing the
rights of the individual in terms of
data access. However, one does not
need to be the blocker of the other.
With strict frameworks in place, the
user will benefit from improved service
without impacting on their personal
data safety.
Also, from an organisation’s
perspective, are they willing to
embrace change or are they sitting
back and having change enforced
upon them. The latter will happen
as customer expectations and
requirements grow in line with new
technologies so it is vital that cities
and Government position themselves
on the front foot for ensuring positive
customer engagement and seamless
provision of mobility services from
door to door.
TRANSPORTATION
IS CHANGING
32. 32
Cubic created Nextcity which is
a vision in city management of
the future. This is an effective
integrated transport system
offering a seamless multimodal
experience. NextCity transforms
transport data information into
meaningful information the public
can understand and use. It uses the
existing infrastructure, streamlines
payment systems and provides
operators with information about
passengers and the system.
Created a car sharing company called car2go which is
available in 29 locations in 8 European and North American
countries. Car2go was the first free-floating car sharing
scheme in the world. Daimler have also developed a
mobility services subsidiary called Moovel Group which has
been busy snapping up transportation related app startups,
including route planner RideScout, taxi booking app Mytaxi
and mobile ticketing app GlobeSherpa. They now want to
develop a more streamlined service where users can get
real-time data on public transit schedules, buy their tickets,
and order a ride through Lyft all through a smartphone app.
Moovel is focusing on Moovel Transit and RideTap.
Moovel transit platform lets users find and securely pay for
transit tickets from participating public transit authorities
and links to bike sharing and on demand car service.
RideTap is a software development kit that developers
can put on their own app to access a network of live
transportation options. E.g. a hotel reservation app can
install this so users can find transport options nearby.
Moovel in Germany is ahead of its competitors as it offers
the ability to purchase tickets within the app. However
it does not provide a seamless and integrated service as
separate tickets are required for each mode of transport.
Developed an app which allows
users to evaluate their options and
compare the duration of different
journey options. Provides the user with
information such as theavailability
of car sharing schemes such as lyft,
car2go vehicles, bicycle share schemes
and open parking spaces.
Los Angeles also worked with
Xerox,developing an app which allows
users to use the ticketing app to pay
for trips with Lyft and Car2Go.
A multimodal travel app for London,
New York and Hong Kong which does
take into consideration delays but the
accuracy of these is questionable. It
also informs the user of key journey
details including duration, cost and
calories burnt. This app does not allow
the user to pay for their travel within
the app but does allow for integration
with Uber services.
CityMapperDenver GoCubic - NextCity
Daimler
CASE
STUDIES
32
33. 33
Cityway have developed a multimodal and intermodal
journey planned called Optygo. Optygo calculates journey
options using a data algorithm and combining real time,
predictive and scheduled data. The planner enables some
personalisation as the user can input their preferences for
each mode, priorities and accessibility. Other key factors
include carbon footprint, mobility impaired options and
interoperability with other systems.
The three most suitable solutions are presented to the user
in a map and step by step view. The user also has the ability
to select a departure and arrival destination on the map.
Optymob is a mobile transport service which provides the
user with multimodal information while on the move. This
enables the user to find the most efficient and reliable
transport solution at the last minute.
Cityway do have a number of systems which are able to
perform some of the functions of Journey Management
within different products but they dont provide a single
solution with addresses all the issues.
SMILE (Smart Mobility Information and ticketing system
Leading the way for Effective e-mobility services) was a trial
of multimodal mobility platform, undertaken in Vienna,
Austria. The platform was designed to integrate a journey
planner, booking, ticketing and payment system into one
service, with a number of transport modes available –
public transport, car- and bike-sharing and private car. The
ticketing system was highly innovative, allowing the user
to purchase one ticket for their whole journey – regardless
of the number of modes. The trial operated for a year and
involved 1,000 users. SMILE can be regarded as a key step
towards MaaS in producing a mobility integration platform,
the next step being to add a subscription account option in
order to achieve a full MaaS product.
SMILE
Cityway
33
34. 34
John McCarthy (Lead Author)
Technical Director – Intelligent Mobility
About the authors
If you would like to know more about Atkins and
Connected and Autonomous Vehicles then please contact
Dr. John McCarthy at john.mccarthy@atkinsglobal.com.
Or Rebecca Tommey at
rebecca.tommey@atkinsglobal.com.
iM - Intelligent Mobility with Atkins
At Atkins we are passionate about the role intelligent mobility can play in supporting a
wide range of positive social, economic and environmental outcomes - that’s why we
created the ‘iM’ Programme
Intelligent mobility is an end-user
and outcome-focused approach to
connecting people, places and services
- reimagining infrastructure across all
transport modes, enabled by data,
technology and innovative ideas. It
will transform people’s journeys
and the movement of goods, whilst
increasing the efficiency, sustainability
and safety of our transport systems
and cities worldwide. Our team brings
together a wide range of experience
and knowledge from across the
industry and covers five broad,
strategic themes:
• Mobility as a service: Focusing
on the customer-centric approach
to mobility and how to deliver a
fully integrated transport system.
• Journey management:
Investigating ways to deliver a
seamless customer experience
across the whole journey,
regardless of the mode of travel.
• Cyber resilience and security:
Delivering a safe, secure and
trusted environment to both the
operator and the travelling public.
• Connected and autonomous
vehicles (CAVs): The
development and implementation
of new solutions for
connected and autonomous
vehicles for ports, airports,
railways and roads.
• Big data and analytics:
Collecting, aggregating and
analysing data to improve
strategic decision making
and operational network
performance.
Key links
To find out more, why not join the Atkins Intelligent Mobility
Linkedin Group:
https://www.linkedin.com/groups/8382671
Or visit out website:
http://www.atkinsglobal.com/en-gb
Rebecca Tommey
Senior Consultant - Intelligent Mobility
36. UK
Dr. John McCarthy
Technical Director - Intelligent Mobility
Tel: +44 (0)20 7121 2819
Email: john.mccarthy@atkinsglobal.com
Andrew Flood
DIrector - Intelligent Mobility
Tel: +44 (0)20 7121 2142
Email: andrew.flood@atkinsglobal.com
Nathan Marsh
Director - Intelligent Mobility
Tel: +44 (0)16 1245 3485 Mob: +44
(0)7870 217907
Email: nathan.marsh@atkinsglobal.com
Louise Lawrence
Practice Director - Intelligent Mobility
Tel: +44 (0)13 7275 6103
Email: louise.lawrence@atkinsglobal.com
United States
Jim Hanson, P.E., PTOE
Division Manager - Intelligent Mobility
Tel: +1 (303) 221 7275
Email: jim.hanson@atkinsglobal.com
Middle East
Ian Machen
Associate Director - Intelligent Mobility
Tel: +971 4 4059 109
E-mail: ian.machen@atkinsglobal.com
Roger Cruickshank
Director
Tel: +971 4 4059 354
E-mail: Roger.Cruickshank@atkinsacuity.com
Asia Pacific
Jonathan Spear
Director
Tel: +65 6675 0920
E-mail: jonathan.spear@atkinsacuity.com
Andrew Hodgson
Director
Tel: +852 2972 1637
Email: andrew.hodgson@atkinsacuity.com
Global
Lee Woodcock
Global Product Director - Intelligent Mobility
Tel: +44 (0)7712136948
Email: lee.woodcock@atkinsglobal.com
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