1: Aalto University, Finland; 2: Zurich University of Applied Sciences, Switzerland; 3: Growth Corridor Finland, Finland

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1 REGULATION AND GOVERNANCE SUPPORTING SYSTEMIC MAAS INNOVATIONS TOWARDS INNOVATION PLATFORMS Teemu Surakka 1, Fabian Härri 2, Tero Haahtela 1, Anne Horila 3, Tobias Michl 2 1: Aalto University, Finland; 2: Zurich University of Applied Sciences, Switzerland; 3: Growth Corridor Finland, Finland Teemu Surakka st International Conference on Mobility as a Service

2 i. smartcommuting.eu Share of workers commuting to Helsinki ii. Mobility-as-a-Service (MaaS) iii. Institutional change and socio-technical regimes iv. Results from our Stakeholder Survey v. Governance styles and the role of public transport authority

3 mart Commuting Smart and Mobile Work in Growth Regions Picture source & : Canton of Basel-Stadt, 2017, used with permission User needs & best practices Decision support & stakeholder process Assessment & scaling up

4 i. smartcommuting.eu ii. Mobility-as-a-Service (MaaS) iii. Institutional change and socio-technical regimes iv. Results from our Stakeholder Survey v. Governance styles and the role of public transport authority Accessibility during morning rush hours in Helsinki. Visualization by Lauri Vanhala

5 Elements of MaaS ranked by UK transport professionals - Landor LINKS/LTT (2017)

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7 i. smartcommuting.eu ii. Mobility-as-a-Service (MaaS) iii. Institutional change and socio-technical regimes iv. Results from our Stakeholder Survey v. Governance styles and the role of public transport authority

8 Swiss railways ~ 5300 km of rails Federal Government company 1982: clock face timetables 2004: reduction of travel times between largest cities All Swiss public transport in cities timed accordingly

9 Promoting the introduction of new technologies, digitalization and new business ideas More room for innovations Streamlining across modes, interoperability Technology neutral rules

10 i. smartcommuting.eu ii. Mobility-as-a-Service (MaaS) iii. Institutional change and socio-technical regimes iv. Results from our Stakeholder Survey iv. Governance styles and the role of public transport authority

11 Stakeholders' attitudes towards MaaS according to stakeholder category and country 100 % 80 % 60 % 40 % 20 % 0 % actively support approve neutral disapprove oppose

12 Rating of the relevance of Maas for the stakeholder's activities in commuting [0= not relevant; 100 = very relevant] Perceived relevance of MaaS for future commuting and its relevance for stakeholder's activities in 100 commuting CH FI Poly. (CH) Poly. (FI) Personal rating of the relevance of MaaS for future commuting [0= not relevant; 100 = very relevant]

13 Stakeholders' opinion regarding supporting factors and barriers/challenges for implementing new innovations

14 Positive and negative experiences from collaboration Positive experiences Growth Corridor Finland Basel Negative experiences Growth Corridor Finland Enthusiasm! Sense of urgency Slow pace of change Familiarity & trust Willingness to cooperate Relevance of themes Focus on environment and active modes Willingness to cooperate Improvements in the quality of life Division between forerunners and laggards Division between large cities and small municipalities not speaking the same language Shared vision SBB The role of public sector is not clear Basel Conservatism Many actors, which makes collaboration confusing Development culture in different countries Strong and persisting private mobility mindsets Influential lobby

15 Share of stakeholders who consider this factor as a motivation for MaaS development 100,0% 80,0% 60,0% 40,0% 20,0% 0,0% FI (n=63) CH (n=36)

16 i. smartcommuting.eu ii. Mobility-as-a-Service (MaaS) iii. Institutional change and socio-technical regimes iv. Results from our Stakeholder Survey v. Governance styles and the role of public transport authority Public transportation in Helsinki region. Visualization by Lauri Vanhala

17 The role of public transport authority Three distinctive approaches that are more typical in different regions: a) MaaS as an extension to existing public sector services (in our cases Switzerland) b) Public-Private-Partnerships, through tender or by developing the platform together with private sector (Austria) c) Enabler, providing access to the market for every company on equal grounds (Finland)

18 Switzerland / PostBus ~ 2200 buses Routes to nearly every village Offers different services PostAuto: Bus lines (municipal, regional, long-distance, vacation) PubliCar: Dial-a-bus service for lightly traveled routes ScolaCar: Small buses for student transportation PostCar: Tourist travel (chartered) Collaboration with Kyyti coming Public transport tickets for the whole of Switzerland (all companies) with the new PostBus app New multimodal route planner coming 2018

19 TEB

20 Finland new Finnish companies and new revenue streams for existing companies in MaaS market MaaS operators Aggregators Back Office Services Transportation services

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22 Share of stakeholders who can consider this role for themselves in MaaS development 70,0% 60,0% 50,0% 40,0% 30,0% 20,0% 10,0% 0,0% FI (n=63) CH (n=36)

23 Why innovation platforms? Stakeholders motivation to actively contribute to MaaS implementation is definitely there However Readiness for investments and financial support is low. Innovation platforms can be a way to raise awareness among stakeholders regarding persisting challenges The possible contributions to MaaS are very diverse, more diverse than with other mobility services. Innovation platforms can help to coordinate these activities and to reach the best possible cooperation

24 Conclusions The general acceptance towards MaaS is very favorable among decision makers and market actors in these two countries The regional exogenous influences, endogenous political processes, path dependence, differences in the pace of change, and the bounded rationality of the actors are all visible in our survey results There is no clear right or wrong way to think about the role of public transportation authorities in this transition Innovation platforms and Public-Private-People partnership (4P) are needed to develop smart and environmentally friendly mobility in the regions