Strategic change processes
Transportation mobility for the Rivierenland District Water Board

Transportation mobility for the Rivierenland District Water Board

The situation

There are a number of sound reasons why many organisations are currently adjusting their vision of transportation mobility: cost cuts, the environment and/or flexible work. The Rivierenland District Water Board (WSRL) is also faced with a combination of those factors, in this case: social change, cost cuts and their own vision of sustainability.

Our contribution

The Rivierenland District Water Board (WSRL) asked us to contribute with expertise and project supervision to help render their transportation mobility more sustainable, smarter and more efficient. The first step we took was to map out the present situation. After that, we formulated a number of objectives, with the district water board, which we then presented to the management team. After that, we compiled a mobility plan based on those points of departure. The strategy adopted in this plan was to change the attitude and behaviour of the organisation’s personnel. The plan however also includes a number of concrete, practical long- and short-term measures. In addition it is fully attuned to all the different departments, each with its own tasks and associated travelling patterns.

The result

The idea is for everyone in the Rivierenland District Water Board to learn to deal with their personal transportation patterns in a smarter and more efficient way and thereby to realise a demonstrable reduction in motor vehicle kilometres and CO2 emissions. The cornerstone of this process is sustainability and efficiency: you automatically profit from making more efficient use of the available time and resources. In addition, it also means that a government body is helping to create a cleaner and better environment. We also bundled all the current activities related to mobility in the Riviereland District Water Board under a single project, titled, ‘Transportation Mobility’. This focus not only enabled central control, but also the synchronisation of various sub-projects and unambiguous communication to the organisation.