In the final phase of the MobiQ project, we focused on how the mobility solutions created can be secured and expanded in the long term. The success of the projects cannot yet be conclusively assessed. However, as outlined in Step 3, we were able to learn from other examples even in this regard. From the beginning, the goal was to create offerings that can continue without external, ongoing support. This initially means that a sufficiently large group of people locally supports these offerings. Initiators from academia or the neighborhood should not try to impose their own preferred solutions.

As a project team, we consciously stepped back during certain phases. The local people took on shared responsibility and acquired the necessary knowledge to ensure the long-term continuation of the initiatives. However, we tried to influence the created mobility offerings in such a way that they became sustainable. Knowledge from case studies where similar projects had been successfully implemented elsewhere was particularly helpful in this process.

It is important to assess early on whether the neighborhood, or the city or municipality, is a suitable space for the long-term implementation of an idea. Sometimes it helps to involve other levels, such as the district, the public transport association, or the state government. For example, decisions about the design of public transport networks and stops are made by the districts or independent cities. If you want to promote cycling, you should be aware that the overarching network is defined at the state level, where many funding programs are also located.

If I’m involved in something, I stick with it!

We supported efforts to expand the mobility offerings. For example, during the project period, the „Pendla“ platform was extended from Waldburg to the entire Ravensburg district. There are also further ideas and concepts to expand spatially, such as the shopping shuttle in Geislingen and the cargo bike sharing in Waldburg.

In principle, the mobility services tested in MobiQ can also serve as models for other neighborhoods. Many people from the local communities were involved in their development, so they should be easier to transfer than mobility offerings that were developed as very specific constructs within more closed groups (e.g., residential projects). However, if you want to transfer the services created in MobiQ to other locations, you should be mindful of the particular characteristics of Waldburg, Geislingen, or Stuttgart-Rot that played a role in shaping the project.

Once the new mobility service is functioning well in your area, the next question arises: Who is the right person or organization to continue operating it? How much effort will it require in the long term?

Looking at some examples:

Sometimes, however, it is not an „either-or“ situation but rather about establishing a meaningful long-term division of tasks between volunteers, administration, and often the real estate industry or other companies.

Early in the development and implementation process, you and your fellow supporters should ask yourselves how your mobility idea can function sustainably in the long run. After a few months at the latest, you should take stock and answer the six questions from Step 3, for example: Has the environment changed? Does the offer still provide added value? Are the key people (experts, dedicated volunteers, important allies) still on board? Are they satisfied with their long-term involvement?

Introducing a new mobility service requires patience. However, after about two years at the latest, a clear trend should emerge: Can the mobility service become self-sustaining? Can it continue to successfully solve a mobility problem in the neighborhood without much external effort? Is there a trend in usage numbers? Is there contact with users to understand their needs?

If problems are identified, refer back to this handbook, especially Steps 2 to 5. Seek external expertise again. Another public citizen workshop could be useful to revitalize or adjust the service. From earlier project phases, you should have ideas about which format would be suitable for this. Perhaps an incentive system or a competition could bring new momentum?

Even if the service is well received, all involved should take every opportunity to promote it. Talk about it! Use neighborhood events for flyers, posters, and special promotions. Leverage social media. Distribute flyers in mailboxes or leave them at the bakery.

A particular focus should be on reaching beyond your own „bubble.“ It’s great if engaged and sustainability-conscious people participate—those who already carpooled before the ride-sharing service, those who are already active as volunteers, or those who previously used bikes or public transport. But make a targeted effort to reach people who are not yet involved, such as newcomers who may feel uncertain about engaging due to language barriers, or busy commuting professionals who are not actively volunteering or well-connected. This is where the greatest potential lies if the service is to grow and effectively solve mobility issues.  Put yourselves in these people’s shoes and find different ways to draw their attention to your activities and the new mobility services. For example, place a banner where traffic jams form in the morning.

A thorough review should also include an honest look at the finances. Costs for maintenance and replacement of vehicles, licenses for rental and organization tools, as well as compensation for participants, must be sustainably covered. This could be the right time to approach business sponsors or work with the local administration to seek funding opportunities. It may also be worth considering „professionalizing“ the service by integrating it into the regular public transport system or a larger platform.

A critical mass of people willing to invest time is needed to keep the project running. A mobility service should not permanently depend on a few individuals. It is often reported that while many people are happy to contribute in a low-threshold, voluntary capacity—such as drivers or workshop helpers—it is much harder to find individuals willing to take responsibility and develop new concepts.
Ask yourself honestly: „What happens if I (or another key person) am unavailable? Will the service continue to function?“ Engage with others in your group, users, and the local administration to distribute the workload more evenly. Regular meetings should be held to discuss current issues. Establishing an association could also provide organizational stability.

When a service is successful, the question of expansion often arises naturally. Or you may realize that the service will only be truly „complete“ and function better if you expand the coverage area or target additional groups. For example, people travel many kilometers daily to work or training locations. A service aimed at commuters should not be too narrowly limited in terms of time or geography.

However, expansion is not always easily possible or advisable. If the concept is expanded thoughtlessly or indiscriminately, it may change too much in character and put its long-term existence at risk. For instance, if personal trust between passengers and drivers is essential for a ride-sharing service, any expansion should be carefully considered. Additionally, you should ensure that you have sufficient personnel and financial resources.

Continue the evaluation process (see Step 7). Perhaps the success of your mobility service can be better scaled by transferring it to other locations and adapting it to local conditions. Looking at other case studies can be helpful in this regard. Use your network (see Step 4) to spread solutions more widely.

As mentioned in the previous section, people are often more easily motivated to take on hands-on tasks rather than organizational duties. In volunteer-driven mobility services, the municipality can play a crucial role by handling administrative tasks. This allows the municipality to take responsibility while enabling engaged citizens to focus on meaningful contributions.

When it comes to ensuring the long-term sustainability and potential expansion of such services, this could mean that ownership, maintenance contracts, vehicle insurance, or even booking platforms are transferred to the municipality. Additionally, the municipality can provide financial support, often drawing from existing budgets for volunteer work, mobility, or climate protection initiatives.

The city or municipality can also continue to promote and keep mobility services in the public’s mind. For example, if residents see the mayor using a shared cargo bike on the street, or if the invitation to the New Year’s reception highlights the volunteer ride service, this can be the best form of advertising. Similarly, if recommended bike routes from the commuter community are posted on the city’s website and social media channels, it gives the service more reach and an „official“ touch.

The city or municipality also plays a central role in collaborating with neighboring municipalities, the district, or public transport authorities. It can encourage the transfer of services to neighboring municipalities or the expansion of service areas. If local mobility concepts are particularly popular on certain routes, it may be worthwhile to introduce or expand a regular public transport service, such as a bus line, in those areas.