Building the mobility of tomorrow, in particular around MaaS (Mobility as a Service, mobility as a service, ed), is a crucial economic, social and environmental challenge. If a movement is already underway, it is necessary to innovate through new schemes and tools to remove the obstacles that remain. The offer of micro-mobility has exploded in recent years. The self-service bicycle market has more than 1,000 services worldwide, compared to 74 in 2005. However, this concept of multimodal urban mobility that provides a single subscription and a single platform for finding multimodal routes is still standing. . . Current MaaS implementations vary in terms of the degree of market regulation and interaction of private actors with public authorities.
With good reason, the development of MaaS induces a multiplicity of actors with different prerogatives, often complementary, but sometimes a source of conflict and administrative slowdown. Thus in the Ile-de-France, the region directs the management of public transport, the Paris city hall manages the road infrastructure and soft mobility and the Société du Grand Paris (SGP) entity, created in 2010, is responsible for the design and construction of the future Grand Paris express public transport network. This administrative stratification remains the main obstacle to the development of new mobility offers in the territories.
Furthermore, the budgets dedicated to the development of MaaS platforms are still too low. This observation is explained by a lack of knowledge of technological architectures, and therefore of intrinsic costs. Faced with these challenges, it seems necessary to designate a single actor who will act as a “control tower” at the territory level to ensure a coordinated and rapid deployment of all mobility solutions – road management, ring roads in large cities, railways, roads and river traffic. An actor such as the Region would behave like a trusted third party because it would have sufficient authority and would guarantee trust to all actors, around the management of data and the guarantee of the provision of a public service through a single app with an optimized multimodal path, as well as a single payment method.
Transport for London is an example here. This local public body ensures the implementation of a transport plan and the establishment of a regular service through London. Governed by a board of directors, its members are appointed by the mayor, who also sits on it, and his deputy transport manager chairs this board. Most modes of transport which are under the control of London Transport maintain their own fare and ticketing regimes. Local authorities, citizens and industries must think together about new forms of mobility and the MaaS. The development of a mobility offer requires innovation through innovative models and tools which must, in particular, involve a regulatory authority. L