Challenge 7: City’s Institutional Capacity

A strong team and well-established processes in the city council and subordinate structures are necessary for the qualitative and consistent development of the city. Priorities in this direction:

  • Integrated street and space planning.
  • Street reconstruction regulations that take into account space and transportation usage priorities.
  • Clear and personalized responsibility for current urban development and mobility sectors.

It is not possible to achieve the vision and all of the above objectives without a coordinated collaboration and quality management of all sectors that ensure sustainable mobility. Today, there is a lack of coordination in the city. Not all the components of mobility management are present. Most infrastructural, transport and spatial development processes are chaotic and uncoordinated. In the absence of a definite vision for development, the head of the unit develops the area at their own discretion, in accordance with their own ideology. This state of affairs often leads to conflicts between different structural units of the city council that should work jointly to achieve common goals.


Objective 7. Coordinated Mobility Management and High Competence Level of the Staff

7.1. Integrated planning in upgrade of urban infrastructure.

Each project for upgrade of transport infrastructure shall be integrated – taking into account  walking, cycling infrastructure, green spaces, and historical heritage. In addition, its impact on the social sphere, local economy, and environment shall be analyzed.

7.2. Integrated planning of real estate and mobility / transport development in the city.

Urban development and mobility shall be planned and developed jointly but not only on the level of the Master Plan. Each project for real estate development shall be analyzed and adjusted with account for SUMP principles.

7.3. Raising efficiency of project management.

Clear responsibility and no overlapping powers and functions. Every urban project shall have a manager having all the information about the project. The manager shall make decisions and be accountable for project implementation. In the process of managing urban development projects, all the data sets available in the city shall be used. The data shall be accessible to all relevant employees in the easy-to-use format. Whenever required, the employee in charge shall have a possibility to order an additional analysis or survey in case the available data is not sufficient.

7.4. Raising efficiency in management of operational changes in infrastructure in the city, and in  infrastructure maintenance.

A structural unit in the city shall be allocated to be in charge for the online information update for all street users entailed by temporary actions such as related to sports, religion or construction activities, etc. This information update shall include development of temporary traffic schemes for public and private transport, cyclists, and pedestrians; the installation of temporary notification elements (time-tables, schemes, temporary road signs, and markings), as well as the efficient communication about the changes for local citizens and visitors. The unit shall be provided with all necessary things for rapid response cases using its own resources (in case of for example, emergency repair works). It shall engage external organizations to perform planned works (such as seasonal changes in traffic time-tables for public transport).
When constructing a new infrastructure, in addition to the construction cost, the maintenance cost shall also be calculated. The same calculations shall be performed for the existing infrastructure, too. To cover the maintenance cost, the infrastructure owner shall allocate funding as needed, rather than on residual basis.

7.5. Regulation of activities on upgrades within the city.

To arrange the processes for street upgrade, to provide for accessibility, and to engage the citizens, regulations need to be developed to standardize processes and enable faster and better implementation of new practices.

7.6. Efficient organizational structure.

Organizational structure of Lviv city council needs to enable the integrated planning and efficient cooperation between the units.

7.7. Efficient system for training the stuff of Lviv City Council and municipal enterprises whose operations are related to any mobility issues.

Demonstration measures:

  1. To add positions in the relevant Offices with functions to directly manage traffic safety, cycling, pedestrian infrastructure, public transport, and parking.
  2. To identify the procedures of infrastructure development projects performance and criteria for their quality assessment.
  3. To implement the plan for street maintenance as a component of projects for capital repairs and reconstructions.

Catalogue of activities

To add positions within the relevant Offices with functions that would directly engage with traffic safety, cycling, pedestrian infrastructure, public transport, and parking.

An authorized person in charge is a person competent in the sectoral field, who is representing a city council, and is in charge of securing the rights of the respective users group.  Authorized persons shall find best solutions in complicated cases, and provide for the integrated planning process. Before approval, the infrastructure projects shall be considered by all authorized persons who provide an independent opinion on the extent the interests of the respective users groups are taken into account in the project.

To improve the process of drafting projects for infrastructure development:

  • to identify processes, sequence of project development and criteria for designs quality assessment;
  • to standardize objectives and establish a hierarchy of priorities to update infrastructure, to introduce the respective monitoring;
  • to submit proposals on changing concepts within the budget classification, such as: replace “roads” with “streets” implying urban streets;
  • to introduce the training on basics of urbanism for the staff with functions to commission infrastructure projects;
  • to develop priorities in responses to “municipal hotline” calls;
  • to continue the practice of discussing the reconstructions of streets and public spaces with citizens.

To implement the street maintenance plan as a component of the reconstruction project.

Experimental implementation of innovative solutions to arrange street space poses new challenges for the street maintenance system. Cleaning, winter maintenance, taking care of the vegetation, monitoring the surface condition and infrastructure elements, and current repairs require a clear action plan and maintenance cost estimate for several years in advance. When the plans for maintenance and the cost of the works to renovate spaces and streets are anticipated, it can help simplify the maintenance process, and the process of alternative evaluation of various reconstruction concepts in terms of maintenance cost in the future.

Photo by: Oleksandr Shutyuk

Read the full version of the chapter “Challenge 7: City’s Institutional Capacity” in the Lviv Sustainable Urban Mobility Plan: