The American Public Transportation Association (APTA), the Canadian Urban Transit Association (CUTA), and the International Association of Public Transport (UITP) have all released recommendations to help agencies during the COVID-19 outbreak. Agencies have had to act fast to protect riders and staff, and make difficult decisions to adapt to evolving conditions.
Here, we present APTA, CUTA, and UITP’s recommendations and a window into what they look like in practice, by looking at survey results from Transit, which received information from more than 60 transit agencies on what policies they are putting in place to safely ride out the pandemic
There are already more than 60 COVID-19 vaccines in the works. When interconnected individuals with a common goal pool knowledge and share their assets, we experience unparalleled advances. Data fluency is foundational to societal and civic engagement. It can invigorate constituencies and shift systemic power dynamics. At a time when we trust fewer entities to watch our backs and we can become crippled by fear and powerlessness, data fluency can help us find and activate opportunity narratives.
The prevalence of data in our lives represents the need to repeatedly evaluate trade-offs. Narratives have power, as fellow management consultant John Hagel reminds us: “every successful social movement in history has been driven at its core by a narrative that drove people to do amazing things.” Powerful narratives can drive us to act or prevent us from taking action via distraction or disinformation. Predictive analytics are being employed across many sectors, often without our knowledge and sometimes in violation of laws. In order to exercise agency, we need to understand who controls the narratives coloring our daily realities.
The first COVID-19 related campaign that was designed to encourage local consumption was called “The Local Shoppers Challenge.” This one campaign generated $145,000 in local economic activity within just two weeks, at a time when COVID-19 was shutting down the economy. Colu launched this campaign in partnership with the Tel Aviv Foundation, which works to help disadvantaged communities in the city. The campaign features a digital punch card; when the card is used four times at local businesses for a transaction of at least NIS 20 (~US $6) each, residents are granted a one-time reward of 35 Tel Aviv coins (~US $10). This award is only offered to residents that complete the entire challenge (four qualifying transactions).
I spoke yesterday with Benjamin Schmidt, PhD, an AI expert and President of Roadbotics, a company that uses AI to help cities monitor and manage their road infrastructure. I asked him about what he’s seeing in the AI community right now, how AI might be able to help cities through this crisis, and what kind of timelines he’s expecting for these changes.
“What we’re trying to do is help cities get a very clear perspective of how many people in their jurisdiction have what symptoms, and where they are. And we feel like if we can do that effectively, efficiently, rapidly and inexpensively, cities are in a much better position to deploy their resources appropriately.” – Kitty Kolding, CEO, Chrysalis Partners
With testing availability still limited throughout the country, cities, counties, and states need to find innovative ways to survey their citizens to better understand the spread of COVID-19 in their communities. Kitty Kolding’s company, Chrysalis Partners, has developed a new data collection tool called the Covid-19 Symptom Collector, which is designed to fill this gap. This interview was recorded on April 13, 2020.
Based on our observations and experiences, we’ve written a white paper describing a Smart City-Public Health Emergency collaboration framework. We define a structured approach to broadly consider and maximize collaboration opportunities between the smart city innovation community and municipalities for the COVID-19 outbreak. It integrates the CDC Public Health Emergency and Response Capabilities standards with components of a smart city innovation ecosystem. The CDC defined capability standards are organized into six domains. Each intersection in the framework represents a collaboration point where the smart city’s innovation ecosystem and digital capabilities can be used to augment the municipalities’ public health emergency response needs.
Social distancing is becoming the new normal, at least for those of us who are heeding the Center for Disease Control’s warnings and guidelines. But if you don’t have reliable, high-speed broadband, it is impossible to engage in what is now the world’s largest telecommunity. As many schools and universities around the world (including those of my kids) are shut down, these institutions are optimistically converting to online and digital learning. However, with our current broadband layout, this movement will certainly leave many Americans behind.
Accenture analysts recently released a report calling for cities to take the lead in creating coordinated, “orchestrated” mobility ecosystems. Limiting shared services to routes that connect people with mass transit would be one way to deploy human-driven services now and to prepare for driverless service in the future. Services and schedules can be linked at the backend, and operators can, for example, automatically send more shared vehicles to a train station when the train has more passengers than usual, or tell the shared vehicles to wait for a train that is running late.
Managing urban congestion and mobility comes down to the matter of managing space. Cities are characterized by defined and restricted residential, commercial, and transportation spaces. Private autos are the most inefficient use of transportation space, and mass transit represents the most efficient use of transportation space. Getting more people out of private cars, and into shared feeder routes to and from mass transit modes is the most promising way to reduce auto traffic. Computer models show that it can be done, and we don’t need autonomous vehicles to realize the benefits of shared mobility.
The role of government, and the planning community, is perhaps to facilitate these kinds of partnerships and make it easier for serendipity to occur. While many cities mandate a portion of the development budget toward art, this will not necessarily result in an ongoing benefit to the arts community as in most cases the budget is used for public art projects versus creating opportunities for cultural programming.
Rather than relying solely on this mandate, planners might want to consider educating developers with examples and case studies about the myriad ways that artists can participate in the development process. Likewise, outreach and education for the arts community about what role they can play in projects may stimulate a dialogue that can yield great results. In this sense, the planning community can be an invaluable translator in helping all parties to discover a richer, more inspiring, common language.
While the outlook for the environment may often seem bleak, there are many proven methods already available for cities to make their energy systems and other infrastructure not only more sustainable, but cheaper and more resilient at the same time. This confluence of benefits will drive investments in clean, efficient energy, transportation, and water infrastructure that will enable cities to realize their sustainability goals.
Given that many of the policy mechanisms that impact cities’ ability to boost sustainability are implemented at the state or federal level, municipalities should look to their own operations to implement change. Cities can lead as a major market player, for example, by converting their own fleets to zero emission electric vehicles, investing in more robust and efficient water facilities, procuring clean power, and requiring municipal buildings to be LEED certified.
A participatory heat action planning process, Nature’s Cooling Systems, identified urban heat mitigation and adaptation strategies that focus specifically at the neighborhood scale. The framework is called the NCS Heat Action Planning Guide. The core team, consisting of The Nature Conservancy, Arizona State University, and Maricopa County Department of Health, selected three heat vulnerable communities based upon heat intensity, strong community identity, health risk factors, the presence of development projects planned or underway, and other factors. The three neighborhoods involved in heat action planning are Edison-Eastlake and Lindo-Roesley in Phoenix, and the Mesa Care neighborhood in Mesa.
There is a lot that a city leader can do just by being a vocal champion for entrepreneurship. Mayors uniquely understand their communities’ assets and are therefore in a position to communicate and advocate on behalf of the city’s entrepreneurs. Engaging entrepreneurs and regulators in focus groups, appointing a special city official or liaison to entrepreneurship, and requiring city departments to review procurement and contracting, are all cost-effective tools that mayors have at their disposal to reduce the barriers for entrepreneurs.