Implementing off hours delivery (OHD) across a region can be particularly advantageous. In São Paulo, shifting inner urban core deliveries to off-hours means carriers can use their trucks by day to do suburban or rural deliveries, and by night to complete inner city deliveries. This complementary pattern means carriers’ assets are in productive use around the clock, thereby lowering their costs overall. In fact, a major driver of this policy shift has been the carrier companies’ syndicate. They have been pressuring government and receivers to use OHD because it’s in their financial best interest, as our pilot has confirmed.
The State Government sector within Australia has been slower to play a leading role in Smart City development within Australia. However, the New South Wales State Government through it’s agency Infrastructure NSW is developing a State Government led Smart City development strategy and framework which could, if successful, provide a template for partnership, access, regulatory and governance outcomes to achieve optimal smart city developments with City and Regional Councils.
Opportunity exists to reverse structural inequalities and create inclusive societies. We are now presented an occasion to take decisive action and choose the kind of cities we want to see in the future. Short-term responses limited to reactionary planning are the symptom of current urban inequalities, and puts cities at risk of leaving many residents and communities left behind. In the long run, this impacts growth.
The kinds of behavior change NSS sought centered on how people think, how they vote, and how they engage in and advocate for change. The idea that seeded the genesis of and strategy behind the National Streets Service project was that transforming streets for a human scale would require building political capital. Thus, the NSS project was designed to engage people meaningfully and thoughtfully by embracing the tendencies of human nature and behavior.
As we navigate the tectonic shift to a digital work economy, we have to answer a simple question. What kind of world do we want? We don’t have to wait to see whether robots and software win. The pace and spread of change are already having a seismic impact on work. If we better understand what’s happening today, we can solve for tomorrow.
We’re pleased to share that applications for the third year of the program are currently being accepted. In 2017 AARP launched the AARP Community Challenge Quick Action grant program to fund projects that build momentum for change in communities to improve livability for all residents. To date, we’ve funded nearly 220 projects in every state and several U.S. territories. Grants have been given to governments and nonprofit organizations and have ranged from several hundred dollars for small, short-term activities to thousands for larger projects.
Progress needs to be made in the evaluation of approaches to developing resilient communities. The evidence base for the effectiveness of these approaches is currently lagging behind practice. Funding for evaluation is generally too short-term to offer scope for capturing the developmental nature of community resilience related activity and evaluations on wider outcomes are lacking.
Disaster resilience is frequently pursued separately by the public and private sectors in the US. Federal, state, and local governments take it as their role to execute disaster preparedness and emergency response for their populations; however, economic recovery is often not addressed. The public sector does not necessarily engage businesses, nor does it seem to plan for the economic “reboot” required after a disaster, resulting in business disruption continuing for much longer.
The clout of local governments should never be underestimated. When Xcel Energy recently made the monumental decision to pursue a 100% carbon reduction goal by 2050, Chairman and CEO Ben Fowke noted that local communities are already leading the charge.
For city residents and businesses, trust is closely aligned with outcomes. When a city creates services that consistently provide the outcomes residents and others expect and rely on, at a fair cost, then a sense of trust is earned and reinforced. Residents expect that the bus service gets them to work and back home safely and on time everyday. When that occurs consistently, they will trust and rely on the bus as their main commute choice.
For many people, the deciding factor in whether to walk or bike isn’t whether there is one really awesome stretch of bike lane or sidewalk on the trip – instead, it is the least safe link in their journey. If we want families, kids, and normal, death-averse people to bike and walk, we need to think about how to design crossings so that people can safely and conveniently get from any area of town to any other.
With transportation emissions creating such a large portion of the climate change problem, leaders and managers in this field inherently adopt the responsibility to make a change. Parking management can help contribute to the overall goal, even if just a small piece of the larger puzzle.
As the smart infrastructure space gets more and more crowded, many utility leaders feel overwhelmed with the prospect of using these technologies. There is always one more thing to get accomplished before bringing in a smart infrastructure project. So, what should be considered when getting started?
In order to get the estimated tens of trillions of dollars in investment into low-carbon solutions across electricity, energy, buildings, agriculture, transportation, and industrial practices needed in the coming decades to prevent runaway climate change, we must focus on economic opportunities that enable people to invest without having to be convinced of the ideology behind such solutions.