Waiting for car manufacturers and ride-hail operators to decide the future of urban AV deployment will not create the cities that urban planners hope for, and often work very hard to make happen. While significant penetration of AVs — private or shared — is likely a decade or two away, deferring directional, optimization, and livability strategies will rob cities of flexibility, influence, and degrees of freedom within a decade.
If you believe AVs are coming eventually, the time to start getting ready is now, even if you believe human drivers will remain dominant for many decades. The steps outlined here are important support for the alternative to SOV, of expanding mobility-as-a-service such as Uber and Lyft.
Innovative procurement is a much more flexible and open process compared to traditional procurement. Instead of buying a specific product or service the local authority is given an opportunity to discover new approaches. It’s allowing them to have a greater influence on products and find solutions that are catered to solving particular challenges, but will it replace traditional procurement? Bax & Company is engaging with cities to hear their perspectives on innovative procurement in order to help them better manage this promising, but uncertain, process. They spoke to James Arnott, the Principal Officer in Development & Regeneration Services of Glasgow City Council (GCC) to hear about Glasgow’s experience.
There is a definitive need for affordable housing programs for low-income households. But there is also clearly a need for housing assistance for people earning up to and beyond the city’s median income. When available funds and programs don’t align well with defined needs – and there is simply not enough money to solve the problem, the housing affordability challenge can seem insurmountable. If there is a silver lining to the current state of housing in the Bay Area, it’s that the affordability crisis has served as a much-needed call to action. Under a regional framework known as the 3Ps (production, preservation, and protections), new programs that seek to facilitate new housing construction, preserve existing affordable housing, and to enact tenant protections have been tried, tested, funded, and legislated at the local, regional, and state levels.
Using tools like algorithms and sensors, smart cities increase the quality of life for their residents, by making these communities cleaner, safer and healthier. When done thoughtfully smart cities efforts can also strive to make cities more inclusive and equitable. At the end of the day, it’s all about the people who live in these communities and making their interactions with city and/or county services easier and better.
Coordinated approaches are preferred for building urban drought resilience. Over the long term, a “trust but verify” policy can be more effective than the “better safe than sorry” approach of the mandate because the former encourages local suppliers to continue investing in diversified supplies. A good model is the stress-test approach the state adopted toward the end of the drought, which allowed local utilities to drop mandated conservation if they could demonstrate that they had drought-resilient supplies to last three more years.
In the wake of the drought, the state has adopted measures to improve information sharing, including a system for urban suppliers to provide regular updates on their supply situations. To encourage all agencies to prepare for more extreme droughts, urban water management planning documents must now address how suppliers would manage longer droughts.
Oakland and other cities in California are working to end dependence on natural gas in new construction. Cities, product manufacturers, regulators, and utilities in California have been working together under the Building Decarbonization Coalition to end the use of natural gas in buildings. This coalition and its members have demonstrated the availability of electric technologies to replace gas systems in all building types, shown that all-electric new construction is cheaper to build and operate than buildings with gas, and helped educate builders and contractors to show how modern electric systems like heat pumps and induction cooking deliver better cooking and heating for homes and businesses than their gas-based alternatives.
The growth of smart cities – projected to increase fourfold by 2025 – will continue. Unfortunately, at best, only a few cities have the skilled staff needed to address these new risks and cybersecurity challenges. Hence, the onus is increasingly on city administrators, technology providers, and even community leaders to take on a steep learning curve together, and better understand how cybersecurity fits into making cities safe and secure. The question remains – how do we get there?
Cities can and should inform their community members living in Opportunity Zones about what Opportunity Zones are, and how they work to protect them from speculation and displacement. Cities should also create zoning overlays to ensure projects proposed in Opportunity Zones actually provide community benefit. Cities can even create impact investing prospectuses marketing their Opportunity Zones to ethical investors. And, finally, cities should be ambitious, and create their own Opportunity Funds to include investment experts, policy experts, and members of the community to fund equitable, sustainable projects that actually benefit communities.
The use platform provides information on how to develop and implement approaches in response to complex urban issues in a local context. Each of the case studies offers a summary of a project, program or policy, including challenges, lessons learned, impacts and an assessment of the transferability potential to another location. The use platform is free and accessible to everyone who shares an interest in urban sustainability. Search our database, join the community, and upload your project.
The book highlights examples of how local governments are already applying principles of user-centered design and government that acts in time. Before launching their “Customer Choices” program, visiting the Indiana Bureau of Motor Vehicles was an inconvenient experience for residents to say the least. The new program dramatically improved customer satisfaction rates by allowing residents to access their services through partner dealerships or online, schedule appointments for in person visits, and monitor wait times.
To a very real extent, city governments are held back by the fact they can’t go out of business. It’s fundamentally harder – in any sector – to reinvent an organisation than it is to create a new one. That’s especially so when the organisation is as complex as a city government with 900+ lines of business, and where the stakes of failing are so consequential. Policymakers and the wider innovation community cannot shirk the question of transition.
Public meeting-driven community engagement doesn’t produce equitable outcomes for communities. To get to an inclusive, fair outcome, the development & planning communities need to get more representative feedback from community members.