A new toolkit has been developed to help businesses think through strategies to decrease mobility barriers to the workplace, which reduces turnover. When workers can reliably get to work regardless of their personal circumstances, it provides employment stability and the opportunity to build wealth. It’s a win-win. Developed through a partnership between Metropolitan Planning Council and a pro bono Boston Consulting Group team, the toolkit includes slide decks, an overview report, customizable templates, a cost calculator, and instructional videos walking a company through the thought process of establishing a baseline situation, evaluating and selecting a solution, and standing up a program.
Depending on the employer’s location and employees’ needs, solutions may range from helping with last-mile transportation to the transit system, to developing on-demand vanpools, to establishing in-house carpool matching systems. The ROI calculator gives employers the ability to determine the break-even cost—the subsidy amount a company can manage without hurting the bottom line.
I caught up recently with Sarah Charlton who is Associate Professor at the School of Architecture and Planning at the University of Witwatersrand in Johannesburg.
The research she is leading, located in both Johannesburg, South Africa and Maputo, Mozambique, looks at the interface between the mobility use by residents and transportation investments by the state. The question guiding her research is “are ordinary households using the transport modes that the government is investing in and prioritizing?” The research is a partnership between two universities across two countries and two cities.
Sarah reflects on research during the pandemic across languages, countries, histories and cultures.
It is critical to pause, reflect, and recognize that cities who are not equitable will always be in recovery mode. Inequity is a noted stress in the language of resilience shocks and stresses. It increases the probability and severity of shocks – like social uprisings and the civil unrest we have seen unfold. This holds true for a vast range of other natural and man-made shocks.
is a comprehensive model that leverages behavioral change science and financial rewards to fulfill the mission of reducing carbon emissions from the residential sector. It was developed pre-pandemic, but it has shown to be resilient in the face of the pandemic-changed social environment and even relieves some of the stressors that we’re dealing with as we try to find our way to a post-pandemic world.
By understanding human habits and what motivates people to change, the 3-2-1-GO! model integrates various triggers to help shift behavior. These triggers include: make it easy, make it fun, make it personal, make it social, make it competitive, and make it rewarding.
Everyone likes a financial reward, so we’re rewarding residents that make positive lifestyle decisions with tangible, financial rewards from our local business community.
This paper describes the immediate and possible future impacts of COVID-19 on planning in the Greater Vancouver area.
The first part introduces three initiatives, launched in 2019, to refresh city and regional plans. The second part identifies new challenges for plans to address and initial responses to COVID. The paper concludes with transferable observations on reframing plan making in the context of COVID and fiscal constraints.
Included are four planning steps that combine inspirational objectives for economic and equitable recovery, with aspirational plans for longer term resiliency, and offer actionable programs to move forward in the context of available resources.
There is a risk of further widening the gap between so-called ‘knowledge workers’ able to do their jobs remotely and afford to move, and those with place-based employment who cannot. Beyond that, retreating residents might take the very identity and uniqueness of the places they abandon with them.
Nurturing the community-resident bond could be an antidote to these dismaying departures, and new research sheds light on how. A recent report by the Urban Institute and commissioned by the Knight Foundation surveyed 11,000 residents of 26 U.S. metro areas to uncover what amenities created a “sense of attachment and connection to their city or community.” Three key recommendations emerged in Smart Cities Dive’s synopsis of the results.
Though public life has been put on pause by the COVID-19 pandemic, the recovery period is predicted to bring a sequence of phases returning us gradually into public spaces with varying levels of social distancing as Coronavirus cases decline. The way to recovery is through collaboration; across sectors, across stakeholders, and across equity gaps. We believe that the careful engagement of all voices, in a collaborative, thoughtful way is critical when forming solutions to the challenges we are facing and to moving forward with confidence and trust.
We hope to provide a framework for addressing the challenges that will come with building back our necessary social infrastructure, by and for the community. From our perspectives as an urban anthropologist at THINK.urban and as a director of stakeholder engagement firm Connect the Dots, we see the following key points as a good place to start.
Since our founding over 24 years ago, KABOOM! has worked hand-in-hand with communities to build incredible, kid-designed playspaces that help give kids in every zip code the opportunity to thrive. Right now, we’re in a scenario we never could have imagined: supporting public health recommendations that playgrounds remain closed.
The challenge of COVID-19 is tremendous, but it also presents an opportunity for the nation to rally around an urgent need: investing in the infrastructure of childhood. We believe that through deep partnerships with communities and a range of public, private, and philanthropic partners, we can achieve what we call playspace equity. Simply put, this means a world in which every kid has access to quality playspaces regardless of factors like race, ethnicity, income, or zip code.
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).
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.