The best nature-based solutions on urban industrial lands are those that are part of a corporate citizenship or conservation strategy like DTE’s or Phillips66. By integrating efforts such as tree plantings, restorations, or pollinator gardens into a larger strategy, companies begin to mainstream biodiversity into their operations. When they crosswalk the effort to other CSR goals like employee engagement, community relations, and/or workforce development, like the CommuniTree initiative, the projects become more resilient.
Air quality in urban residential communities near industrial facilities will not be improved by nature alone. But nature can contribute to the solution, and while doing so, bring benefits including recreation, education, and an increased sense of community pride. As one tool to combat disparate societal outcomes, nature is accessible, affordable and has few, if any, downsides.
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.
Earlier this month we hosted a live webinar featuring Alex Gibson from TransLoc, and Josh Powers who is serving as a member of the County Manager’s Office and is the contract administrator and regional transit liaison between Johnson County Government and the Kansas City Area Transit Authority (KCATA). Josh shared his unique perspective and insights from service changes and the re-utilization of infrastructure to creative ways to avoid driver layoffs and the allocation of resources with CARE Act funding.
Included in this post are responses to additional questions we were not able to answer during the live session.
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.
We encourage public sector partners to think about data monetization as a spectrum of opportunities. On one end, there’s indirect monetization, which refers to the obvious idea of getting more value from data by doing more with what already exists. That could mean putting data in a more accessible form or location; sharing it across departments more effectively; or mining it more deeply to identify potential operational insights, anomalies, or efficiencies.
On the other end of the spectrum is the idea of direct monetization, meaning new, incremental revenue flowing directly to the city in exchange for the rental, purchase, or limited use of the city’s data. This is approach requires some focus and a proactive sales effort, but can deliver attractive, meaningful revenue streams.
In the middle of the spectrum is what we think of as the Hybrid opportunity. This is often where cities are most comfortable getting started, since its initial focus is on ensuring that the municipality is getting fair value for the time, effort, and costs of the city’s current efforts supplying data to other entities.
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.
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.