Los Angeles, Arlington, and Jersey City prove that thoughtful integration of on-demand public transit can help cities foster equal opportunity for all.
In the midst of COVID-19 shutdowns, on-demand transit has begun serving specific community needs, such as food delivery to vulnerable populations, and transporting hospital workers in the overnight hours. Further, data shows that dynamic, on-demand public transit has proven to be a mobility lifeline for those in low-income areas during this crisis.
Historically, like most urban infrastructure, green infrastructure has been the responsibility of local governments. Green infrastructure is rarely seen a priority for local governments because its value is not always obvious or quantifiable. Growing pressure on municipal budgets, and many competing priorities for funds, has decreased the focus on green infrastructure. An additional challenge for local governments to scale the implementation of green infrastructure is the ability to invest in it in the first place, as green infrastructure depends almost entirely on public financing.
The biggest roadblock for implementing and scaling green infrastructure is the financing. We urgently need innovative financing solutions that will alleviate the financial burden of the public sector by strategically involving the private sector. The private sector can drive the uptake of green infrastructure through capital investments and implementation support, while reaping the social, environmental, and financial benefits. These actions from the private sector can help mainstream infrastructure that is smart, sustainable, and resilient to a changing climate.
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.
Noting that house prices have been growing three times faster than incomes in the last two decades, OECD found that “housing has been the main driver of rising middle-class expenditure.” Moreover, OECD noted that the largest housing cost increases are in home ownership, not rents.
Housing largely determines the cost of living. For example, in the United States, more than 85% of the higher cost of living in the most expensive US metropolitan areas is in housing. Fundamentally, housing affordability is not about house prices; it is about house prices in relation to household incomes. Housing affordability cannot be assessed without metrics that include both prices and incomes.
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.
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 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).
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.
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.
MaaS can create new channels and business opportunities for insurance companies. In the future, the main revenue stream of mobility insurance is expected to be fleet insurance, end-user related insurance (for on-road accidents, property loss and damage, third party and liability, trip cancellation, and delays), and insurance for the workforce. In order to unleash this new potential, the first step is to gain understanding of which products are already covered within the new mobility ecosystem, and which are not. MaaS Alliance is currently working on a gaps analysis to establish a clear picture of what elements in the new mobility ecosystem are covered by existing mandatory or additional insurance schemes.
It is increasingly clear that climate resilience cannot, and should not, be divorced from economic resilience. The siloed sectors that have worked to solve environmental problems in the past will not be enough to tackle our existential climate change challenges, which are intertwined with our racial and economic inequality. In Seattle, the team is supporting the development of a community-governed entity that will direct and leverage public, philanthropic, and private investments to create climate justice and economic opportunity while mitigating displacement. They are already advancing a pipeline of projects, including parks, housing, and neighborhood facilities, that will serve as a proof of concept for following a different process that centers community priorities.