At Connect the Dots, it is our mission to build better cities, towns, and neighborhoods through inclusive, insight-driven stakeholder engagement. We help community, private, and public sector partners to develop creative solutions that move projects and cities forward. Engagement is at the heart of this pursuit, which is why we are sharing our practices with you.
When you decide to take your engagement activities online, we encourage using tools that are functional on a wide range of devices including basic smartphones, tablets, laptops, and desktop computers. We have also developed remote but non-virtual options to bridge the digital divide.
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.
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.
OurStreets origins are rooted in capturing latent sentiment on social media and converting it to standardized data. It all started in July 2018, when OurStreets co-founder, Daniel Schep, was inspired by the #bikeDC community tweeting photos of cars blocking bike lanes, and built the @HowsMyDrivingDC Twitter bot. The bot used license plate info to produce a screenshot of the vehicle’s outstanding citations from the DC DMV website.
Fast forward to March 2020, and D.C. Department of Public Works asking if we could repurpose OurStreets to crowdsource the availability of essential supplies during the COVID-19 crisis. Knowing how quickly we needed to move in order to be effective, we set out to make a new OurStreets functionality viable nationwide.
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.
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.
Do you ever wonder what you’re working to achieve with adaptation? Reviews of adaptation plans have revealed that most communities rarely state what their intended objectives are. They look at climate scenarios to protect against, but what level of protection, or what positive outcomes they hope to achieve often remains unsaid.
Think about it: where does the energy come from that powers your desk lamp? Where does the food come from that you are eating while you read this? Where do your staff commute in from? Where does the battery come from that makes your Prius hum? Where are the chips made that make your computer run?
Here are four things I’ve learned about the blind spots we all seem to have in this work of resilience-building and climate adaptation, and how to address them.
By incorporating multiple transport modes into a single application, users can benefit from personalised services which recognise individual mobility needs, easier transactions and payments, and dynamic journey management and planning.
A fully comprehensive MaaS offering could mean the ownership of private vehicles is no longer necessary for people. As mobility needs begin to be provided by a range of services through a single platform, usership could replace ownership.
The potential of MaaS has been recognised around the world. In the UK, the government has included MaaS within its transport strategy. An expert committee of Members of Parliament concluded that MaaS has the “potential to transform how people travel” by boosting public transport, reducing congestion, and improving air quality.
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.