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Ten of the Stickiest Changes Underway in Cities Today

Since the onset of the p和emic, local governments have been responding to the public health, 经济, 和 social crises. 城市不能等到大流行之后才实施变革. So, what changes are happening right now at the local government level, 以及这些变化如何为抵御大流行的未来奠定基础?

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日期

December 14, 2020

Local governments can be agents of positive change.

我们不能也不应该阻碍我们的城市正在进行的积极变化, 哪些正在以“正常”时期不可能的方式利用人类的聪明才智和适应性. The p和emic offers an opportunity to accelerate positive change, 这是全球大流行病造成的毁灭性人类悲剧中为数不多的一线希望之一.

对已建立系统的更改可以被描述为反动的或粘性的. Reactionary changes are the actions we need to take to get through a particular crisis. 它们是短期的,不能长期持续或保证. Sticky changes are also actions we take to get through a crisis, 但它们之所以经久不衰,是因为它们改变了我们的生活方式,使之变得更好.

So, what are the 10 stickiest changes underway in cities today?

1. Citizen engagement needs to move online.

它更便宜、更广泛、更包容、更民主、更方便,并对医疗授权做出反应. 数字参与现在正在世界各地的城市发生, 和 this should be the norm moving forward.

2. 住宅区需要为那些继续在家工作的人提供更多的基本服务.

这应该包括辅助工作空间和小规模的基本支持(例如.g. corner groceries). At least one-third of all work will continue to be done from home, 而那些从中受益的人会希望附近有服务和“第三个地方”.

3. Package delivery needs to include curbside policies 和 services.

As shopping continues to shift online, people are having more packages, 餐, 和 supplies sent to their homes. Curbside management strategies must evolve to meet these new dem和s.

4. 单一用途的市政设施需要成为灵活、多功能的空间.

未来,社区需求和卫生限制将不断变化, 和 our spaces need to be ready for the next major unplanned crisis.

5. 公共设施、服务和空间需要通过灵活的在线预订提供.

公民需要在到达之前知道他们何时何地可以去, 他们需要确保最新的安全协议是有效的. This is part of a proactive strategy to re-open local governments.

6. 市政检查和审批需要远程和数字化完成.

面对面的会议既耗时又低效,而且可能不安全. 远程检查和审批确保城市的业务可以继续不管外部因素.

7. 需要整合智能系统和计划,以应对未来的危机.

城市处于应对灾害的最前线,做好准备可以节省关键的时间和资源. 路线图和计划应包括各种抗灾能力, including against p和emics, fires 和 floods.

8. 所有城市都需要制定移动优先的工作政策和协议.

Working from home, at least on a partial basis, is here to stay. 它节约资源,节省空间,并为许多工人提供了好处.

9. Experiences 和 best practices need to be shared between cities.

All cities need to reach out, seek advice, 和 offer their own, because 新型冠状病毒肺炎 is a global crisis, 和 we’re all looking for answers. 许多人吸取的经验教训是无价的,将为未来指明道路.

10. 地方私营部门需要在共同的事业上与地方政府结盟.

We need each other. Local businesses want to make a contribution to their communities, 他们正在以创新和创造性的方式适应并做出自己的改变. Local governments should tap into that expertise.


David Thom is 总统 of IBI Group Inc. 和 IBI Group, 负责提供行政领导,特别注重管理和领导公司的多学科专业团队. 他擅长综合的复杂项目的规划和设计 规划, architecturetransportation. 他曾在加拿大的许多主要城市发展项目中担任高级职务, in the United States 和 internationally, 包括公私伙伴关系和私人融资倡议.

Mr. Thom于1975年在多伦多大学获得建筑学学士学位后加入事务所. 他是美国建筑师协会(AIA)和加拿大皇家建筑学会(RAIC)的成员。.

Headshot of David Thom

写的 David Thom

总统
Vancouver, BC
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