Rapid response

Both supply (mobility solutions, providers) and demand (end-user needs, cities looking to meet targets) sides of the market can change rapidly and be disturbed by incidental, external events, such as the COVID-19 outbreak. This makes public authorities question how they can organise themselves so they can be as responsive and adaptable as possible to these external changes.

How can public authorities expect the unexpected and be prepared for anything?


Sharon FeigonShared-Use Mobility Centre

In US cities, inter-agency cooperation came to the forefront in COVID times. This means that cities themselves integrate their internal departments (transport, economy, social, spatial planning, etc.) resulting in a team where multiple views/departments are represented. This is essential for making a result-driven approach successful.

People might be wondering whether we will start planning as if it was to come a new pandemic. It doesn't look like this will be the case.

However, we should start thinking; how can we promote shared- or micro-mobility in order for people to not buy that second car? This is one of the things we think are most important.

Nico LarcoUniversity of Oregon and Urbanism Next

Rebuilding trust in public transit is probably the largest issue post-COVID (at least in the US). Delivery service industry has grown as a response to the pandemic. I think there is potential for finding new business models and revenue models for that whole area of growth.

Philippe CristInternational Transport Forum

Attracting solution providers - or keeping them in place - is currently the issue. The question is how to keep these short-term solutions in place also in the long term, or determining if that would even be beneficial. Especially when it comes to infrastructural changes.

Maybe we should use this moment to restructure cities for the future?