One problem in public space management is the desire to be unique | Does San Francisco really needs its own $20,000 trash can
Flickr photo by Elvert Barnes of a trash can in Times Square, branded with a public art campaign addressing harassment of Asian Americans.
There is a big tension in public space management over maintenance--its cost, vandalism, restrooms (an issue that I'm dealing with now in Salt Lake)--and the quality of urban design, street furniture, and the aesthetic environment of the place.
The primary reason that business improvement districts and parks conservancies ("Creating a Parks Conservancy That Fits," Parks & Recreation) were created was to provide for a higher level of maintenance and care than can normally be provided by a city or county agency, because they don't focus on just one place, but many.
Sugarhouse wayfinding kiosk/pylon. They are supposed to be stocked with maps and there is a QR code for more information, but these resources haven't been funded or updated in an ongoing way.(There is criticism of these types of entities over the source of money, concerns about privatization, the ability for civic input into their operation, etc. See Public Spaces/Private Money: The Triumphs and Pitfalls of Urban Park Conservancies, Trust for Public Land.)
But the cost can be exacerbated by groups seeking to be more distinctive by having street furniture unique to them, like creating their own designs for trash cans instead of buying them from Victor Stanley and branding them. Another big thing is designing their own bike racks, instead of focusing on making bike parking better overall.
Another problem with this is creating unique appurtenances that don't work very well, as they haven't been tested elsewhere in real life situations. For example, the wayfinding pylons created by the Salt Lake Redevelopment Authority for the Sugarhouse Business District.
This has come up in San Francisco with their design of a new trash can that costs $20,000 per copy ("Rubbish! San Francisco’s $20,000 designer trash can struggles to contain trash," Guardian).
I'd rather buy 20 cans for the same amount of money. And figure out how to add an evening maintenance shift.
Years ago this came up in Arlington with the $1 million bus shelter ("Arlington County's bus shelters and a public realm framework of quality," 2013, "I guess I do have some issues with the Arlington bus shelters ," 2014). The criticism was unfair because it was a prototype and they were testing new approaches, and at scale it would have been cheaper, but the problem is that the cost of street furniture and other initiatives by government are an easy target for anti-taxers and conservatives, and an easy story for the media.
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This is also an issue with transit systems and their heavy rail cars. Most every transit system designs their own. If they used similar or the same designs, likely they'd be cheaper, easier to build, and more reliable.
A PCC car still in operation in Antwerp, Belgium. Flickr photo by Tie 62.The brilliance of the PCC streetcar was that it brought standardization and savings to transit systems looking to save money.
Labels: business improvement districts, civic assets, civic engagement, public finance and spending, public realm framework, public space management, street furniture, transit infrastructure, urban design/placemaking
9 Comments:
There should be a PCC like design for both light, heavy, and regional rail. Which individual vendors can modify,as needed. For example, if a route needs mix of platform heights, it has doors that can be operated by one crew person.
and possibly , automated.
Good idea.
I'd agree that it is a constructive use of government power to force standardization -- something Herbert Hoover was very big on in the 1920s.
Whether it works or just continues to drive up costs is unclear. The military has been doing this for year and it's a boondoggle.
On the trash cans, I got to fly into the new Milk Terminal at SFO. Wow. Nice. It's like an entire airport terminal that is a club.
Massively over budget.
But a lot of this comes to to whether urban living should be a luxury item or not. Since 1974, we've gone through a sea change where urban living has become a luxury. Luxury is also defined as scarcity.
So, the strong market cities have strongly tended in that direction. The problem is that very much conflicts with the ethos of housing as a human right.
Likewise, continued clustering in strong market/luxury markets depresses fertility.
http://www.newgeography.com/content/007550-total-fertility-rate-metros-san-francisco-lowest-jacksonville-highest
Cities for the past 1000 years have been demographics sinks to remove excess population.
The schools in Salt Lake's core are underenrolled and many face closure. But it's more correlation versus causation. People interested in no or fewer children are attracted to those areas. Where we live, in the hills, east, with one exception no schools face closure. Big lots, Mormons, lots of kids, full schools. We live in a little cluster of 18 kids.
2. The luxury product thing I think is irreversible. As long as they can't grow in terms of land, with strictures on intensification, and even so a preference for SFH as opposed to multiunit, cities will continue to be more expensive in ways that are inequitable.
Charlie,
The government procurement process can really screw things up without proper requirements, and vendors who know what they are doing.
@Scratchy: absolutely. You see that in the military and in other huge government contracts. In terms of modern public infrastructure it is the curse of design/build, where the public contracting entity loses all ability to understand how to build something and asks the vendor to design/build it.
If you want cheap infrastructure you need to kill environmental review, loosen financing so you can do it 2 years and not over 10, and build up expertise on the government side so they can know what to ask for and find ways to make it cheaper.
If you don't know more than your contractors, they are going to fleece you. True is almost every project.
I've been reading about the various large homebuilders -- none of them actually build homes. All contracted out, but heavily managed.
I've written about and we've discussed this over the years. Generally, unless people have a desire to work in public service, the best people at building are going to work in the private sector, because they get paid a lot more money. (I know of an ANC commission who was a construction project manager who took a job with the city. And architects who went to work for the city and did project management, who were quite good. And they do get paid decent amounts of money. But probably the best ones get a lot more in the private sector.)
Plus, cities and counties tend to be "too small" entities compared to the contractors (e.g., Clark Construction etc.) and don't have enough projects to develop and maintain expertise. Contractors have a lot more projects and a lot bigger base of expertise.
E.g., this was a problem with Dan Tangherlini. He riffed WMATA's construction unit -- "we aren't going to build anymore" -- but that was the group of engineers and others with the largest foundation of competence wrt constructing and maintaining the system's infrastructure.
I had suggested creating "state" project construction authorities, to represent the local governments in these kinds of projects, but I don't even know if that's enough. They end up with different goals and objectives than the locals. You see this in NYC in how state economic and construction authorities do things vis a vis the city entities. Port Authority, etc.
Another problem in design build is that it is 100% contract base. There is no opportunity for change orders that don't cost money. E.g., when I got my walking tour of London from a former top official at TfL (albeit in the bus division) he mentioned Crossrail and how they wanted to change an element because of advances in technology, but because of the contract, the response was no. They decided in the end to just do the changes after the project is delivered because it is easier.
2. I don't know anything about the Purple Line debacle, but some commenters opined that Bechtel used the project to "hold" staff and pay them while waiting for other projects to come to fruition. That they just transferred in and out people all the time, people who weren't committed to the project.
3. In planning, I did complain about DC's constant use of consultants. They were good, don't get me wrong and had a large basis of experience and expertise. But at the same time, their learnings on the engagement were retained by them, rather than built into the Office of Planning in a way that would increase the knowledge and skill base of the planners working there.
Wrt "environmental review," while I don't agree with killing it, I do think it needs to be way more streamlined. That was one thing that the Trump Administration was right about. It's been weaponized as a way for people with money to try to stop projects. (Purple Line lawsuit is a great example of this. )
I am not familiar enough with the process to know what the pain points are and how to address them in a way that balances review and mitigation with a focus on doing the project, but it needs to be addressed.
The environmental review process was created at a time when we weren't so divided politically--the Republicans pretty much don't want to invest in anything--so now any little thing suffices to scuttle something worthwhile. More importantly, we are no longer committed to investing in civic infrastructure, otherwise we wouldn't keep reducing taxes, which are what pays for and maintains a civil society. Plus things are more expensive, there are a lot of competing needs. We are more of a zero sum society -- not the "society of abundance" that Ezra Klein believes we should be. In that situation, super long environmental reviews are costly and significantly raise the cost of doing projects.
4. With the Republicans up in arms about the IRS, I think there should be a campaign on the big tax evaders, like Robert Brockman, who was found guilty of $2 billion in tax evasion.
What can you build with $2 billion?
You mention cities as a luxury product. This is relevant.
Why I couldn’t have been more wrong about big city rents
https://www.ft.com/content/6321c063-556a-4f14-a996-5b290af265bd
8/22/2022
The basic point is demand is still strong, and household sizes are decreasing because people want more room post covid/WFH. That means more housing is needed to house fewer people. An extension of Klinenberg's book on solo households.
She opines that as costs rise, some people will take on housemates again.
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