Entering the age of community-built infrastructure
A public-private partnership backed by a program management office — or a P4 — can help cities achieve infrastructure and inclusion goals by integrating the perspective of community stakeholders.
Entering the age of community-built infrastructure
A public-private partnership backed by a program management office — or a P4 — can help cities achieve infrastructure and inclusion goals by integrating the perspective of community stakeholders.
Last month, we provided a rationale for local government leaders to utilize an independent program management platform to prioritize and drive collaborative smart city infrastructure projects. Just two weeks after sharing those insights, Sidewalk Labs announced it would end its involvement in the $1.3 billion Quayside project on the Toronto Waterfront.
This decision, made in the face of community resistance and operational hurdles after nearly three years of intensive planning and investment, emphasizes the need for local governments and smart city infrastructure champions to embrace new, community-driven smart infrastructure organizations.
As population and urbanization growth trends continue, the long-term societal benefits of integrated smart infrastructure become ever more significant. Unfortunately, growing criticisms of smart city projects, including claims that they are disjointed and benefit too few residents, continue to pick up traction.
Lauren Gore is a Principal and Co-founder at LDR Advisory Partners. With a background in law, risk management, and operations, Lauren specializes in the design, implementation, and operation of complex multi-party strategic growth ventures. Read Lauren's full bio here.