NCDOT Presentation | 11.22Nov 22, 2019 · PowerPoint Presentation Author: Microsoft Office User...

NCDOT Presentation | 11.22.2019Rana Sen | Deloitte State/Local Transportation and US Smart City leader

Copyright © 2019 Deloitte Development LLC. All rights reserved. 2Please do not distribute without prior approval

Discussion items

C h a n g i n g m o b i l i t y

l a n d s c a p e

G u i d i n g p r i n c i p l e s

R e g u l a t o r y a p p r o a c h e s

E c o s y s t e m I n c l u s i o n , s t a k e h o l d e r e n g a g e m e n t , a n d h u m a n -

c e n t e r e d d e s i g n


The mobility landscape is evolving rapidly

P R E S S U R E S E X I S T I N G D I S P A R A T E S O L U T I O N S

Mobility as a Service

Ride Hailing

CarShare

Last Mile Innovation

RemoteServices

Freight & Logistics

PublicTransport

Global populations continue to increase dramatically, with relative urbanization (%) also rising

Existing infrastructure is increasingly strained

Policy shifts will increasingly impact mobility and transportation

of the metropolitan workforce commute for 90 minutes or more

73%In GDP could be lost by 2025 due to infrastructure deficiencies

$1.2T

1950

30%

2.5B total2000

46%

6.1B

66%

20509.6B

New regulatory guiding principles are being introduced to enable adaptive, outcome-based, and collaborative regulatory sandboxes

UN Sustainability Development Goals defines poverty, inequality, climate, and environment as critical priorities

As more digital mobility providers come online, it is challenging to influence these offerings towards equitable outcomes for citizens

Source: “Smart City Challenge,” U.S. Department of Transportation; 2015 Urban Mobility Report, Texas A&M Transportation Institute; “Smart Cities Readiness Guide,” Smart Cities Council; TomTom Traffic Index; World Economic Forum, Strategic Infrastructure report; Deloitte Analysis* Based on US data


Five guiding principles

Opportunity ExperienceInclusivity Sustainability Safety


The new mobility future requires deliberate collaboration between public and private sectors

PRIV

ATE

SECT

OR

PUBL

IC S

ECTO

R

EXPERIENCE CHAMPION

DATA MANAGER

PLATFORM PROVIDER/ INTEGRATOR

BUSINESS MODEL STRATEGIST/DESIGNER

SMART COMMUNITIES OF THE FUTURE

ECOSYSTEM BROKER

REGULATOR

CONNECTOR & PROTECTOR

INNOVATOR & INVESTOR

STRATEGIST & ADVOCATE

SOLUTION ENABLER

STEWARD


Policy frameworks and approaches should be nimble and responsive

Adaptive Regulation

Regulatory Sandboxes

Risk-weighted Regulation

Regulation that can be quickly updated as the market evolves (e.g., trial periods)

Areas where the effects of new solutions / approaches can be tested (e.g., adjusting fees and incentive structures, varying parking rules)

Regulation that acknowledges the realities of today’s infrastructure and user needs (e.g., differentiated policies depending on current infrastructure conditions)

Outcome-based Regulation

Performance-based criteria driven by a government’s transportation goals and corresponding metrics (e.g., addressing congestion, first-mile/last-mile challenges, and access to underserved communities)


Inclusion and stakeholder engagement should be at the forefront of innovation

DESIGN FOR COMMUNITIES FIRST

IMPLEMENT STRATEGIES THAT SUSTAIN

MEAUSRE & CHECK FOR UNCONSCIOUS BIAS

Select pilot locations that enable testing with a diverse set of residents

I N C L U S I O N I N P R A C T I C EK E Y C O M P O N E N T S T O F O S T E R I N G I N C L U S I O N

Boston Beta Blocks

Formed by the Mayor’s Office as a citizen engagement

process to engage underserved communities in testing and exploring new technologies,

issues, and policies

Engage a diverse set of stakeholders to understand how residents feel about the initiative

Select metrics that fairly represent the population being served

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Regulatory

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Human-centered approach


Mobility operating system needed that can connect users, transit providers, & infrastructure

Government Management

REAL-TIME TRAFFICMANAGEMENT

INCENTIVES (DISCOUNTS, TRAVEL VOUCHERS, ETC.)

Guidance and oversight across entire transportation system

ROAD USAGECHARGING

REAL-TIMETRAVEL INFORMATION

Mobility DemandMobility demand from across the entire

transportation ecosystem

TRAVEL PLANNING APPS

Mobility Operating System

Mobility-as-a-Service

Infrastructure Management

Digital platform that overlays and connects disparate physical transportation systems

Mobility Market Optimization

Supply of city’/region’s transportation vehicles and assets

P2P CAR RENTAL

SMARTPARKING

BIKE SHARING RIDE SHARING

PUBLICTRANSIT

MICROTRANSIT

AUTONOMOUSVEHICLES

PRIVATEVEHICLE

LOGISTICS& DELIVERYFREIGHT SHIPPING

Transportation Supply


The mobility ecosystem of the future will require new and different capabilities

Pricing, Payments and Insurance

P

Smart Home ParkingRoads &

Highways RailwaysTransit Hubs

Traffic Train Bus Tolls

Mobility Advice

Maintenance Stations

Physical Infrastructure

Mobility Data Collection

Cyber Infrastructure

VehiclesParts and Suppliers

Autonomous Drive Hardware and Software

Flow Management

ProcurementVehicle Finance &

Insurance

Vehicle Tracking

Setup, Scheduling & Allocation

Fleet Operation

Energy Infrastructure

PolicyFacilitating Ecosystems

FinishStart

Highway Tolls

Parking Management

Content Creation

Predictive Content AnalyticsIn-Vehicle Experience

In-Vehicle Services

DestinationWalkwaysRoads & Bike

Paths

Smart Consumption

Source: http://dupress.deloitte.com/dup-us-en/focus/future-of-mobility/roadmap-for-future-of-urban-mobility.html


About DeloitteAs used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte USA LLP, Deloitte LLP and their respective subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting. This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this publication.

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