Urban mobility is experiencing a profound change. Mobility patterns are becoming more complex, and typical home–work–home travel is no longer the rule, as journeys tend to connect multiple points in a rather inconstant pattern. This has changed the approach to transport planning. Existing transportation planning and operation approaches have been focussed on the ability to identify and forecast typical home–work/school–home travel and subsequently plan the transport system accordingly. The traditional approach has been: Forecast - > plan - > deliver. New mobility patterns and mobility solutions are characterised by greater flexibility, taking advantage of the “sharing concept” and simultaneously providing solutions that have lower greenhouse gas (GHG) emissions. These dynamics and an evolving environment raise several new challenges at different levels, fostering the development of Mobility-as-a-Service (MaaS). This system transforms the physical transportation system into a commodity and takes advantage of the internet of things (IoT). However, the onset of MaaS solutions is anything but linear. Several business models have emerged, with different partners originating from different industries (e.g., technological, transport operators, infrastructure managers, etc.) developing their own solutions, often in competition with others. It is not unusual to find different MaaS solutions in the same city, which integrate different solutions. This paper intends to provide an analysis on the main challenges affecting mobility in general, and MaaS in particular, as well as the main business models used for delivering MaaS solutions. The paper uses a case study in Lisbon to illustrate some of the challenges.
Growing urbanization trends, together with a greater environmental awareness, are transforming cities into game changers in the sustainability game. Cities are under pressure in both developed as well as developing economies. In developed countries, the challenge is to be able to tackle a lack of infrastructure, such as clean water and sanitation and mass transit transport systems. In developed countries, the challenges are distinct, but not less. There are growing needs for a renewal of infrastructures, such as water, transportation and energy systems, which deteriorate over time, and the related increasing challenges regarding the sustainability of the systems. Drivers of change include lower costs, greater levels of efficiency, better response to natural disasters (resilience), an ability to provide a good service, among others. Cities, regulators and operators are focused on improving innovation and develop truly smart cities and smart infrastructure. Public–private partnerships (PPPs) have been at the forefront of infrastructure development and management, however, questions exist regarding existing models which are usable for smart infrastructure. Our thesis is that existing models of PPP need to be significantly restructured, to be able to provide an adequate response to the smart infrastructure challenges and to be a driving force to make cities smarter. Greater flexibility is necessary, as is a profound change of the existing regulatory and procurement models, in order to ensure that the private sector will continue to have a pivotal role with regards to infrastructure, financing and management.
This paper presents the main reasons why public-private partnerships (PPPs) are adopted as well as the possible disadvantages for the public and private sectors. By means of two case studies on bridge construction and railway infrastructure (Fertagus and Lusoponte), we elucidate how a PPP is structured and financed. Furthermore, the two case studies illustrate how the renegotiation processes are conducted when the public-private contracts have to be altered and what determines (un)successful renegotiations.
This paper presents the main reasons why public-private partnerships (PPPs) are adopted as well as the possible disadvantages for the public and private sectors. By means of two case studies on bridge construction and railway infrastructure (Fertagus and Lusoponte), we elucidate how a PPP is structured and financed. Furthermore, the two case studies illustrate how the renegotiation processes are conducted when the public-private contracts have to be altered and what determines (un)successful renegotiations.
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