In this study, we present exploratory evidence of how "ridesourcing" services (app-based, ondemand ride services like Uber and Lyft) are used in San Francisco. We explore who uses ridesourcing and for what reasons, how the ridesourcing market compares to that of traditional taxis, and how ridesourcing impacts the use of public transit and overall vehicle travel. In spring 2014, 380 completed intercept surveys were collected from three ridesourcing "hot spots" in San Francisco. We compare survey results with matched-pair taxi trip data and results of a previous taxi user survey. We also compare travel times for ridesourcing and taxis with those for public transit. The findings indicate that, despite many similarities, taxis and ridesourcing differ in user characteristics, wait times, and trips served. While ridesourcing replaces taxi trips, at least half of ridesourcing trips replaced modes other than taxi, including public transit and driving. Impacts on overall vehicle travel are unclear. We conclude with suggestions for future research.

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Inter-organisational collaboration as a means for policy coordination has come to be seen as a solution to difficult and complex urban challenges. In Portugal, where metropolitan governance structures are highly fragmented, critics highlight the need for better coordination between municipalities-a situation typical in many countries. We seek to understand the forces behind the emergence of inter-municipal collaboration around land use and mobility issues, using a case study method. Based on nine cases from Portugal's two largest metropolitan areas, we test a model of inter-municipal collaboration, attempting to identify the factors and conditions which contribute to the emergence of collaborative relationships. The analysis suggests several points of validation as well as propositions for extending and refining the model. We find that collaboration is facilitated by a combination of positive incentives, ambiguity and flexibility in the institutional system, an external catalyst, existing inter-organisational networks, and specific organisational characteristics. The existence of any one of these factors is not enough. A combination of several factors, possible but apparently uncommon in Portugal, is necessary. This research suggests that the Portuguese planning system may be most likely to achieve metropolitan policy coordination through a metropolitan association that can incentivise collaborative projects.

Policy integration has become a high-priority objective for urban planning and management. At the same time, the transportation and urban planning fields have increasingly employed scenario planning approaches, not only to develop long-term strategy, but also-potentially-to strengthen organizational networks and encourage collaborative action. Yet these latter supposed outcomes of scenario planning remain under-theorized and largely untested. In this study, we propose a methodology, based on established theories of collaboration, to test the ability of a particular type of scenario planning to encourage collaboration between participants. We demonstrate the approach using a scenario planning process undertaken within the transportation and urban planning community in Portugal. The pre-/posttest experimental design uses a survey designed to assess participants' propensity for future collaboration by measuring change in individuals' perceptions and understandings. The results suggest that the process likely modestly increased participants' propensity to collaborate, primarily by strengthening inter-agency networks. The effects on participants' views and understanding remain inconclusive. We suggest that specific challenges in applying this specific scenario planning approach to public sector contexts may limit the method's potential in achieving inter-organizational collaboration. Nonetheless, only more widespread efforts to formally test the scenario planning rhetoric will reveal the true impacts on organization change.Keywords: scenario planning, policy integration, collaboration, participation 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 2 *Manuscript Click here to view linked References IntroductionAs the specific strategic planning approach described by Wack [1,2], scenario planning has been widely used as a means to develop organizational strategy for several decades, with many practitioners documenting its role in a variety of settings [3][4][5][6]. While the primary purpose of scenario planning is to develop strategy, advocates also stress its value as an educational and potentially transformational exercise-including its ability to persuade participants to dislodge preexisting views [1,6], improve understanding of the organizational context [7], provide a common instrument of communication among disparate actors [8][9][10], and encourage relationships among participants [11,12]. In particular, the scenario planning process may be a means of building networks and initiating collaboration [11][12][13].