Post-COVID peak hour traffic demand management – can we do better? by Gleb Kolenbet

Abstract

Recent events associated with the pandemic management saw unprecedented measures such as restrictions on people movement, public gatherings and lock downs introduced swiftly. As a result, many organisations including local and state government agencies relocated their office-based staff to working from home. Most primary and secondary schools moved from contact learning to distance education. Many people lost their jobs as entire industries such as manufacturing, wholesale trade, recreation, hospitality and tourism were hit hard. During the peak of restrictions in April 2020, the amount of vehicular traffic along with the patronage on public transport dropped significantly compared, while participation in active travel (mainly cycling) increased. The decrease in vehicular traffic volumes on roads meant faster than usual commute which, when coupled with reductions in parking fees by many inner-city parking operators, meant commuting by private vehicle became a more attractive option to travel to work. At around the same time, the Australian Government announced that the country entered into recession and began ‘prompting’ the economy by introducing stimulus programs and fast-tracking infrastructure spending. A record $110 billion land transport infrastructure program was announced, spanning over the next 10 years. Local Roads and Community Infrastructure programs had an unprecedented 200% ($1 billion) increase, totalling a $1.5 billion commitment year on year. Fast track to November, many restrictions lifted as the country entered a recovery mode. Majority of the workforce that worked from home during the height of the pandemic returned to workplaces as normal and the road traffic has almost entered its ‘pre-Covid’ norm. This meant the re-introduction of longer commute times. While Covid presented significant challenges and horrific outcomes such as a worldwide health crisis, loss of lives, damaged livelihoods triggered by loss of income, many people were forced to learn to adapt to a new way of living and working. This allowed some of us greater flexibility to be able to work from home (for those who had not lost their jobs amongst the crisis) and do things slightly differently including running virtual business meetings and socialising entirely online. Can we draw on these experiences to change how we plan for future infrastructure needs? How can we better manage our productivity? Can there be a ‘new norm’ of infrastructure planning? BIO Gleb Kolenbet is a principal integrated transport engineer, RPEQ, a member of Australian Institute of Transport Management and a vice-president of the SEQ Branch, IPWEAQ. Gleb has a keen interest in value engineering and infrastructure planning. In spare time Gleb enjoys spending time with his family and friends, bike riding with his two sons, renovating and travelling.