I just saw an announcement from November of 2020 in which the Federal Transit Administration proposes to study international best practices… in on-demand public transit.
It goes without saying that the international best practice in on-demand micromobility is “don’t.” The strongest urban public transport networks that I know of range from not making any use of it to only doing so peripherally, like Berlin. In fact, both France and Germany have rules on taxis that forbid Uber from pricing itself below the regulated rates; Japan, too, banned Uber from operating after it tried to engage in the usual adversarial games with the state that it is so familiar with from the US.
And yet, here we see an FTA program attempting to learn from other countries not how to write a rail timetable, or how to modernize regional rail, or how to design a coordinated infrastructure plan, or how to integrate fares, or how to do intermodal service planning, or how to build subways affordably. It’s perhaps not even aware of those and other concepts that make the difference between the 40% modal split of so many big and medium-size European cities and the 10-15% modal splits that non-New York American cities top at.
Instead, the FTA is asking about a peripheral technology that markets itself very aggressively to shareholders and VCs so that it can ask for more money to fund its losses.
Earlier today I saw a new announcement of congressional hearings about high-speed rail. There are 12 witnesses on the list, of whom none has any experience with actual high-speed rail. They’re American politicians plus people who either run low-speed trains (Amtrak, Brightline) or promise new vaporware technology (Hyperloop*2, Northeast Maglev). American politicians and their staffers are not that stupid, and know that there are strong HSR programs in various European and Asian countries, and yet, in the age of Zoom, they did not think to bring in executives from JR East, DB, SNCF, SBB, etc., or historians of these systems, to discuss their challenges and recommendations.
I bring up these two different examples from the FTA and Congress because the US has trouble with learning from other places. It’s not just that it barely recognizes it needs to do so; it’s that, having not done so in the past, it does not know how to. It does not know how to form an exchange program, or what questions to ask, or what implementation details to focus on. Hearing of a problem with a public agency, its first instinct is to privatize the state to a consultancy staffed by the agency’s retirees, who have the same groupthink of the current publicly-employed managers but collect a higher paycheck for worse advice.
Worse, this is a nationwide problem. Amtrak can and should fully replace its senior management with people who know how to run a modern intercity railroads, who are not Americans. But then middle management will still think it knows better and refuse to learn what a tropical algebra is or how it is significant for rail schedule planning. They do not know how to learn, and they do not recognize that it’s a problem. This percolates down to planners and line workers, and I don’t think Americans are ready for a conversation about full workforce replacement at underperforming agencies.
This will not improve as long as the United States does not reduce its level of pride to that typical of Southern Europe or Turkey. When you’re this far behind, you cannot be proud. It’s hard with American wages being this high – the useless managers even in the public sector earn more than their Northern European counterparts and therefore will not naturally find Northern Europe to have any soft power over them. Wearing sackcloth and ashes comes more naturally with Italian or Spanish wages. But it’s necessary given how far behind the US is, and bringing in people who are an American’s ideal of what a manager ought to be rather than people who know how to run a high-speed passenger railroad is a step backward.