Why U.S. cities are becoming more dangerous for cyclists and pedestrians

Why U.S. cities are becoming mora dangerous for cyclists and pedestriansWhy U.S. cities are becoming more dangerous for cyclists and pedestriansAs cities strive to improve the quality of life for their residents, many are working to promote walking and biking. Such policies make sense, since they can, in the long run, lead to less traffic, cleaner air and healthier people. But the results arent all positive, especially in the short to medium term.Follow Ladders on FlipboardFollow Ladders magazines on Flipboard covering Happiness, Productivity, Job Satisfaction, Neuroscience, and moreIn Washington D.C., for example, traffic fatalities as a whole declined in 2018 compared to the year before, but the number of pedestrian and bicyclist deaths increased by 20 percent. Pedestrian deaths also have risen in New York, and pedestrian and cycling fatalities have increased in und ab die post Angeles in the past several years.Across the nation, cyclist fatalities have increased by 25 percent sinc e 2010 and pedestrian deaths have risen by a staggering 45 percent. More people are being killed because cities are encouraging residents to walk and bike, but their roads are still dominated by fast-moving vehicular traffic. As my research has shown, this shifting mix can be deadly.Cyclists walk their bikes through a downtown Los Angeles intersection on a car-free day in parts of the city, Oct. 18, 2015.AP Photo/Richard VogelThe long decline in traffic fatalitiesFrom a long-term perspective, traffic fatalities in the United States are declining. In the early 1970s, almost 55,000 Americans were killed in traffic accidents yearly, including people in vehicles, pedestrians and cyclists. By 2017 that figure had fallen to around 40,000, even with an increase in the number of vehicle miles driven.The overall decline is a confirmation of Smeeds Law, named after R.J. Smeed, a scholar at the United Kingdoms Road Research Laboratory. Smeed found that initially, with the early introduction of motor vehicles, traffic deaths tend to rise. Around the world, almost 1.35 million people die each year in traffic accidents, but 93 percent of those fatalities occur in low- and middle- income countries where mass vehicle usage is a recent phenomenon.As manufacturers produce safer vehicles, cities improve roads and drivers become more adept, fatalities tend to decline. But Smeeds Law only seems to hold up for people in cars not for other road users.A global status report shows that road traffic injuries are now the single biggest cause of death for children and young adults, and that more than half of all traffic deaths are pedestrians, bicyclists and motorcyclists. In the United States, driver fatalities fell from 27,348 in 2006 to 23,611 in 2017, but pedestrian and cyclist fatalities increased from 5,567 to 6,760.Lower-density cities that are heavily car-dependent, such as Phoenix, tend to be more dangerous for pedestrians.The vehicle-centric cityModern U.S. cities are designed largely for motor vehicles. At the turn of the 20th century, people and cars shared city streets, which served as places for children to play, adults to walk and neighbors to meet. From the 1900s to the early 1930s a battle welches fought as motor vehicles became increasingly dominant. As traffic fatalities rose, angry mobs dragged reckless drivers from their cars, and some cities printed murder maps showing where people had been killed in traffic.However, automotive interests won out. From the 1950s forward, city streets lost their conviviality. Roads were engineered for fast-moving and unhindered vehicular traffic, with few pedestrian crossings or bike lanes.Even today, motorists in many cities are able to turn onto streets at intersections where pedestrians are also crossing. Most pedestrians and bicyclists are killed or injured while they are obeying the law.A new Wild WestIn the 21st century, a new city ideal has emerged of a more bike-friendly, walking-oriented city. But piec emeal implementation of bike lanes, pedestrianized zones and traffic calming measures often just adds to the confusion.Many bike lanes and pedestrianized zones only extend for short distances. Most American drivers have yet to fully appreciate that urban streets are to be shared. And even in the best of times, cars and trucks are not good at sharing the road. Vehicle drivers are often moving too fast to identify and respond to pedestrians and bicyclists. Blind spots for drivers can be death traps for other road users.Then theres the asymmetry. Drivers are operating fast-moving lethal weapons, and are encased in a protective shield. And speed literally kills. A car hitting a pedestrian at 36 to 45 mph per hour is four times more likely to cause death than a vehicle traveling between 26 to 30 mph.Adding to the dangers are distracted drivers and pedestrians and the introduction of electric scooters. Some observers also believe an epidemic of narcissism is causing more aggressive drivin g.All of these factors are making walking and bicycling more dangerous. While pedestrian deaths in Norway declined by 37 percent from 2010 to 2016, in the United States they increased by 39 percent. Non-driver traffic fatalities are increasing in the United States at higher rates than most other wealthy nations.Large trucks turning right are particularly dangerous for cyclists.A better visionVision Zero, a strategy first proposed in Sweden in 1997, imagines cities with no traffic fatalities or serious injuries. At least 18 U.S. cities and states have signed on to reach that goal by 2024, including Boston, Chicago, Los Angeles, New York and Washington D.C.Strategies vary from one city to another. Boston, for example, has reduced the city speed limit from 30 miles per hour to 25 mph. Washington D.C. is improving 36 intersections that pose threats to pedestrians and enacting more bicycle-friendly policies. These cities still have far to go, but they are moving in the right direction.Th ere are many more options. Manufacturers can make vehicles less threatening to pedestrians and bicyclists by reducing the height of front bumpers. And cities can make streets safer with a combination of speed limit reductions, traffic calming measures, road diets for neighborhoods that limit traffic speed and volume, and better education for all road users.Initiatives to create more pedestrian- and bicycle-friendly infrastructure should also be sensitive to social and class differences that may shape local priorities. And advocates contend that shifting to autonomous vehicles could make streets safer, although the verdict is still out on this claim.The most radical shift will require not only re-engineering urban traffic, but also reimagining our cities. In my view, we need to think of them as shared spaces with slower traffic, and see neighborhood streets as places to live in and share, not just to drive through at high speed.John Rennie Short, Professor, School of Public Policy, U niversity of Maryland, Baltimore CountyThis article is republished from The Conversation under a Creative Commons license. Read the original article.You might also enjoyNew neuroscience reveals 4 rituals that will make you happyStrangers know your social class in the first seven words you say, study finds10 lessons from Benjamin Franklins daily schedule that will double your productivityThe worst mistakes you can make in an interview, according to 12 CEOs10 habits of mentally strong people

Chief Experience Officer Job and Salary

Chief Experience Officer Job and SalaryChief Experience Officer Job and SalaryMobile devices are dominating the technological landscape, and busy consumers are leading increasingly connected lives that allow them to interact with companies and brands both online and offline. As a result, mora businesses are placing focus on the customer experience (or CX) to ensure shoppers and clients are satisfied and keep coming back. This trend has led to the development of one of todays most in-demand executive roles - the chief experience officer (CXO).In practical terms, CX is the overall feeling or opinion a consumer has based on the total of their interactions with all facets of a brand or organization, from absatzwirtschaft strategies and mobile apps to support services and brick-and-mortar stores. The customer experience starts at the time advertising is first encountered and continues until a product or service is purchased or engaged and - in some cases - is no longer needed. It is th e responsibility of the chief experience officer to ensure each step of the buyers journey and customer life cycle is positive, computer-nutzer friendly and productive.The role of the chief experience officer is new to the C-suite, having only begun to emerge in recent years. That newness can mean dynamic responsibilities, making for an exciting career thats both challenging and rewarding.Are you interested in someday becoming a CXO? Read on to learn what you need to know, from the requirements of the job to earning potential.Duties and expectationsChief experience officers must continually evaluate business practices, methods and strategies to improve customer interactions. They must boost the overall impression of and trust in a company, business or brand.Specific duties in a typical chief experience officer job description includeOverseeing a team of designers, developers and researchers dedicated to improving user experienceEmphasizing to employees and internal teams the importa nce of understanding consumers and their motivations, the ease of their encounters and their takeawaysFostering an understanding throughout the organization of the buyers journey and customer life cycleWorking across marketing channels to develop and launch campaigns that help improve customer satisfaction, loyalty and brand imageAdvocating for consumer needs in the development and deployment of projects and strategies throughout the organizationMeasuring and tracking acquisition, zurckhalten and overall customer sentimentFostering positive CX through employee experiencesFactors such as advertising and online interactions are not the only touchpoints that influence consumers. There is also the experience they have when working directly with a companys employees - either in person, over the phone or in online chats handled by humans. Since CXOs want these encounters to be positive for the consumer, they try to enrich the employee experience at their firms. The CXO does this by ensur ing employees are engaged, satisfied and hopefully even passionate about the companys products and services so that this spirit comes across when working with customers.Theres another, perhaps roundabout, way the CXO can enhance the employee experience. As they advise other departments in the customer experience aspects of digital transformation, they play a role in technology taking over routine jobs and freeing up employees to focus on more complex initiatives. This can boost employee satisfaction as staff are increasingly allowed to apply their own unique set of skills, knowledge and talents to their work.Experience and skillsUnsurprisingly, a strong marketing background is a must in order to thrive as a CXO. Most employers will require a masters degree in marketing, public relations, business administration or a similar field, along with at least 10 years of relevant work experience.Additionally, CXO candidates must possess a complete understanding of the buyers journey and cust omer life cycle, as well as a proven record of being able to optimize and enhance the consumer experience.Many chief experience officers will play a role in the management of digital assets - like e-commerce sites and apps - and should have solid working knowledge of web development best practices. CXOs must be comfortable conceptualizing improvements and translating their ideas to design and development teams.Experience across various digital marketing channels - including email, social media and display advertising - is often required. Depending on the industry, a background in more traditional marketing and advertising methods, such as direct mail, television and radio may be a plus.Along with these technical competencies, chief experience officers should possess common soft skills, including exemplary written and verbal communication abilities, leadership prowess, an aptitude for problem solving and expertise in multitasking to keep up with project demands.Chief experience o fficer salaryWhile the chief experience officer job is a relatively new standort, the growing demand for this role has resulted in significant earning potential. So, what can you expect to make as a CXO? The midpoint base salary for a chief experience officer is around $165,000, though this can vary depending on experience, location and company size. In some cases, these executives may earn up to $198,000 per year.High demand now, higher demand laterThe management of the consumer experience - and by extension, employee experience - may be relatively new to the executive table, but the CXO position is likely to last. As the emphasis on customer satisfaction rises, companies will continue to rely on talented professionals who understand consumer needs and motivations and can develop business strategies that retain customers, increase sales and grow the bottom line.Watch this video to find out more about how digital transformation is impacting creative teams and professionals.

What employers need to know about the May Jobs Report

What employers need to know about the May Jobs ReportWhat employers need to know about the May Jobs ReportWhat employers need to know about the May Jobs Report Martis, contributorThe economy expanded by 75,000 jobs in May, according to the latest monthly U.S. Bureau of Labor Statistics jobs report. Average hourly wages increased by 6 cents, while the unemployment rate remained at 3.6%. Here are the headlines from Mays report.The Economy is a DynamicThe BLS reported a weak 75,000 payrolls in May, sharply lower than the 175,000 jobs predicted by Bloomberg economists.This is in contrast to the 224,000 jobs (revised) in April.Similarly, earlier this week, payroll processor ADPreported a small gain of 27,000 jobs in the private sector, marking a 9-year low since economic expansion began and the jobs market bottomed out.These rollercoaster changes can be a bit perplexing, but its important to remember that this is only a snapshot, and the economy isnt static. In theory, there could be as b ig a rebound in June after the disappointment today.Job GrowthServices Industry Employment Hits a 7-Month HighWith the addition of 33,000 jobs, the BLS report showed that the majority of employment gains occurred in the business and professional services sector.This jibes with data released earlier this week by the Institute for Supply Management (ISM)that showed a gauge of services industry employment increased by 4.4 points to 56.9%.This not only beats its two-and-a-half-year low of 55.5% in April, but also marks a seven-month high for the sector. (A reading over 50% is viewed as positive for the economy, and anything over 55% is considered exceptional).This surge demonstrates that the services sector has held up in the face of growing concerns about the impact of the Trump administrations trade wars with Mexico and China.Industries HiringFederal Reserve is Expected to Cut Interest RatesAhead of the BLS report, speculationbegan circulating that the Federal Reserve would consider a rate cut in the auffhrung of economic weakness.With Mays low job numbers pointing to a tightening labor market, its even more likely that rates will be slashed when policymakers meet later this month.This gives us a real sense of deceleration in the U.S. economy, Diane Swonk, chief economist at accounting firm Grant Thornton, told the New York Times.We knew this was occurring, but this could be a summer of discontent. It also gives the Fed a green light to cut rates.This can be seen as positive news for businesses, as lower interest rates gives consumers more money to spend, which can create a ripple effect of increased spending throughout the economy.Unemployment RatesEmployers are Tightening the Purse StringsWages continued to slowly build in May, with the jobs report indicating that average hourly wages increased by six cents, totaling $27.83. Over the year, average hourly earnings have grown by 3.1%.This proves that despite a tightening labor market- the unemployment held at a low 3.6%, while only 75,000 jobs were added- employers must find alternative ways to attract and retain employees.Employers should consider bulking up compensation packages with more benefits like flexible work options, wellness programs, and increase paid time off. Monsters 2019 State of the Candidate Surveyfound that 401(k)/retirement benefits was considered most important for American workers.Wage GrowthThe next jobs report will be released July 5, 2019, at 830 a.m. EST. In the meantime, see how can help drive job growth at your organization.