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Duration of project:
2016-03-01 to 2018-10-18
Describe coordination and management of the project. Please also reflect how the RCE as a network organization has contributed to the project and the challenges involved, if any
The project Ciclovida Phase I started in 2003, officially 2008 and now is concluded 2018 (with reports and final publications). The association with RCE Curitiba started in 2010. It is continued by CICLOVIDA PHASE II also within RCE. The RCE allowed access of members and stakeholders from the community to public offices and mainstream media and funding. The exchange of ideas and resources among two focal points of RCE Curitiba fostered the impact of the project.
What are the current results of the project in terms of outputs (e.g. publications, developed practices, course materials)?
• Annual seminars, internal and external
• Academic graduation work, theses and dissertations
• Annual intermodal challenges
• Several interviews in mainstream media outlets
• Participation in public hearings
• Presentation of project to public officials and technical assistance to citycouncil person
• Permanent Digital media - Website with all the material http://www.ciclovida.ufpr.br
• Several ublications (printed and digital) of educational material covering routes, guidelines, safety and regulations
• Exchange with NGO, schools, and public officials
• Events: National (March of bicycles, "Arte, Bicicleta e Mbilidade") or international (e.g., World Bicycle Forum, among others)
Among many others, the 2018 intermodal challenge http://www.ciclovida.ufpr.br/?p=4261 , bike rides http://www.ciclovida.ufpr.br/?p=4308, seminars http://www.ciclovida.ufpr.br/? p=4312, and most recently, a cycle routes plan developed by faculty and students will be adopted by the City of Curitiba. One example of publication is available at http://alturl.com/pchgy A youtube channel is available https://www.youtube.com/user/ciclovidaufpr/featured http://www.curitiba.pr.gov.br/tv/prefeito-participa-do-desafio-intermodal/3125
What are the expected/confirmed outcomes (e.g. impact of the project)?
We have directly influenced public policies in the city of Curitiba by fostering cycle routes, shared bikes program, regulations and traffic changes.
Examples: https://ciclovivo.com.br/arq-urb/mobilidade/curitiba-instala-sistema-para-transportar-bicicletas-em-onibus-municipais/
https://paranaportal.uol.com.br/cidades/curitiba-tem-maior-numero-de-novos-ciclistas-80-usam-bicicleta-para-o-trabalho/
http://cicloiguacu.org.br/wp-content/uploads/2018/07/ppt-CONCITIBA.pdf
https://leismunicipais.com.br/a/pr/c/curitiba/lei-ordinaria/2015/1459/14594/lei-ordinaria-n-14594-2015-dispoe-sobre-a-mobilidade-urbana-sustentavel-lei-da-bicicleta
What are the remaining challenges and/ or limitations for further development?
In a recent survey we found out that the today's main limitations for cycle mobility in Curitiba was personal safety and security, followed by belongings and bicycles theft. We also need to increase safer and exclusive bike routes.
How does your project further improve capacities of various partners and stakeholders on the theme?
We have worked trans and multi-disciplinary wise. We have created a community that beyond our own organizations and gathered even more. We are far more than "university crowd".
What is the significance of this project for developing global linkages in order to strengthen activities in this area?
In our modest assessment the project has been successful since its early start in 2003 because we have had a very competent leadership (Mr. Carlos Belotto, a staff member of UFPR, only now with M.Sc. and pursuing a Ph.D. degree) and we welcomed anyone truly interested in promoting cyclomobility, either from inside the academia or outside. We have held periodical meetings that valued the participation and contribution of everyone. We did not associate with political parties and promoted diversity of thoughts. The challenge is to keep a large team motivated and integrated, to keep the work inter and multidisciplinary and document the work. We have full institutional support from UFPR administration, financial resources were always scarce, but we had good team.