Dynamic Curbside Management: Keeping Pace with New and Emerging Mobility and Technology in the Public Right-of-Way, Part 1: Dynamic Curbside Management Guide and Part 2: Conduct of Research Report (2022)

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1 Summary Introduction Dynamic curbside management is a growing field within the transportation sector as agencies of all sizes look to optimize the curb to meet competing curb demands for unique community needs. NCHRP Project 20-102 (26) Dynamic Curbside Management: Keeping Pace with New and Emerging Mobility and Technology in the Public Right-of-Way sought to develop a Dynamic Curbside Management Guide for practitioners at all agency levels, but with particular focus on state Department of Transportation (DOT) and Metropolitan Planning Organization (MPO) staff given the origin and funding source of this research. Dynamic curbside management is an evolution and shift within curbside management. Dynamic curbside management is a subset of curbside management and is a data-driven understanding, allocation, and operation of the curb across space and time to optimally serve curb uses and users as determined by community values. The project research was conducted through a literature and policy scan; a virtual Unconference, an informal conference where information and ideas are exchanged, with industry stakeholders; and through case study interviewees. Objective and Scope of Research The objective of NCHRP Project 20-102(26), “Dynamic Curbside Management: Keeping Pace with New and Emerging Mobility and Technology in the Public Right-of-Way,” is to develop guidance for state DOTs, MPOTs, and local jurisdictions on developing and implementing dynamic curbside management. While local jurisdictions often have the most involvement in dynamic curbside management, state DOTs and MPOs engagement at the curb are just as crucial for policy setting, funding, and implementation support. Cities are engaged in some level of curbside management, such as pricing and regulating parking, designating space for commercial loading, implementing ridesourcing zones, and providing passenger pick- up/drop-off (PUDO) spaces. As technologies continue to evolve and curb uses change, establishing guidance on dynamic curbside management is imperative. The project research approach involved four key activities: a guide visioning workshop with the project panel, a literature review and policy scan, a Dynamic Curbside Management Unconference with practitioners and industry experts, and a series of case studies exploring dynamic curbside management practices between local, regional, and state agencies in four states: California, Colorado, Florida, and Ohio. Key Findings Three key findings were identified in the project: 1. Defining dynamic: Distinguishing and defining dynamic curbside management as a distinct subset of curbside management was important for defining the project scope and creating the final products. 2. Local level challenges and opportunities: Local jurisdictions understand the time and resource intensity of implementing dynamic curbside management, so prefer to focus on establishing statewide, regional, and local curbside management practices and frameworks before incorporating dynamic practices.

2 3. Benefits and opportunities for state and regional involvement: State DOTs and MPOs can help prepare cities to shift to dynamic curbside management by providing training and resources, such as funding pilot projects and programs. By assisting with dynamic curbside management, state DOTs and MPOs may advance some of their broader priorities in areas such as mode choice, congestion, air quality, and storm water management. Defining Dynamic Curbside Management Throughout the project research, the team had difficulty defining “dynamic curbside management,” due to the interchangeable terminology and evolving nature of the concept. For instance, the differentiation between “static” or “dynamic” curbside management remained unclear. One of the example definitions that provided clarity to the team was based on Pérez et al. (2021) paper titled, Dynamic Curbside Management in the Age of New Mobility and e-Commerce: Case Studies from Columbus, OH and Washington, DC, where dynamic curbside management is defined as a “technology and data-driven concept” that not only regulates price and time limits at a more minute-based scale, but also curates the demand by user types and enables more dynamic enforcement approaches to the curb. From this definition, the main components of dynamic curbside management include the utilization of technology and data to regulate price, use, and time increments. The project team reached consensus that dynamic curbside management is the data-driven understanding, allocation, and operation of the curb across space and time to optimally serve curb uses and users as determined by community values. Implementing Dynamic Curbside Management at the Local Level Local Level Challenges The following list are the challenges to implementing curbside management at a local level and include barriers related to time and cost: Data, Technology, Infrastructure, Enforcement, Staffing, Frameworks, Price management, Political, Cultural, and Funding. Each challenge will be further elaborated throughout the report and summarized in the conclusion. Local Level Opportunities Although barriers to implementing dynamic curbside management exist, there are opportunities for cities and districts at the block or corridor level, to implement dynamic curbside management. Opportunities are discussed throughout report and summaries in the conclusion. State DOTs and MPOs Role in Dynamic Curbside Management As curbside management continues to evolve, becoming more dynamic, and see more emerging technology, state DOTs and MPOs can play a role in support of these opportunities. State and regional agencies can facilitate financial and funding mechanisms, align goals with local curb needs, develop guidance or standards, serve as a resource for best practices, and build collaborative partnerships and open communication. Collaboration and expertise from MPOs and/or state DOTs with local jurisdictions can make the difference between a successful or unsuccessful dynamic curbside management program. MPOs and state DOTs can: • Create funding opportunities and mechanisms • Clarify how dynamic curbside management can further State DOT and MPO Goals

3 • Develop flexible guidance and frameworks • Serve as resource for best practices • Build collaborative partnerships and open communication • Provide technical expertise and training • Facilitate data management and data access to cities and the public Project Deliverables and Further Research Dynamic Curbside Management Project Deliverables In addition to this report, the project team created two products for practitioners: Dynamic Curbside Management Guide: a comprehensive document for practitioners all jurisdictional levels who are looking to learn more about dynamic curbside management, frameworks for guiding a program or project, tools for implementation, and emerging technology to keep in mind when considering dynamic curb management. Dynamic Curbside Management Quick Start Summary: a short, visual hand-out that captures high- level findings related to defining dynamic curbside management, program frameworks, tools, and future considerations. Highlights from the case studies and Unconference are featured in this hand-out. All products are intended to be used by practitioners at all levels (state, regional, and local), but special call outs are featured across the products for staff at MPOs and state DOTs.