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Suggested Citation:"Findings and Application." National Academies of Sciences, Engineering, and Medicine. 2022. 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. Washington, DC: The National Academies Press. doi: 10.17226/26718.
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Suggested Citation:"Findings and Application." National Academies of Sciences, Engineering, and Medicine. 2022. 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. Washington, DC: The National Academies Press. doi: 10.17226/26718.
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Suggested Citation:"Findings and Application." National Academies of Sciences, Engineering, and Medicine. 2022. 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. Washington, DC: The National Academies Press. doi: 10.17226/26718.
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Suggested Citation:"Findings and Application." National Academies of Sciences, Engineering, and Medicine. 2022. 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. Washington, DC: The National Academies Press. doi: 10.17226/26718.
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Suggested Citation:"Findings and Application." National Academies of Sciences, Engineering, and Medicine. 2022. 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. Washington, DC: The National Academies Press. doi: 10.17226/26718.
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Suggested Citation:"Findings and Application." National Academies of Sciences, Engineering, and Medicine. 2022. 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. Washington, DC: The National Academies Press. doi: 10.17226/26718.
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Suggested Citation:"Findings and Application." National Academies of Sciences, Engineering, and Medicine. 2022. 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. Washington, DC: The National Academies Press. doi: 10.17226/26718.
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Suggested Citation:"Findings and Application." National Academies of Sciences, Engineering, and Medicine. 2022. 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. Washington, DC: The National Academies Press. doi: 10.17226/26718.
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Suggested Citation:"Findings and Application." National Academies of Sciences, Engineering, and Medicine. 2022. 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. Washington, DC: The National Academies Press. doi: 10.17226/26718.
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Suggested Citation:"Findings and Application." National Academies of Sciences, Engineering, and Medicine. 2022. 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. Washington, DC: The National Academies Press. doi: 10.17226/26718.
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Suggested Citation:"Findings and Application." National Academies of Sciences, Engineering, and Medicine. 2022. 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. Washington, DC: The National Academies Press. doi: 10.17226/26718.
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Suggested Citation:"Findings and Application." National Academies of Sciences, Engineering, and Medicine. 2022. 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. Washington, DC: The National Academies Press. doi: 10.17226/26718.
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Suggested Citation:"Findings and Application." National Academies of Sciences, Engineering, and Medicine. 2022. 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. Washington, DC: The National Academies Press. doi: 10.17226/26718.
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Suggested Citation:"Findings and Application." National Academies of Sciences, Engineering, and Medicine. 2022. 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. Washington, DC: The National Academies Press. doi: 10.17226/26718.
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Suggested Citation:"Findings and Application." National Academies of Sciences, Engineering, and Medicine. 2022. 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. Washington, DC: The National Academies Press. doi: 10.17226/26718.
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Suggested Citation:"Findings and Application." National Academies of Sciences, Engineering, and Medicine. 2022. 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. Washington, DC: The National Academies Press. doi: 10.17226/26718.
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Suggested Citation:"Findings and Application." National Academies of Sciences, Engineering, and Medicine. 2022. 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. Washington, DC: The National Academies Press. doi: 10.17226/26718.
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Suggested Citation:"Findings and Application." National Academies of Sciences, Engineering, and Medicine. 2022. 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. Washington, DC: The National Academies Press. doi: 10.17226/26718.
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Suggested Citation:"Findings and Application." National Academies of Sciences, Engineering, and Medicine. 2022. 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. Washington, DC: The National Academies Press. doi: 10.17226/26718.
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Suggested Citation:"Findings and Application." National Academies of Sciences, Engineering, and Medicine. 2022. 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. Washington, DC: The National Academies Press. doi: 10.17226/26718.
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Suggested Citation:"Findings and Application." National Academies of Sciences, Engineering, and Medicine. 2022. 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. Washington, DC: The National Academies Press. doi: 10.17226/26718.
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Suggested Citation:"Findings and Application." National Academies of Sciences, Engineering, and Medicine. 2022. 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. Washington, DC: The National Academies Press. doi: 10.17226/26718.
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Suggested Citation:"Findings and Application." National Academies of Sciences, Engineering, and Medicine. 2022. 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. Washington, DC: The National Academies Press. doi: 10.17226/26718.
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Suggested Citation:"Findings and Application." National Academies of Sciences, Engineering, and Medicine. 2022. 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. Washington, DC: The National Academies Press. doi: 10.17226/26718.
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Suggested Citation:"Findings and Application." National Academies of Sciences, Engineering, and Medicine. 2022. 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. Washington, DC: The National Academies Press. doi: 10.17226/26718.
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Suggested Citation:"Findings and Application." National Academies of Sciences, Engineering, and Medicine. 2022. 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. Washington, DC: The National Academies Press. doi: 10.17226/26718.
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Suggested Citation:"Findings and Application." National Academies of Sciences, Engineering, and Medicine. 2022. 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. Washington, DC: The National Academies Press. doi: 10.17226/26718.
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Suggested Citation:"Findings and Application." National Academies of Sciences, Engineering, and Medicine. 2022. 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. Washington, DC: The National Academies Press. doi: 10.17226/26718.
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Suggested Citation:"Findings and Application." National Academies of Sciences, Engineering, and Medicine. 2022. 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. Washington, DC: The National Academies Press. doi: 10.17226/26718.
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Suggested Citation:"Findings and Application." National Academies of Sciences, Engineering, and Medicine. 2022. 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. Washington, DC: The National Academies Press. doi: 10.17226/26718.
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Suggested Citation:"Findings and Application." National Academies of Sciences, Engineering, and Medicine. 2022. 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. Washington, DC: The National Academies Press. doi: 10.17226/26718.
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Suggested Citation:"Findings and Application." National Academies of Sciences, Engineering, and Medicine. 2022. 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. Washington, DC: The National Academies Press. doi: 10.17226/26718.
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Suggested Citation:"Findings and Application." National Academies of Sciences, Engineering, and Medicine. 2022. 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. Washington, DC: The National Academies Press. doi: 10.17226/26718.
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13 C H A P T E R 3 Findings and Application Summary of Findings Based on feedback from the Unconference, case studies, and stakeholder interviews, repeated discussion on the barriers of curbside management and challenges associated with shifting to dynamic curbside management were emphasized. The three main challenges mentioned relate to resources, framework, and organizational barriers. Resource Challenges Data: Local jurisdictions may not have access to reliable and recent curb data to make informed decisions about curb space demands. To obtain recent data, many local jurisdictions manually collect curb data which may be time-consuming and costly. Additionally, negotiating data sharing agreements with private firms is challenging, especially firms are operating services and do not have a compelling reason to share data. Technology: Dynamic curbside management pilots rely on a mobile apps to reserve and pay for a loading zone but has limitations in terms of equity and efficiency. Several local jurisdictions with curb infrastructure mapping pilots using app-based data collection tools expressed reservations on the process and usability. For example, West Palm Beach reported it took three days of staff time to verify two blocks (2000 linear ft) and Santa Monica reported the need to re-survey a block twice after a temporary construction zone changed. Infrastructure: Replacing and updating infrastructure can be costly, time-consuming, and depreciates quickly. Even cities that are at the leading edge of curbside management are still working on upgrading infrastructure and becoming “asset-light.” Anecdotal information from interviews provide insight to infrastructure concerns. For example, the sensor infrastructure in Columbus provided excellent occupancy data but the city found that payment data was a good enough proxy. Additionally, the sensors were not able to give the granularity of data as expected. And in West Palm Beach County, concerns about the durability of in-ground sensors of a loading zone pilot arose when the sensors were easily dislodged and had to be repeatedly glued back into place. Laslty, in Santa Monica, cameras required power from existing light poles and had line-of-sight limitations. Enforcement: Enforcement can be costly, time-consuming, and, in some instances, not aligned with community goals. Cities are considering implementation of automated enforcement mechanisms. For example, Santa Monica sees potential in using occupancy cameras as automated enforcement, West Palm Beach view automated enforcement as supplementmental to their staff enforcement officers since the use of red-light cameras are legalized, and Columbus views automated enforcement as a crucial component to effectively implement dynamic curbside management strategies but understands the complexity of cross- jurisdictional coordination. Staffing: Staffing limitations related to capacity building, training, big data expertise, and recruitment is a challenge mentioned by Unconference attendees and case study interviewees.

14 Framework Challenges Curbside management is needed to support community goals, but limited application of curbside management frameworks exists. Based on available dynamic curbside management scholarship, input from the Unconference, case studies, and stakeholder interviews, few jurisdictions use a framework to guide decision-making about dynamic curbside management implementation. Developing a framework can clarify how dynamic curbside management connects to broader transportation goals and may provide performance measures to evaluate whether goals are being met or not. Performance measures include curb productivity, the economic value of the curb, and equitable access to curb functions. Additionally, a framework may provide foundations and guidance on regulation and pricing. Organizational Challenges To successfully implement various dynamic curbside management, it is important to understand differing organizational interests and prioritizes across all levels of government. Establishing and maintaining continued support from cross-jurisdictional entities on dynamic curbside management research, financing pilot tests, expanding innovative practices, and implementing pricing schemes may be difficult if interests are not aligned. How State DOTs and MPOs Can Support Dynamic Curbside Management Collaboration and expertise from MPOs and 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 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 Literature Review and Policy Scan Findings Dimensions of Dynamic Curbside Management Cities allocating the curb based on where the curb is located, how much curb space there is, how and by whom it is being used, and when different users need access. Four key concepts — context, uses and users of the curb, time, and space — are essential to understanding and managing the curb. The context for curbside management is defined by the adjacent land uses. San Francisco Metropolitan Transportation Authority created a curbside management framework that prioritizes various curb functions based on land uses, neighborhood context, and the local street network and is displayed in Figure 3.

15 Figure 3. SFMTA Curb Functions Prioritized by Land Use Source: San Francisco Municipal Transportation Agency, 2020 The use and users of the curb explain the level of demand at the curb. Information of who is using the curb space at various times of the day, the duration of time spent at the curb, and the reason for using the space, can be collected in a user inventory. Creating a user inventory to understand what the level of demand is for various uses and what users are at the curb is important. DeBow & Drow (2019) note that as user needs are identified at the curb, the “conflicts between their access needs and timing will become apparent” and this information is valuable when defining policies, regulations, and allocation of access to various users. Lack of complete data about curb usage is a persistent problem that cities face and negotiating data sharing agreements with private sector companies has proven difficult (Diehl et al., 2021). Data intermediaries that anonymize and aggregate data from mobility providers to protect users and proprietary information are helping to facilitate data sharing, but it remains a challenge. Of the 14 cities that Diehl et al. spoke with, four reported directly receiving data from private mobility companies (Diehl et al., 2021). The use of the curb is an indicator of demand and curbside management helps manage curb demand. While weighing the trade-offs of how to allocate space, DeBow & Drow (2019) suggest the following categories be considered: • Mobility objectives: improving traffic flow and the ability of people to move from place to place. • Parking objectives: the ability to park vehicles in accordance with local user needs. • Revenue objectives: efficiently capturing the value of the curb from various user types and meeting budget objectives. • Balanced and fair access objectives: the desire to support users’ ability to access the curb. Time is a critical dimension of dynamic curbside management, reflected in many of the pilot dynamic curbside management efforts. Demand for the curb is temporal and different users need more, or less, curbside access depending on the time of day, day of the week, and time of year. Cities are enacting pilots with temporal components, such as designating passenger loading zones during specific hours. For instance,

16 as part of DDOT’s 2017 Dupont Circle Safety Demonstration Pilot, 60 parking spaces were reserved for passenger loading between 11 p.m. and 7 a.m. Thursday-Sunday (DDOT, 2017). Recently, technology companies have created apps that enable users to reserve curb space in advance to better manage demand across time. More information about pilots involving curb reservations is provided later in this report. To manage and regulate the curb, it is necessary to understand how much curb space exists, where the curbs are located, and how space is currently allocated. Spatial curb data may be limited to metered locations and are manually collected. Curb space is a finite resource and allocation of the space can be dynamic across function, use, and time of day. Digital Curb Inventories An example of a local jurisdiction who digitized their curb assets is Los Angeles Department of Transportation’s (LADOT) “Code the Curb” project that is currently ongoing. The plan is to digitize more than 1 million signs, curb paint, and other regulatory tools along 7,500 miles of Los Angeles streets (Howell et al., 2019). Initially, the data collection plan was to have city workers manually record information about curbside signage, but the city moved toward digital data collection methods after manual recording proved to be difficult. A subsequent attempt to digitally code the curb relying solely on video footage “generated too many errors to be reliable enough as a source of data for traffic enforcement and third-party app development” (Goldsmith, 2018). A few technology companies are offering digital inventorying services to meet the demand for a more efficient means of data collection. Coord, for instance, partnered with San Francisco and Toronto in pilot tests to digitize all the curbs in the city and documented curbside uses and parking restrictions (Institute of Transportation Engineers, 2018). Partnerships with curb inventory companies can be complicated by government procurement procedures, legal requirements, and initial capital costs of sensor installation and data collection technologies (Diehl et al., 2021). Other technology advancements related to dynamic curbside management are displayed in Table 2. Table 2. Curbside Management Technologies in Pilot Locations (2022) Type of Data Example Technologies Considerations Pilot Locations Curbside assets / regulations Curb wheel – iPhone, small computer attached to measuring wheel “Surveyor” - augmented reality data collection app, GIS compatible (e.g., Coord, CurbIQ, CurbLR, SharedStreets) Manual data entry with app / wheel Toronto, D.C., Minneapolis, Pittsburgh, Los Angeles “Code the Curb” Curbside assets / regulations Cloud-based platform to digitize curb regulations (e.g., INRIX Road Rules) 12-16 hours to enter all rules (sidewalk, curb street) for 1 mile Austin, Miami-Dade County, Cambridge, Toronto Curbside assets / regulations Car mounted GPS sensor with LiDAR (e.g., Allvision) Capital-intensive, scalability, GPS signal disruption Pittsburgh Strip district (2019) Curb usage data (cars, peds, bikes) Cameras with machine learning capabilities (e.g., Numina) Energy intensive, power source 20 cities in US, Canada, Europe

17 Type of Data Example Technologies Considerations Pilot Locations Curb usage (vehicle dwell time) Sensors attached to light poles (e.g., Cleverciti) Cannot identify passenger vehicles used for commercial purposes 200 cities globally Curb usage & reservation Video analytics (e.g., Automotus, curbFlow) Integrates with automatic payment and enforcement Santa Monica, Pittsburgh, Columbus, DC Curb usage & reservation “Virtual loading bay,” digital signage (e.g., Grid Smarter Cities, Kerb) London Curb data aggregator / anonymizer Uber and Lyft pick-up and drop-off data (e.g., Populus, SharedStreets) Toronto, DC, Minneapolis, Pittsburgh, Los Angeles Mobility data aggregator Processes anonymized location data from smart phones and navigation devices (e.g., StreetLight) LADOT, Boise, FDOT, Toronto, many others Sources: Diehl et al. and Kansas City Area Curbside Management Resource and Guide Enforcement Tools Supporting Dynamic Curbside Management Lack of compliance with posted curbside regulations manifests in many ways, such as overstaying posted limits, blocking bike lanes and transit stops, parking in non-designated areas, and double parking. Enforcement of regulations and penalties come in the form of parking tickets and other fee-based citations but are often underpriced or not heavily enforced. In some cases, parking tickets and citations are considered business costs for commercial delivery operators and major carriers (Baker, 2020). Effective enforcement that involves ticketing is labor-intensive and the need for more efficient, accurate, and automated enforcement is a consistent challenge in dynamic curbside management. Three key technologies show promise for advancing enforcement: geofencing, automated license plate readers (ALPR), and video analytics. Ridesourcing apps use geofencing to implement dynamic pricing for rides and set rules for pickup and drop-off in certain locations, such as at airports. For cities implementing PUDO zone pilots, partnering with ridesourcing companies to implement geofences around these locations supports compliance to curb regulations. For example, a pilot in the South Lake Union neighborhood of Seattle found that adding passenger loading zones supported by geofencing decreased in-lane pickup stops from 20% to 14% (Goodchild et al., 2019). ALPR use high-speed cameras and algorithms to convert license plate images into data. This technology has been used by law enforcement for finding stolen vehicles and applied to highway tolling systems. ALPR enhances curb enforcement, by storing data about payment and travel behavior analysis, which may involve privacy risks due to the links to individual user data and payment information (Zmud et al., 2016). As of April 2020, 16 states have statutes that address the use of ALPRs or the retention of their data (National Conference of State Legislatures, 2021). Video analytics are used to monitor curb activity and reserve curb space. For example, a network of computer vision devices located on private property adjacent to curbs of interest and machine learning algorithms can parse availability of curb space, which is then fed into an app for reservation and payment (curbFlow, 2020). These real-time data collection process can be integrated with automated enforcement services and can automatically alert enforcement officers of violations in real time and send citations

18 directly to vehicle owners. Loyola Marymount University in Los Angeles partnered with a private firm on fully automated parking enforcement and report that enforcement efficiency and revenue has increased by 500% (Korosec, 2021). These emerging digital tools for automated enforcement are examples of physical design tools that encourage the intended use of the curb and discourage behavior that causes modal conflicts or negatively impacts municipal parking revenue. For example, several PUDO or loading zone pilots found that double parking interrupts striped bike lanes. Recent pilots have responded to this issue by creating clearly marked and reservable zones or geofenced zones to accommodate loading. A complementary design intervention to prevent double parking impacts would be to shift the design of the bike lanes, such as moving the bike lane between the curb and on-street parking or reconfiguring the bike facility to include physical barriers such as bollards, curbs, planters, or a raised cycle track (NACTO, 2012). As physical interventions, these tools are less dynamic in nature, but can be temporarily implemented at lower costs and be adjusted in response to observed behavior (NACTO, 2015). Developing Universal Data Standards Efforts to establish universal data standards to better enable data sharing with new mobility providers have advanced in the past few years, with the open-source Mobility Data Specification (MDS) being the most notable. This digital tool, originally developed by LADOT, “standardizes communication and data sharing between cities and private mobility providers, such as e-scooter and bike share companies” and has been adopted by more than 50 cities across the U.S. (Open Mobility Foundation, 2020). It is comprised of a set of application programming interfaces (APIs) that enable standardized two-way communication between companies and cities. A universal data language and standard makes it easier for local governments to “effectively set policy, regulate the curb, and communicate rules with their existing curb users…” (Transportation for America, 2020). Public and private entities are investing efforts to create a universal curbside language and standards (UCLS). In 2019, CurbLR launched the “linear references that relate assets to their location along a street…[and] provides a template to store structured data about the curb rule itself, including what is being restricted or allowed, when a rule applies and to whom, how it is applied, and how it relates to overlapping regulations” (CurbLR, 2020). Companies are developing a curb data standard, the Open Curb Assets Specification, to store collected data (Coordcity/Open Curb Assets, 2019/2021). A challenge that Diehl et al. note from their conversations with cities is that adopting a data standard like this generally requires a labor-intensive data collection process (Diehl et al., 2021). In December 2020, the Open Mobility Foundation, an open-source software foundation that works to create a governance structure for open-source mobility tools like MDS, announced a Curbside Management Working Group was established (Open Mobility Foundation, 2020). The goal of the working group, which includes city leaders, is to deliver a common data standard that will facilitate the inventory, exchange, and analysis of curb assets, regulations, and usage. Dynamic Curbside Management Pilots Curbside management pilot and policy efforts undertaken in the last five to eight years reflect an increasing shift toward a dynamic curbside management based on the dimensions outlined above (context, use, space, and time). Common program elements include: • Pricing: usually variable in response to the dynamic nature of demand • Regulating use: specific uses of the curb are permitted at certain times • Permitting access: allowing access to the curbside only for specified operators

19 Based on pilot test findings, regulation of use appears to be the most common program element. Currently, cities are testing short-term charging fees for passenger and commercial delivery loading zones and incorporating ACES technology with dynamic curbside management pilots. Many pilots described below in Table 3 involve public-private partnerships. Table 3. Selected Dynamic Curbside Management Pilots (2019-2021) Pilot Location Type Date(s) Target Users Technology Used Fenway PUDO Boston, MA Regulating use / Permitting access 2019 Ridesourcing Geofencing Loading Management Zones Washington, DC Permitting access 2019-2020 Commercial vehicle operators, ridesourcing, on- demand delivery Curb reservation app Loading Management Zones Columbus, OH Permitting access 2019-2020 Commercial vehicle operators, ridesourcing, on- demand delivery Curb reservation app Smart Zones Pilot Omaha, NE Regulating use 2020-2021 Commercial vehicle operators Curb reservation app, cameras Smart Zones Pilot Aspen, CO Regulating use / Pricing 2020-2021 Commercial vehicle operators Curb reservation app, cameras Zero- Emissions Delivery Zone Santa Monica, CA Permitting access 2021 Commercial vehicle operators, on- demand delivery Cameras, video analytics The following pilot summaries focus on the most recent dynamic curbside management efforts undertaken by jurisdictions around the U.S. Where applicable, related state DOT and MPO efforts are noted. Fenway Pick-up/Drop-off Pilot (Boston, MA) March 2019 – June 2019 Pilot Goals The goals of the pilot were to test more efficient uses of the curb, to prevent unsafe driving behavior (e.g., double parking), and to improve traffic flow. Site Selection & Physical Infrastructure The City of Boston dedicated four existing parking spots in the Fenway neighborhood to nighttime PUDO activity. The four parking spots had red domes added and regulatory signage installed (5-minute limit between 5 p.m. and 8 a.m.) (City of Boston, 2019b).

20 Digital Technology Used The city partnered with Uber and Lyft to geofence the locations but relied on human data collection. Performance Metrics The city used Waze data, field observations, interviews, and parking citations to measure the impact of the pilot. The city gathered traffic jam and speed data from Waze and parking citation data but recognized that neither data source was adequate for establishing causation (City of Boston, 2019a). In nine field observation sessions before and after the pilot, the pilot team collected number of PUDO trips happening at the curb, travel lane, and in the PUDO zone. The city also measured curb productivity with counts of the vehicles or passengers accessing the curb over time and conducted interviews with ten organizations located adjacent to the PUDO zone and city department stakeholders. Data Requirement The city relied on manual collection for block-by-block data. According to the city, “the data sets either did not exist on a holistic level or owners of those data sets did not want to provide the city direct access to them” (City of Boston, 2019a). Enforcement Mechanism Increased patrolling by parking enforcement officers in first week and a half of pilot, then enforcement as usual. Key Findings The city found promising results after four months of data collection. Prior to the pilot, the blocks were metered parking spots. The curb productivity of the PUDO blocks increased from three vehicles/hour (pre- pilot) to fourteen vehicles/hour (pilot) and from two vehicles/hour (pre-pilot) to nine vehicles/hour (pilot). Interviewees from adjacent properties indicated less double parking because of the pilot. However, in field observations, city staff found improper uses of the PUDO zone that impeded traffic flow, such as drivers partially pulling into the spot, drivers parking in the zone after 5 p.m., or exceeding the 5-minute time limit. For future expansion of the pilot, the city staff recommends making changes to the data collection, communication, and physical configuration of the PUDO zones to meet the goals of increased safety and efficient use of the curb. Additionally, physical changes to the pilot, such as longer PUDO zones, curb paint, and more prominent signage, as well as driver education and outreach to address the improper use of the PUDO zone are recommended. As a following step, more automated, less time intensive data collection strategies are recommended for consideration (City of Boston, 2019a). Related MPO or State DOT Initiatives In December 2019, Boston Region Metropolitan Planning Organization published “The Future of the Curb.” This technical memorandum summarizes national best practices for curbside management categorized as policy, PUDO space, commercial vehicle loading space, reallocating curb space to multimodal access, and managing on-street parking. The memorandum articulates the MPO motivations for involvement in curbside management as primarily to help create consistency for curb users of different types across municipal boundaries and to assist municipalities without capacity to craft their own curbside management policies (Clark, 2019).

21 Loading Management Zone (Washington, DC) November 2019 – May 2020 Pilot Goals The focus of this pilot was to collect data on the use of reservable commercial loading spaces and improve safety and efficiency for all users of the street. Site Selection & Physical Infrastructure DDOT partnered with curbFlow for this pilot of nine loading management zones. DDOT designated the locations using aggregated and anonymized data from on-demand delivery services and considering adjacent land uses, other curb occupancy permits (e.g., valet), and potential multimodal conflicts (Pérez et al., 2021). The pilot zones were demarcated with temporary signage, pavement markings, and bollards. DDOT pilot staff set up and removed the movable barricades and signs for each observation period. Digital Technology Used Drivers could reserve the space using an app, which was fed real-time anonymous data on space availability through “computer vision devices” installed in the adjacent storefront windows of participating businesses (Aratani, 2020). Performance Metrics DDOT team members collected data on safety, utilization, productivity, and equity through in-person monitoring of the pilot zones. Metrics included: overstay percentage, median dwell time, type of user, number of vehicles using zones, incidents of U-turns and double parking, and crashes (Pérez et al., 2021). Enforcement Mechanism Enforcement was not automated, relying on requests to the pilot team (Pérez et al., 2021). Key Findings Curb users were most frequently on-demand delivery drivers, but more of a mix of users (e.g., ridesourcing, freight, parcel) than a similar pilot in Columbus. Median dwell times for ODDS, freight, and parcel deliveries were 7-11 minutes whereas ridesourcing and taxi median dwell times were 1.5-2.5 minutes. By the end of the pilot, illegal U-turn and double parking decreased 64% compared with pre- launch weekly average (Pérez et al., 2021). Loading Management Zones Pilots (Columbus, OH) November 2019 – May 2020 Pilot Goals The objectives of the City of Columbus six-month pilot with curbFlow were 1) to improve safety at the curb for pedestrians, bicyclists, transit riders and delivery drivers; 2) improve efficiency for businesses; and 3) better understand the needs of commercial and on-demand delivery operators. The city piloted reservable commercial loading zones, dubbed loading management zones (LMZs). Commercial vehicle operators or private vehicle operators performing a commercial use, such as ridesourcing or on-demand delivery, were able to reserve space within a zone for short-term loading and unloading using curbFlow’s app. No fees were assessed or collected during the pilot (Pérez et al., 2021).

22 Site Selection & Physical Infrastructure The pilot focused on eight high demand PUDO areas near downtown offices, the Short North Arts District, and The Ohio State University campus. The LMZs were marked with white thermoplastic strips, temporary barricade banners, and bollards at the curb. Digital Technology Used To determine pilot locations, the project team collected, aggregated and anonymized operator data to create the “Pick-up/Drop-off (PUDO) Activity Index.” Throughout the pilot, curbFlow provided a free app for drivers to use to reserve space within an LMZ and provided real-time and summary dashboards of data for the city. With the ability to access the LMZs, Uber and Lyft began sharing data with the city through SharedStreets (Diehl et al., 2021). Performance Metrics Columbus—and DDOT, which ran a similar pilot with curbFlow—used a framework for evaluating the performance of the loading zones according to four main categories: safety, utilization, productivity, and equity. Staff in Columbus primarily relied on surveys of curb users and data provided by curbFlow, such as average dwell time and the number of check-ins using the app and reservation system. Merchants and users of the zones were also surveyed about the perceived impact of the LMZs on their behavior (e.g., average time saved by using the LMZs). Enforcement Mechanism curbFlow created an enforcement app that worked with the parking enforcement Android devices. This approach relied on third-party reporting, which led to some delays in implementing enforcement and limited impact (Pérez et al., 2021). Key Findings Although LMZs could be used by ridesourcing and commercial delivery drivers, over 90% of usage of the zones was by on-demand delivery drivers (ODDs). The average dwell time was five minutes for ODDs and seven minutes for freight and parcel deliveries. The peaks for check-ins occurred during the lunch and dinner rush for ODDs (curbFlow, 2020). Safety outcomes were measured by LMZ driver survey responses. The survey asked, “what percent of time when you used a LMZ would you have illegally or double parked if it weren’t there?” and majority of respondents mentioned illegally parking 50% or more of the time. Based on this response, the city estimates that the 19,000 LMZ check-ins of the pilot prevented 9,700 double or illegal parking incidents (curbFlow, 2020). Enforcement and automation were two key themes of findings. Although curbFlow provided an enforcement app, city parking enforcement did not typically ticket drivers outside LMZs so there was little incentive for drivers to use the LMZs or for parking enforcement to ticket those illegally using the LMZs. Some local businesses expressed concern and frustration about the loss of parking and for not being told about the LMZ (Sullivan, 2019). Comprehensive outreach should be a priority for these projects to increase awareness and address any concerns upfront. Related MPO or State DOT Initiatives Mid-Ohio Regional Planning Commission (MORPC) released the “Smart Street Policy” in May 2019. MORPC defined Smart Streets as “a mobility system able to leverage current and emerging technology and data to provide services more effectively and improve the quality of life of all residents.” The document sets a vision for a regional smart mobility system across jurisdictions with the overarching goals of connectivity, flexibility, interoperability, and equity. MORPC will apply this policy to all funded projects and recommends that local jurisdictions develop their own Smart Streets policies that meet their needs and

23 are compatible with this policy. This document also includes non-binding recommendations related to dynamic Curbside Management, such as open data sharing and data security by local agencies and for local agencies to consider equitable management of the curb in anticipation of shared/autonomous vehicles (Mid- Ohio Regional Planning Commission, 2019). Awarded the U.S. Department of Transportation’s Smart City Challenge, Columbus has several pilot projects with potential implications for dynamic Curbside Management. The Smart Columbus Operating System collects and transmits data about these pilots related to autonomous shuttles, connected vehicles, mobility hubs, and event parking. There is currently no pilot project explicitly focused on dynamic Curbside Management as part of Smart Columbus (Smart Columbus, n.d.). Smart Zones Pilot (Omaha, NE) September 2020 – Present Pilot Goals The goals of the pilot were to create safe spaces for large trucks to unload without negative impacts to pedestrians, bicyclists, and surrounding vehicles and to better understand the curb needs of freight. Site Selection & Physical Infrastructure The city partnered with Coord to pilot five Smart Zones for vehicles loading and unloading goods in downtown Omaha. Digital Technology Used Drivers who approach Smart Zones can see real-time availability and reserve a spot in the Coord Driver app. Currently the pilot is not charging for use of Smart Zones and is providing data to the city. The pilot also receives neighborhood-level, hexbin heatmaps of PUDO zones from Uber and Lyft (Diehl et al., 2021). Pre- and post-pilot video footage was analyzed by IDAX and Nelson\Nygaard. Performance Measurement Data on loading activity, frequency of double parking, and dwell times was collected through the video footage from IDAX. Enforcement Mechanism Omaha Parking Ambassadors used the Coord Inspector app, which has license plate recognition capabilities. Key Findings To date, the pilot has shown a decrease in double parking in the Smart Zone areas and a drop in average loading dwell times (Joaquin, 2021). For two of the observed areas by IDAX, Smart Zones decreased double parking significantly: –78% and –91% (Coord, 2021). The pilot found a peak in delivery for larger trucks early in the morning (6 a.m.) and mid-morning (10 a.m.) in contrast to an afternoon activity peak for smaller vehicles. This pilot was more impacted by COVID-19 restrictions and had lower adoption than the Aspen pilot (Coord, 2021). Omaha is currently looking to expand from the five initial Smart Zones to 50 existing downtown loading zones (Hammon, 2021).

24 Smart Zones Pilot (Aspen, CO) November 2020 – May 2021 Pilot Goals The primary goal of the pilot was to understand the value Smart Zones could bring to Aspen and identify ways to improve the program, management, and technologies. A key objective for the city was to collect data to inform how to regulate and provide space for commercial loading (Coord, 2021). Site Selection & Physical Infrastructure The City of Aspen partnered with Coord to pilot Smart Zones for delivery at six busy loading zone curbs and two alleys. New signage was installed with instructions for how to download the Smart Zone app. Digital Technology Used Drivers reserved Smart Zones via the Coord Driver app and pay a Smart Zone fee of $2/hour. The app included the “Hold” feature, which navigated drivers to the nearest available Smart Zone by their destination. In addition to Coord data, pre- and post-pilot camera data was collected and analyzed by IDAX and Nelson\Nygaard. Performance Metrics In addition to data from the app and camera data, qualitative data was collected in interviews and group discussions with drivers, fleet managers, and city staff. Enforcement Mechanism Parking enforcement officers used an app to scan license plates of vehicles in Smart Zones check if the parking was paid for and received live alerts of reported issues in Smart Zones. In the first three weeks, enforcement officers issued warnings to violating vehicles and after that issued $30 citations. Key Findings From the first 100 days of operation, the pilot showed large adoption by fleet operators and provided actionable data for forming future city policies. The city found that fleets were motivated to participate in the pilot so their needs would be considered in future policy. The city found a high demand for loading space between 9 a.m. and 11 a.m. and lower demand on Wednesdays than on other weekdays (Coord, 2021). Alleys were popular loading locations, with 35% of all loading sessions in the pilot’s first 100 days (Coord, 2021). The pilot also confirmed the city’s assumptions that most loading events in Aspen last about 30 minutes but learned that loading sessions later in the day tend to be shorter. Analysis of camera footage showed that most loading events were booked using Coord Driver, and unauthorized passenger loading events had limited impact to the intended Smart Zone users.

25 Zero-Emissions Delivery Zone (Santa Monica, CA) February 2021 – December 2021 Pilot Goals As the first U.S. Zero-Emissions Delivery Zone (ZEDZ), the key goal of the pilot was to gather learnings on the operation of these zones for both cities and delivery companies. From the community standpoint, the goals of the pilots were to provide environmental benefits (reduce air pollution, greenhouse gas (GHG) emissions, noise) as well as improve safety and congestion (Los Angeles Cleantech Incubator, n.d.). Site Selection & Physical Infrastructure The one square mile zone covers two main commercial districts (downtown Santa Monica and Main Street). The pilot provided priority loading zones for zero-emissions delivery vehicles, including medium and light-duty electric vans and trucks, e-scooters, e-bikes, and delivery robots (Los Angeles Cleantech Incubator, n.d.). Digital Technology Used Automotus installed 20 video cameras on streetlamps to monitor the ZEDZs. Automotus collected anonymized data on the ZEDZ using video analytics and provides real-time parking availability data to ZEDZ drivers (Billington, 2021). Performance Metrics As of this writing, no performance data has been published. Early presentations have identified the following key metrics: emissions, utilization, traffic flow, compliance, safety, and revenue potential (SCAG, 2021). Automotus data will be focused on congestion and safety data (Bergman & Billington, 2021). Data Requirements Automotus will not collect personally identifiable information. The project will require a cybersecurity assessment from LA Information Services Department (Billington, 2021). Enforcement Mechanism No enforcement since the pilot was “voluntary” and focused on collecting data on the usage of the zones. In the future, Automotus technology could be used for enforcement. Key Findings Pilot is in progress and no findings have been published.

26 Related MPO or State DOT Initiatives In October 2020, The Southern California Association of Governments (SCAG) published the “Last- Mile Freight Delivery Study.” The report included a literature review, a review of applicable local policies, and a toolbox of last-mile freight strategies. As part of this project, data was collected (GIS, field observations, video) and analyzed on the freight movements of select blocks in Los Angeles. The report outlined recommendations for SCAG’s overall role in last-mile freight: to assist in the funding of LADOT’s Code the Curb project and expanding to other member cities; to assist with coordination of regional infrastructure, such as a delivery consolidation center; to facilitate issues with state level control, such as off-peak delivery issues where state prohibits alcohol delivery at night (Southern California Association of Governments, 2020). California Department of Transportation (Caltrans) has sponsored research related to the future of dynamic curbside management. In 2017, Caltrans sponsored a study by Cambridge Systematics where researchers manually recorded curb parking in Los Angeles, Santa Monica, Irvine, Oakland, and Berkeley. The study found delivery vehicles frequently parked in unauthorized locations (red zones, fire hydrants, disabled user zones) and recommended more regular, scalable curb data collection and parking management strategies for delivery vehicles to improve conditions for all modes (Schaller, 2019). In 2020, Caltrans sponsored a study that modeled personal AV scenarios in downtown San Francisco to examine the impacts of PUDO zones on traffic congestion, vehicle miles traveled (VMT), and CO2 emissions. Another study conducted by Chai et al. modeled the impacts of conversion of different percentages of on-street parking to PUDO zones and found no real difference in congestion by stating “these results show that the conversion of parking spaces to DO/PU zones must be dynamic over time as AV market shares increase and based on continuous, detailed roadway monitoring and planning, which may be a challenging task for many U.S. cities” (Chai et al., 2020). However, the conversion of over 80% of on-street parking spaces to dedicated pickup drop-off spaces corresponds with a spike in VMT and CO2 emissions based on the research findings (Chai et al., 2020). Key Opportunities & Challenges in Dynamic Curbside Management Pilots & Policies Opportunities Although the technologies are constantly evolving, there is consistency in the best practices for dynamic curbside management documented in academic literature, pilot case studies, and practitioner guides. There is continued momentum toward dynamic curbside management frameworks that help cities shift from reactive to proactive management approaches. This is a critical step in coordinating the multiple departments and agencies that interact with and manage the curb. With the expanded availability of data, cities are developing and implementing performance measures that closely align with their goals. For example, ITE’s Curbside Management Practitioner’s Guide (2018) outlines measures of effectiveness and data sets across the key categories of mobility, livability, accessibility, safety, efficiency, and economic vitality. Additional performance measures include dwell time, parking turnover, occupancy rates, economic growth, vehicle type, curb productivity, curb index, mode share distribution, illegal parking, corridor speed, and parking cruising time. These performance measures are possible due to sustained partnerships between cities and private mobility companies. In recent dynamic curbside management pilots, attention to negotiating strategies for data collection and management has occurred, such as trading dedicated loading space for data in nightlife PUDO zones or motivating freight companies to participate in a loading management study so their needs will be considered in future policy. The introduction of data intermediaries who anonymize and aggregate data from shared mobility providers, is also contributing to better data sharing and collaboration between cities and private mobility companies (Diehl et al., 2021). Cities are gaining a deeper understanding of the commercial loading patterns along the curb with the advent of data provided by video analytics and app-based reservations. Even with

27 expanded data and analytics, community and stakeholder engagement are still critical to the success of these pilots. Cities are carefully selecting pilot site locations, employing ambassadors to educate and enforce pilot rules, and use surveys and interviews to evaluate how the pilot served the needs of intended users. Challenges Interviews with municipal staff cite persistent challenges for dynamic curbside management around curb data, enforcement, and interagency coordination (Butrina et al., 2020; Diehl et al., 2021). Many of the dynamic curbside management technologies rely on manual data collection, while technology with sensors currently have issues with accuracy, capital costs for installation, energy needs, and scalability according to interviews with city staff (Diehl et al., 2021). Recent pilots have produced encouraging results related to safety and dwell time, but cities consistently call for more efficient, automated enforcement in future pilots and expansions of the program. Pilots primarily rely on manual enforcement and outreach by city staff, and most report low levels of compliance. Many of these pilots have focused on data gathering rather than fee collection, which has hindered pricing scheme research. Additionally, coordination among multiple government jurisdictions continues to be a challenge, particularly for cities without curbside management policy. Role of State DOTs and MPOs with Dynamic Curbside Management State DOTs and MPOs can support dynamic curbside management implementation by creating consistency for curbside users, establishing statewide and regional standards and guidance for curb data collection, and implement policies that support dynamic curbside management. Smaller cities such as Omaha and Aspen appear to be implementing dynamic curbside management without state DOT or MPO support. Larger cities, such as Columbus, Santa Monica, and Boston, have access to dynamic curbside management resources published by their MPOs. MPO resource documents typically consolidate dynamic curbside management best practices and apply these to member city areas in a research project or case study (Clark, 2019; Mid-America Regional Council, 2020; Southern California Association of Governments, 2020). State DOTs publish related research on ACES vehicles, mobility as a service (MaaS), and future parking demand studies (Chai et al., 2020). For example, the Washington State Department of Transportation conducted interviews to discuss the role of government in MaaS initiatives and recommends for states to mandate data sharing and standardization, and to leverage data for future design of streets and curbside management, focusing on parking and loading zone demand changes because of e-commerce, ridesourcing, and autonomous vehicles (2019). Another instance where state DOTs were mentioned was in connection with the 2020 Smart Cities Collaborative. Participants in this program recommended state DOTs provide support in data, automation, and funding related to the curb. Participants also proposed that state DOTs help with permitting automatic enforcement of the curb, reclassifying ownership of state highways, regulation of ridesourcing, and allowing road taxes and fees to be spent on curbside management (Transportation for America, 2021). Conclusion Given the extensive scholarship on dynamic curbside management, the numerous pilot tests occurring in local jurisdictions, and the creation of new private firms to address future curb demands demonstrates the significance of establishing frameworks and guidance related to cross-jurisdictional partnerships. While developments in dynamic curbside management show innovative research approaches and robust data collection strategies, cities continue to face challenges around the ability to digitize the curb and automate enforcement. Furthermore, cities may not have tools or resources to collect, manage, and analyze curb data. State DOTs and MPOs play a crucial role in supporting local jurisdictions with dynamic curbside management and can help address these challenges.

28 Dynamic Curbside Management Unconference Findings Overview of Unconference The project team conducted a two-hour virtual meeting during which participants were encouraged to share and discuss their experiences with dynamic curbside management. Appendix A provides a list of organizational affiliations of Unconference participants. At the end of the Unconference, participants offered recommendations for the project deliverables and share any last thoughts. Figure 4. Sample Discussion Questions During Dynamic Curbside Management Unconference

29 Figure 5. Screenshot of Digital Whiteboard from Data Standards Unconference Breakout Room Participants covered eight major topics across two breakout sessions: Breakout Session 1 • Data Standards • Enforcement Strategies • Performance Metrics • Values, Benefits, and Barriers Breakout Session 2 • Role of MPOs and State DOTs • Public-Private Partnerships • Data Collection, Privacy, and Security • Communicating Changes to Stakeholders During breakout sessions, participants were asked to list the challenges and opportunities associated with each topic. After the Unconference, the project team grouped comments based on challenges and opportunities. A complete list of ideas generated about promising practices and case studies are included in Appendix B and screenshots of the breakout room stickies written by attendees are in Appendix C. Challenges and Opportunities Identified in Unconference The main challenges to dynamic curbside management involve staff capacity limitations, data sharing, selection of data needs for analysis and identifying appropriate performance measures, competing interests between public and private entities, automated enforcement, and technological changes. Staff capacity limitations are a significant challenge since dynamic curbside management is resource and time intensive on staff. Participants noted that staff often lack the time needed to establish and manage effective relationships with private companies, participate in trainings to enhance knowledge in curb data management and analysis, and may not have access to technical resources.

30 Data sharing is especially difficult when industries that are already operating dynamic curbside management do not have a compelling reason to start sharing data. Limited access or lack of access to data makes it challenging for agencies to enact effective dynamic curbside management policies. Selection of data needs and identifying performance measures is difficult when there is a lack of accessible data or a lack of resources to manage and analysis existing data. Identifying relevant performance measures varies on specific uses and certain vehicle types and sizes. Data needs are complex and varied. Participants talked about the difference between demand data and utilization data and discussed how both are difficult to collect and access. Furthermore, dynamic management benefits from more nuanced data sets but the more nuanced and granular the data, the more concerns related to personally identifiable information (PII) and privacy occur. Competing interests between public and private entities and across all levels of government is a challenge when creating and implementing dynamic curbside management policies. The implementation of dynamic curbside management relies on which department provides oversight and where the funding is allocated from. Various entities view dynamic curbside management differently, may favor different approaches, or prioritize different curb uses. Automated enforcement in the near-term and are not necessarily preferred by local agencies. Participants working in Santa Monica discussed having “high hopes” for curbside management with the installation of cameras as part of the ZEDZ pilot but had issues related to identifying the number of cameras needed per loading space, the limited field of view of the cameras, privacy issues, connectivity issues, intermittent power from street light posts, and the high installation costs. Ultimately, the city and state agreed to not increase the level of surveillance in the public realm. Technological changes are occurring rapidly and impacting direction of dynamic curbside management. Participants noted that cities do little to no curbside management or dynamic curbside management due to technological limitations. One participant commented that the technology often evolves faster than a cities policy can react to, such as creating privacy regulations. On a local level, city staff must dedicate time to navigate collaborative efforts with companies, startups, and businesses who are engaging in new technologies related to dynamic curbside management. The main opportunities to dynamic curbside management involve creation of flexible data standards and guidance, opportunities to build staffing capacity, incentivize and negotiation of data sharing between public and private entities, double parking as an effective performance measurement, improved communication efforts at the curb, and collaborative efforts between state DOTs, MPOs, and local jurisdictions. Flexible data standards and guidance supports dynamic curbside management implementation efforts. As more cities focus on establishing and developing strategies for managing and collecting data, these efforts thereby assist in curb data inventories. Participants identified the General Transit Feed Specification (GTFS) as an example that could be examined. GTFS is a mature data standard which makes it easy for cities to include in their Requests for Proposal (RFPs). Google provided a very clear consumer facing benefit and made it work well technically. Generally, it is very helpful for cities to have clear standards and performance measures. Opportunities for Building Staff Capacities include dedicating more time into trainings, recruiting transportation planners with dynamic curbside management interest or experience, and recruiting staff from various backgrounds such as economists, statisticians, behavioral scientists, and big data analysts to assist with dynamic curbside management big data needs. Incentivizing and negotiating data sharing is important to addressing data gaps when collaborating with public and private entities. A two-way flow of data with public agencies sharing information with private companies may be a way to incentivize data sharing. Open Mobility Foundation (OMF) is trying to build this into their curb data specification to allow for private companies to get value from using the

31 system. New venues for collaboration may provide avenues for increased data sharing. Participants cited as examples OMF’s work on developing open data standards and the Zero-Emissions Delivery Pilot in Santa Monica. In that case, the Los Angeles Cleantech Incubator (LACI) is serving as a “third party trust enabler and translator” and is managing contracts with companies. Participants also reiterated the importance of starting with the question you’re trying to answer and the benefits of that rather than on the data needed. Double parking as an effective performance measure for dynamic curbside management was mentioned repeatedly in the breakout session. Participants expressed that double parking was the largest contributor to conflict, safety, and reliability issues (e.g., transit reliability) and could serve as a proxy measure for other issues. For instance, when a vehicle is double parked, it has indirect impacts on safety as other users must swerve into other lanes or make unsafe maneuvers due to the vehicle blocking a travel lane (car travel lane, bike lane, or bus only lane). For these reasons, participants felt that double parking could be an important performance measure for dynamic curbside management. Communication strategies at the curb such as maintaining and improving parking signs and definitions could help encourage compliance. Participants suggested focusing on simple, visual designs that would also be more accessible to people speaking other languages. Collaborative efforts between state DOTs, MPOs, and local jurisdictions is recommended to support dynamic curbside management. Participants noted that state DOTs and MPOs could create frameworks; encourage a regional approach to curbside management; and set priorities related to equity, climate, and access. One participant commented, “MPO’s role is not tactical implementation of where to place a meter but setting a broader priority of curbside management.” Additionally, state DOTs and MPOs could support local agencies through funding pilots and proof-of-concept projects related to dynamic curbside management. State DOTs and MPOs can help further engagement and support for dynamic curbside management. This includes funding, leadership, strategy, analytical resources, and development of data standards and performance measures. A balance between statewide, regional, and local interests to ensure dynamic curbside management is flexible in local contexts is important. Additional Considerations The Unconference ended with a brief discussion about next steps and final thoughts from participants. Final points included: • Recommendation to build upon the FHWA Curbside Inventory Report (2021), the International Parking and Mobility Institute (IPMI) Curbside Glossaries (2021), and the Institute of Transportation Engineers (ITE) Curbside Management Practitioners Guide (2018). • Include a stepped or a menu-based approach as a way of acknowledging that jurisdictions are starting from many different places. • Ensure that pricing strategies are adequately covered. Pricing was not a key focus of any of the breakout conversations, but participants acknowledged the importance of the topic.

32 Case Study and Stakeholder Interview Findings The project team conducted interviews with all levels of government within California, Colorado, Ohio, and Florida to represent various U.S. regions and diverse sociodemographic contexts to discuss dynamic curbside management. The team interviewed individuals who has experience with dynamic curbside management policies, programs, and projects at the state, regional, and local level. The key takeaways were identified from conversations and are organized according to the Dynamic Curbside Management outline. The research team identified the challenges and opportunities as well as the suggestions from the interviewees. Key Takeaways Curb Infrastructure, Functions, Users and Characteristics Areas with the highest intensity uses are driving the need for dynamic curbside management and the conversations around it. While one of the early motivations of this conversation was the need to better manage PUDO for ridesourcing companies, the focus has shifted somewhat to the management of deliveries. All the dynamic curbside pilots in the case studies occurred in high-density retail/commercial districts (e.g., Aspen, Columbus, West Palm Beach, Santa Monica). Overall, efforts to manage the curb more dynamically are usually centered around a few blocks in commercial corridors, nightlife districts, and entertainment and leisure areas such as beaches (e.g., Santa Monica, Ft. Lauderdale, West Palm Beach). Understanding and Addressing Stakeholder Concerns Parking is the top priority when addressing and implementing dynamic curbside management. To implement dynamic curbside management, the demand for space in an area has to have become an obvious problem (e.g., frequent double parking, congestion issues, etc.) because it is time- and resource intensive and people are typically attached to the current use (e.g., parking). Dynamic curbside management tends to be reactionary and driven by existing issues. Several interviewees talked about the importance of language and framing as a means of addressing stakeholder concerns. In West Palm Beach, converted parking and loading zones in downtown were labeled “flex zones” to emphasize the different uses of the space. In Ohio, emphasizing the differences between prioritizing vehicle space versus local businesses generated positive responses when attempting to replace on-street parking with bike lanes or loading zones for business owners. In terms of communicating changes to the curbside to stakeholders, the most effective outreach is personal and face-to-face, even if it is time and resource intensive. In Aspen, for example, city staff talked with enforcement officers who identified which delivery drivers were the most present in the neighborhood to get an understanding of the curbside management strategies in the area. In West Palm Beach, the private security staff worked with Related Companies—one of their pilot partners immediately adjacent to the zone—information to hand out to people about the pilot. How Dynamic Curbside Management Supports Broader Transportation Goals By connecting dynamic curbside management goals with broader transportation goals is another strategy to generate support across all levels of government. Participants mentioned goals such as safety, sustainability, congestion, and VMT reduction are valuable to include in the discussion of dynamic curbside management. Establishing Curb Goals and Priorities: Context, Use, Space, and Time None of the local jurisdictions currently engaged in dynamic curbside management pilots (Columbus, Santa Monica, Aspen) used a framework. San Francisco’s dynamic curbside management pilot discontinued due to COVID-19, but staff mentioned that the SFMTA framework was helpful when aligning curb activities with citywide goals and to make that connection more explicit to internal and external

33 stakeholders. A dynamic curbside management framework may help cities prioritize the highest and best use of the curb in the context of the city, rather than the loudest voices. Many interviewees talked about how “emotional” conversations regarding on-street parking can become, and a curbside management framework, when adopted by council, is an important tool for city staff to articulate the reasons and benefits for changes at the curb. For fee structures, local jurisdictions are primarily looking to other jurisdictions who have implemented these structures. Columbus was the exception in using license plate recognition (LPR) data on occupancy to justify rate increases. For most jurisdictions, the upper end of fees is determined by what their leadership will accept due to political priorities or qualitative experience of the impacts. For example, in Aspen, council members noticed the “feel” of downtown improving after raising the cost of on-street parking to encourage the use of parking garages for longer stays. Performance Measurement Key performance measures that were mentioned in interviews include occupancy, dwell time, instances of blocked crosswalks/intersections, and instances of double parking, which is a direct measure of demand outstripping supply and an indirect measure of safety. There is agreement between the public and private sector on the importance of safety and congestion metrics, but heavy curb users from the private sector are also tracking other metrics when involved in a curbside management pilot. For example, Uber talked about their “seamless rider/driver experience” as a focus, and the key metrics of unfulfilled or cancel rates, as well as “contact times.” Conceivably, a PUDO geofenced pilot could be seen as a success from the local jurisdiction point of view due to less double parking or congestion, but from the ridesourcing point of view the pilot could result in less efficient pick- up where riders and drivers have trouble locating each other, must call each other, rate each other poorly, and cancel more rides as a result. Curbside Management Roles: Developing Effective Partnerships Interviews with the public and private sector emphasized the importance of early involvement on both entities. Uber discussed the benefit of engaging in early conversations about curbside management with cities before decisions are made because a variety of different tools exist that cities may not even be aware of. Cities with strong legal teams and planning staff that are involved early on allows time for creative visioning sessions and planning and mitigates from facing challenges related to procurement, policy, and legal complications. Regular communication and cross-agency working groups are also beneficial to effective partnerships. In Denver, the Advanced Mobility Partnership is a collaboration between the MPO (DRCOG) the DOT (CDOT), the Regional Transit District, and the Denver Metro Chamber of Commerce. Staff from DRCOG mentioned the usefulness of the partnership to better collaborate and share opportunities. Physical Infrastructure Local jurisdictions using sensors to manage the curb report mixed results. In Columbus, in-ground parking space sensors provided excellent occupancy data, but the city found that payment data was a good enough proxy. Additionally, the sensors were not able to give them the granularity of data needed (i.e., the sensor could tell when a vehicle was above it but could not provide any information about what of type of vehicle it was). To improve these efforts, city staff foresees using camera detection to provide more types of data. In Santa Monica, the cameras need power from existing light poles and have issues with the camera’s line-of-sight. West Palm Beach utilized in-ground sensors for a loading zone pilot but had concerns with the durability as they were easily dislodged and had to be repeatedly glued back into place. Cities that are at the leading edge of curbside management are still working on upgrading infrastructure and becoming “asset-light.” Columbus recently made the transition to multi-space meters while Denver has single space meters exclusively.

34 Digital Technology Many of the recent dynamic curbside management pilots rely on a mobile app to reserve and pay for a loading zone which may not accessible or intuitive for all users. Several local jurisdictions had taken part in curb infrastructure mapping pilots and expressed reservations on the process and usability. For example, West Palm Beach reported it took three days of staff time to verify two blocks (2000 linear ft) of curb space and Santa Monica reported the need to re-survey a block twice after a temporary construction zone changed. Some cities found the mapping covered areas already understood well (e.g., Denver, San Francisco). It was not clear from interviews how much cities utilized the curb side data after the pilot. All local jurisdictions the research team spoke with highlighted the challenge of enforcement. None of the pilots in this research used automated enforcement, though many referenced the potential benefit of it. Santa Monica may use the cameras installed to monitor occupancy and collect data during the ZEDZ pilot to do some automated enforcement in the future, but that has yet to be confirmed. Representatives from West Palm Beach think automated enforcement could be used as a supplement to their staff enforcement officers, and since Florida allows the use of red-light cameras there may be a legal pathway. Staff in Columbus think automated enforcement is key to doing effective dynamic curbside management, but the State of Ohio does not currently allow automated enforcement. Data Requirements, Management and Governance, Data Sharing and Privacy Local jurisdictions struggle to retrieve data needed to better manage the curb, as well as to clearly identify the value of the pilots they have done. A major barrier cited by nearly all jurisdictions is that they have been unable to get access to primary data from ridesharing companies, which makes planning and management very difficult. There is also still a heavy reliance on using staff to do in-person data collection, which is expensive. Using cameras to collect data is an alternative that has its benefits (e.g., cameras can collect data 24 hours per day), but there are also line-of-sight limitations and having to go through procurement is both a burden and an expense. Sensors have high vehicle detection accuracy but cannot provide the breadth of data needed. There is some interest and activity on the part of MPOs to act as a data clearinghouse/manager and assist local jurisdictions with analysis. DRCOG, for instance, facilitates a regional shared micromobility data collaborative through a partnership with a shared mobility management platform. SCAG uses a variety of methodologies (video, in-person counts, interviews with private companies) to do data collection and is working on developing tools that can ingest data and provide value to local jurisdictions (e.g., Santa Monica got USPS aggregate data through SCAG to help with downtown loading zones). In terms of digitizing curb assets, there is still no easy way to do this efficiently but there is promise in taking a piecemeal approach. Denver, for instance, digitizes its curb assets by neighborhood as part of its process for completing a Curbside Access Plan. Other places have started with areas of high demand and areas where there are known issues. The OMF is working to develop an open source and standardized curb data specification (CDS), and the current focus of CDS is on commercial uses. There has been some interest and involvement on the part of MPOs such as DRCOG, but state DOTs largely have not been involved in the discussion. Private sector involvement has been varied. Some companies that are focused on providing curb solutions see a clear benefit from the development of a data standard while others have struggled to come up with the value proposition on the benefits of creating curb data standards. Staff from OMF feel that as cities start adopting CDS and it becomes more widespread, then third-party companies will start using it as well. Overcoming Political and Policy Barriers Changes at the curb are highly political and require very strategic, technically adept staff to successfully clear the many barriers—from state DOTs, from other departments, from council, from the public—that may present themselves. Those who have implemented dynamic curb pilots have crafted a narrative of benefits that resonates with city leadership. For example, Aspen reported that support of the pilot was

35 largely due to framing the issue and goal of getting trucks in and out of downtown more efficiently. Another theme is using data wisely, more for cross-agency and inter-departmental conversations than the public. For example, West Palm Beach noted that many streets in need of curbside management are high crash corridors managed by Florida Department of Transportation (FDOT) where freight delivery happens, and that crash data and near-miss crash data could help build the case for FDOT. For conversations with the public, interviewees reported the importance of talking about benefits of curbside management to businesses and safety; reported that loading and flex zones as ideas were gaining traction; and reported the need to talk about fees as a means of compliance, not revenue generation. All this is highly dependent on the priorities of local leadership and the appetite for the uncertainty and risk that is inherent for curbside management using emerging technologies. Columbus notes that financial support, such as the USDOT Smart Cities Challenge grant, has created a culture of innovation and strong leadership support enables city staff to continue to advance curb management efforts. Several interviewees referenced the political organizational culture and bureaucracy of cross- jurisdictional coordination as a challenge. Regulatory obligations, varying interests, competing interests, and sustaining effective and clear communication are difficult to manage and coordinate when implementing new technologies and innovative research methods. In the short term, district offices at the state DOT level are critical stakeholders when local curb issues surface, particularly about state highways (e.g., Ft. Lauderdale asked for district guidance on PUDO zones on state highways along the beach). More state DOT future-oriented curb studies and funding allocation is highly dependent on the specific state DOT leadership. Integration of ACES Technology State DOTs talked generally about the intersection of ACES efforts in their organization and future curbside management, such as the Ohio Department of Transportation (ODOT) Smart Corridors piloting connected infrastructure in cooperation with the Honda facility, but no interviewees were directly involved in a project focused on ACES. Metropolitan Transportation Commission (MTC) reported that ACES are part of the regional modeling for Plan Bay Area 2050, and that the organization places an importance on ACES for coordinated thinking and responses across member agencies. Urban Freight Delivery Innovations Many interviewees discussed the uptick in e-commerce and observed challenges around double parking and congestion as an impetus to manage the curb. For example, Santa Monica is working with SCAG to develop a more coordinated approach to managing loading in the downtown area since there is a disconnect in their signed regulations (loading is prioritized in the early morning) and reality (loading is happening all day now) which is As part of its Zero-Emissions Delivery Zone (ZEDZ) pilot, Santa Monica extended an emergency ordinance to allow delivery drones on its sidewalks with the goal of eliminating trips and reducing VMT. The delivery drones are attracting a lot of attention, but data on how the delivery drones are impacting key city priorities is not yet available. Ongoing Evolution in Micromobility The research team heard from interviewees that the evolution in micromobility is helping to spur conversations around data standardization and data management, which is important for dynamic curbside management. For instance, the OMF’s MDS for micromobility is an important precursor to the development of CDS. In the Denver region, DRCOG convened a micromobility working group, resulting in a regional shared micromobility collaborative with the goal of creating a consistent approach to managing micromobility. DRCOG has since contracted with Ride Report to develop a regional data dashboard. Hence, micromobility appears to be a catalyst for innovation and collaboration in ways that can support a shift toward more dynamic curbside management.

36 Facilitating and Maintaining Equitable Access Concerns about equity particularly in terms of payment options were discussed repeatedly during interviews. Staff in Denver expressed concern about converting all parking meters to pay-by-phone for those who don’t have access to smartphones, data plans, debit and credit cards, and to those who may not be comfortable using apps. While no one mentioned outright that prioritizing parking for vehicles is an equity issue since parking preserves that space for people who have cars/can afford to drive, it is underpinning part of the shift from parking management to curbside management. San Francisco staff reorganized and created a curbside management team rather than a parking team, which staff said represents a culture shift. Similarly, Denver staff mentioned the the Parking Area Management Plans are now the Curbside Access Plans to reflect the shift in focus to identifying the highest and best use of space. The Curb as an Extension of the Public Realm Like many cities around the world, in 2020, San Francisco’s curbside management team shifted to manage their response to the COVID-19 pandemic. San Francisco’s Shared Spaces activated the curb with space for dining, retail, general loading zones, and recreation. Leadership directed the team to make this happen at the expense of other usual priorities at the curb such as parking and commercial loading, but as the program transitions to its permanent form, the city will look to rebalance these uses for equitable outcomes and adjust standards (e.g., in San Francisco there are some blocks where all on-street parking was converted for the Shared Spaces program). Case Study Summaries California California was selected as a case study because jurisdictions within the state are leaders in dynamic curbside management and it is the epicenter of new mobility technology, such as ACES technology. Cities like San Francisco and Santa Monica have served as the initial launch zones for ride sharing and bike sharing companies which has led to the development of new policies and approaches to dynamic curbside management. The City of Los Angeles pioneered the development of the MDS, which has since been adopted by cities around the country. To inform our case study, the research team spoke with agency staff from the City of Santa Monica, the City of San Francisco, SCAG, MTC, and Caltrans (District 7). Curbside Management and Related Efforts The City of San Francisco published a curbside management strategy planning document just before COVID-19 which prioritizes curb use by adjacent land use and outlines specific objectives, potential impacts, and strategies. The department experienced rebranding (from Parking to curbside management) and conducted internal outreach to clarify their role in relation to city goals. San Francisco has also been the site for research on curb usage, such as the development of a curb productivity index (Uber & Fehr & Peers’ Curb Productivity Index, 2018) as well as a partner with private firms to digitize curbside uses and parking restrictions. SCAG, the MPO for the Los Angeles area, is active in curbside management, provides funding opportunities for pilot projects, manages curbside data and has a project manager related to freight and curb usage. During the previous competitive grant funding application processes through the Smart Cities and Mobility Innovations program, the most recent call for projects focused on curbs because of regional interest in curbside management. SCAG also won a planning grant from Caltrans to do its own study on curbside management as a follow up to its Last-Mile Freight Delivery Study. In addition, SCAG coordinates grant funding with member cities to streamline procurement, and provides curb usage data support. In terms of preparing for connected and autonomous vehicles (CAVs), SCAG led an application for federal funds to study implications for the Port of Los Angeles/Long Beach from the regional infrastructure to first/last mile.

37 Metropolitan Transportation Commission (MTC) is the MPO for the San Francisco Bay Area. MTC applied for a Caltrans grant to develop a regional data specification for curbside management but was not successful. MTC has also funded the City of Emeryville through a technical assistant grant to conduct a highest and best use of the curb study. MTC is having conversations with local jurisdictions about emerging mobility technologies that will impact the curb (PUDO zones and reducing parking requirements, centralized delivery lockers, CAVs) but is generally finding it is too early for local jurisdictions to implement into policies. MTC tries to highlight examples of smaller cities and towns doing curbside management (not just San Francisco) to build the case for why it is important for the breadth of their member jurisdictions. Caltrans has funded research on curb usage related to CAVs as well as SCAG’s current curbside management for freight study. At the district level, Caltrans is exploring reallocation of curbside travel lanes on state highways to other uses, such as off-peak parking and peak-hour bus lanes in Los Angeles and a protected bicycle facility in Long Beach. Dynamic Curbside Management Work The City of San Francisco pioneered demand-based pricing with SFpark (2011) and has conducted geofenced pick-up/drop-off rideshare pilots in select parts of the city, such as Valencia Street. The City of Santa Monica is currently conducting a ZEDZ pilot, which is funded by SCAG and the procurement is managed by LACI. The city converted 11 parking spaces to “zero-emissions delivery zones” that are reserved for zero-emissions delivery vehicles. Only participating vendors are supposed to use the zones, although it is all voluntary. Cameras installed on light poles collect data but have potential for automated enforcement use in the future. Santa Monica expects to collect data on dwell time, occupancy rates, and whether vehicles using the zones were registered with the pilot or not. In the past, Santa Monica conducted a geofenced PUDO zone with ridesharing companies in response to congestion at their summer pier concerts and created a curb data inventory for the downtown area. Santa Monica is also looking to collaborate with SCAG on a pilot focused on more efficient freight loading in their downtown area. Challenges Curb data collection is time intensive for staff: For Santa Monica’s PUDO zone pilot, it was difficult to quantify the impact of the pilot without having access to ridesourcing company data and city staff relied on nearby traffic cameras at several select times. For Santa Monica’s Coord pilot, a staff member had to re- survey an entire block twice using the Coord Surveyor app when there were temporary changes to a construction zone because there was not a way to easily update the app’s data inputs. During COVID-19, San Francisco suspended outside procurement, so all data collection efforts were manual. Before COVID- 19, video data collection using outside procurement occured. During manual counts, city staff primarily collected information about the number of vehicles utilizing the zone, vehicle type, and stop duration. Dynamic curbside management competes with many other priorities: Even where curbside innovation has happened in the past, organizations are accountable to shifts in leadership priorities especially in this time of overlapping crises. For example, San Francisco’s curbside management team suspended all other curbside management efforts to oversee the COVID-19 response Shared Spaces program, which included loading/pick-up zones, physical structures for dining and retail, and street closures. Similarly, there is interest at MTC to take a more active role in curbside management, but are responsive to jurisdiction requests and are currently focusing on other priorities such as affordable housing. City/state DOT relationships: Other than procurement, SCAG reported there has not been a strong dialog with Caltrans and echoed the finding that city-state DOT relationships can be a barrier to curbside management. SCAG reported that cities are directing decisions about where to allocate limited curb resources and sometimes the city will opt to not assess a Caltrans managed road. At the district level, Caltrans reports close coordination with local jurisdictions when working on state highways to shift curb lane use to bus or bike facilities. In general, Caltrans is looking to local jurisdictions to set the priority for

38 curb usage. In some jurisdictions, the relationship can be more contentious, with cities fighting against parking removal on a state highway when Caltrans does not see the parking as well used. Enforcement remains a challenge: Santa Monica staff said that enforcement is one of the biggest challenges. During their PUDO pilot, individuals did not notice the zones that were reserved for pick- up/drop-off and would park in the 3-minute loading zones for the entire day. The city is interested in exploring automated enforcement using cameras, but it may not be financially feasible, there are limitations with the camera’s line-of-sight, public distrust of Artificial Intelligence (AI) technology, and legal hurdles to use the cameras for enforcement. Opportunities Regional data support: There is a need for a regional data clearinghouse and analytical support. In the past, Santa Monica tried engaging with local universities (USC, UCLA) to act as a curb/freight data hub. SCAG has since stepped into that role and emphasized the need for MPOs to help with ingesting sets of data and deriving value from them. SCAG collects data using several data collection methodologies, and sees pros and cons with each (video, technicians, interviews with companies that are not providing data). For example, technicians are great for granular freight analysis, but it requires more training to ensure data collectors know what data is needed and how to differentiate between different types of delivery vehicles and companies. SCAG is hoping to develop tools that can be used to better understand national trends relative to the region, considering efficiency and scalability. Varied roles of regional agencies: SCAG is an example of an MPO who’s member agencies rely heavily on them as a resource for funding, data, and technical assistance for curbside management, whereas San Francisco has never interacted with its MPO about curbside management and sees MTC’s role as a provider of funding. Other regional agencies may have a more direct connection to future curbside management efforts. San Francisco proposed the San Francisco County Transportation Authority (SFCTA) as a more relevant regional agency to their work (e.g., SFCTA administers Prop K funds, a voter-approved half-cent sales tax for transportation). Tools to implement non-standard approaches to the curb: As part of Caltrans’ work to implement protected bike facilities on state highways, Caltrans has developed an Innovative Assessment process to allow for the implementation of design elements not in the Caltrans’ design guidelines, i.e., reducing adjacent travel lanes to 10’ to allow for a 13’ combined bus/bike lane at the curb. Local jurisdictions and other departments at Caltrans are researching the impacts of replacing on-street parking with bus or bike facilities to address concerns from both the public and technical stakeholders. Electrification and the curb: Statewide electrification infrastructure could be another avenue to fund and direct attention to curbside management. Large logistics providers are planning to install charging infrastructure within their logistics facilities. For smaller companies, it remains to be seen what curb charging infrastructure is needed and where in the public right-of-way. Colorado Colorado was selected as a case study because local jurisdictions have conducted dynamic curbside management pilots, with Aspen being among the first cities in the U.S. to pilot reservable commercial loading zones for a fee. Colorado Department of Transportation (CDOT) are internally discussing data standards and data sharing, and have not yet published guidance. CDOT has also developed a Connected and Autonomous Technology Program to prepare the state for vehicle automation. Furthermore, Colorado established the Advanced Mobility Partnership (AMP) in 2019 which is a partnership between the Denver Regional Council of Governments (DRCOG), Regional Transportation District (RTD), CDOT, and the Denver Metro Chamber of Commerce to implement the region’s Mobility Choice Blueprint. To inform our case study, the research team spoke with agency staff from the City of Denver, the City of Aspen, DRCOG, and CDOT.

39 Curbside Management and Related Efforts The City of Denver has established a process for creating Curbside Access Plans. When the concept was originally developed in 2010 as part of the Strategic Parking Plan, it was called a Parking Area Management Plan, but it is now called a Curbside Access Plan to reflect a more holistic approach to curbside management. A committee of stakeholders, including local businesses, residents, and members of city council, meets four times over the course of the project to develop a parking and curbside management plan for a neighborhood or portion of a neighborhood. Rather than preserving parking for residents, a consideration for different curbside uses or adding residential time frames is included as part of the plan. DRCOG is one of the members of the AMP, which was formed because all participating agencies share the same vision about new mobility. The Mobility Choice Blueprint in 2019 created and identifyed thirty actions for implementation. DRCOG is developing a regional micromobility data collaboration and plans to facilitate information sharing across member jurisdictions and agencies. CDOT staff led a study titled, Emerging Mobility Impact Study: Report on Colorado Senate Bill 19-239 in 2019 looking specifically at ridesourcing, transportation delivery companies, car rental, taxis, and carshare (including peer-to-peer), forecasting what existing and future VMT might be. The CDOT staff attempted to get data from private companies to inform their study but were unable to, although they were able to engage some companies as part of their stakeholder group. The staff collected inventories on existing mobility fee structures in other cities, states, and airports to develop their own fee structure on emerging mobility providers. Dynamic Curbside Management Work The City of Aspen has piloted Smart Loading Zones in partnership with Coord to help manage delivery of goods in downtown Aspen. The pilot started in November 2020 and is ongoing with six loading zones, four alleys, and three on-street zones. Participating delivery drivers can reserve and pay for access to a loading zone in one of 13 designated areas, including some alleyways. The pilot offers pay-by-minute options and participating drivers can use a GPS-enabled app to reserve and pay for space. Sessions end automatically (i.e., as soon as a driver leaves the location) so there is no chance that drivers get charged for more time than they used. Challenges Accessing data: Pre-COVID, ridesharing created changes to travel patterns, led to more double parking issues, and data sharing negotiations with ridesharing companies began. Ridesharing companies confirmed hotspot areas, but did not provide additional travel information. Data sharing negotiations came to a halt with COVID, and now the emphasis is on quick loading trips and package deliveries. Technological and infrastructure barriers: The City of Denver is still very reliant on infrastructure, such as single space parking meters. The city launched pay-by-phone in February 2021 and adoption has been slow. The city states that 8-9% of their total parking revenue comes from pay-by-phone. The city would like to be less reliant on infrastructure, but are also concerned that doing away with meters entirely would introduce equity issues by limiting users to pay-by-phone. Tech integration: UPS chose not to participate in the Aspen pilot because the drivers all use a UPS tablet that cannot integrate with the Coord app. The Coord app is built to work with an Android and iPhone devices, and UPS did not want their drivers to use phones in addition to the UPS tablet. Opportunities Mapping curbs and digitizing assets: Several companies have mapped curb space in downtown Denver, but city staff do not use the information often since the staff has a strong understanding of Denver’s transportation context in the downtown area. It would be beneficial to extend the curb space mapping outside of downtown. To complete the Curbside Area Plan, the City of Denver digitizes the curbside assets and created an asset database.

40 Leveraging existing internal data: The City of Denver is internally working on leveraging LPR technology that enforcement uses to issue citations to add to the parking occupancy database. Leveraging the existing license plate data enables cost-savings and streamlines evaluations of curbside demands. Value of piloting: The City of Denver emphasized the value of pilots as a way of helping “test the appetite and usefulness” of a new program or new technology. The city staff recommends for a pilot to be a minimum of six to nine months. Role of regional and state agencies: Neither Aspen nor Denver has much interaction with CDOT, but Denver does work more closely with DRCOG. City representatives feel that, in addition to funding, state and regional agencies could be helpful with data sharing and making it easier to access necessary data (e.g., if the state mandated that ridesharing companies share the top 100 hotspots to help better plan and implement loading zones). This is aligned with what the research team heard from DRCOG. DRCOG has facilitated a regional shared micromobility data collaborative and have contracted with Ride Report to help manage data. The regional agency does not manage or regulate the right-of-way, but does work with local member agencies and says, “if you ask vendors for this data, we can help you manage it and make sure you can use it effectively.” CDOT is in the process of migrating its traffic management data to the cloud, which included traffic speed, volume, incident records, and weather. Agency staff could see a role for CDOT as a source for micromobility and curb data, given that the state already manages other statewide data sets. Performance metrics and measuring impact: Double parking is an important performance indicator, as are the instances of blocked crosswalks and intersections. Cameras were used before and after the start of the pilot to measure the difference of double parking. During the pilot, there were fewer instances of double parking and blocked intersections, and staff said they got compliments from some of the participating drivers who indicated that the reservable loading zones make their job easier. Information sharing: DRCOG staff talked about the importance of having a space to convene via the AMP. This has created space for the participating agencies to share information about what they are working on and help break out of silos. For instance, two agencies might realize that they are both working on universal payment programs and can then coordinate their efforts and go after grants together. A staff member framed this as “low hanging fruit” but “tremendously helpful” that the partnership fosters these types of conversations and information sharing. However, staff indicated that a way to improve AMP would be for each agency to have a staff person dedicated to the partnership. As it is currently set up, the partners who are involved in AMP have other primary roles within their agencies, but they would be able to accomplish more with dedicated resources and staff. Community outreach: Effective outreach is personal, face-to-face, and resource intensive. Aspen spent three months leading up to the Smart Loading Zone pilot doing outreach and they needed every day of the three months. They gave truck drivers candy bars along with a palm card about the program that they asked the drivers to take back to their fleet managers. They knew they were not going to get to the fleet managers without starting with the drivers first. In terms of messaging, they communicated that they would be making decisions based on the data they were collecting and if the fleet manager opted not to participate, some decisions could be made that “could hurt since I won’t know what you’re up to.” The outreach has proven to be effective, and they have had 60 fleets (representing over 300 drivers) sign up to participate. Ease of use: Software, apps, dashboards, etc. need to be easy to use. Aspen changed the Smart Loading Zone pilot midway through to make it even easier for truckers to use. It is all GPS based so they do not have to start/end a loading session. It starts and ends automatically. Effective public-private partnerships: Reflecting on their work with Coord, City of Aspen staff said that to have an effective partnership the number one need is to ensure that everyone understands what the expectations are, and city staff feel that this has been something they have done well. Number two is to ensure software integration, especially if working with an app or dashboard. Everyone must “play well together.” Parking is whack-a-mole, when you fix one problem, a new problem pops up. You need a plan for managing hiccups and issues.

41 Florida Florida was selected as a case study because, like California, it is a large state with multiple major metropolitan areas as well as numerous smaller jurisdictions, and places around the state have conducted curbside management pilots. To inform our case study, the research team spoke with agency staff from the City of Ft. Lauderdale, the Miami-Dade Transportation Planning Organization (TPO), and the FDOT’s HQ in Tallahassee. The research team also spoke with people who had formerly worked with the City of West Palm Beach, the City of Orlando, and FDOT’s District one. Curbside Management and Related Efforts The City of Ft. Lauderdale conducted a six-month safety demonstration project in 2018 to improve safety on Las Olas Boulevard, one of the city’s high crash corridors. Among the various improvements included as part of the pilot was the creation of three rideshare zones during prime nightlife hours Thursday- Monday, which necessitated the removal of parking when the rideshare zones were active. The city had been planning to conduct a pilot with Passport on a centralized mobility management system to issue digital permits, collect payments, and enforce regulations, but the pilot did not move forward. The Miami-Dade Transportation Planning Organization (TPO) has no specific curbside management programs, currently, but closely coordinates with and learns from their member cities that are beginning to work on curbside management, particularly those with active entertainment districts. The Florida Department of Transportation (FDOT) is just beginning work with a consultant to collect best practices for how state DOTs are working on curbside management. They see lots of guidance at the local level, but not at the state level, which is why they are doing their own scan of best practices to be proactive. They imagine shifts in FDOT’s processes such as access management guidance, permitting, and providing design manuals. A 2019 long range plan included a chapter on curbside management, and other offices within FDOT have also looked at curbside management in some capacity. Dynamic Curbside Management Work The City of West Palm Beach and Related Companies, in partnership with Coord, conducted a Smart Zone pilot in a high-density downtown area between January and April 2021 to enable commercial drivers to hold, book, and pay for the use of a loading zone. According to the city’s press release, “This pilot program builds upon West Palm Beach’s recent switch to flex zones, rather than metered parking, in Rosemary Square as part of their efforts to modernize their curbside management strategy and provide an enjoyable and safe public space for all users” (City of West Palm Beach, 2021). However, they did preserve some metered parking on adjacent streets to accommodate people who were not comfortable using apps. Challenges Leadership turnover and shifting priorities: When Ft. Lauderdale was doing a lot of their more innovative curbside management work, including the Las Olas Boulevard pilot, it was when they had strong support from leadership. There were staffing changes unrelated to COVID, including a change in the city manager, and there was a whole shift in the city’s directives. They are currently operating from a more reactive rather than proactive place, such as “this intersection is an issue, let’s deal with it,” but unable to take a more strategic approach. Former staff with West Palm Beach and FDOT echoed the importance of leadership, citing it as both a challenge and an opportunity. Staff need to have a level of confidence that they can try things and not be afraid, and that is dependent on how supportive leadership is. Conducting pilots on state-managed roads seen as a challenge: Many busy roads that could benefit from more curbside management are state-managed, particularly beachfront roads. However, city staff feel that trying to do a dynamic curbside pilot on state-managed roads would be a major challenge. The City of Ft. Lauderdale, for instance, has been working with the FDOT district office to try and set up a designated rideshare zone on state-managed arterial, but they have not gotten it done yet. The DOT’s emphasize

42 decisions be made "by the book” which does not allow much flexibility to exercise engineering judgment, which hinders them from taking more progressive action. Engaging with private companies: City staff in Ft. Lauderdale said that it has been a struggle to engage with some private companies, such as Uber and Lyft, but if you do not have them at the table for curbside pilots “it’s pointless.” Underpricing on-street parking: Staff who have worked in Ft. Lauderdale and Orlando both mentioned that the cost of on-street parking is the same as garage parking in the area, and it has been a struggle to change this. On-street parking should be priced higher than the local garage to encourage people with longer stays to park in the garage, ideally encouraging higher rates of turnover in areas of high demand. Funding enforcement officers: In West Palm Beach, on-street parking revenue typically funds enforcement officers, but parking revenue decreased during COVID and that impacted their ability to do enforcement during the pilot. Infrastructure challenges: The City of West Palm Beach has curb-less streets downtown with the differentiation between paver patterns, and this made mapping more difficult. They also experienced issues with durability of the sensors they were using during the pilot. The sensors were plastic and were easily dislodged so they had to be frequently glued back in. Video detection could be an alternative to sensors, and Florida does allow red-light tickets, so that could be something they explore in the future.

43 Opportunities Benefits of regular communication: City staff in Ft. Lauderdale communicate regularly with county and district level state agency staff because all of the traffic signals are managed by Broward County and the state manages the majority of the arterials, including major routes along the beach. Because of this setup, they have established relationships and have adopted a collaborative approach to problem-solving. Instead of saying, “This is what we want to do, let us do what we want to do,” they have taken the approach of “this is what our problem is, how can we solve it together?” Miami-Dade TPO also echoed the benefits of having regular cross-agency communication. They work closely with FDOT’s District Six and meet weekly. They have been doing this for three years and have found this to be very effective. Graduated pricing as a selling point: West Palm Beach staff said that part of how they were able to “sell the pilot to council” was by suggesting a graduated pricing approach. The cost to reserve a loading zone for 15 minutes was $1-$2.50, $2-$3 for 30 minutes, $4-$10 for an hour, and $8-$15 for two hours. The point was to prioritize the loading zones for quick loading/unloading trips and move those making longer trips to the nearby parking garage. Staff also said that the conversion of downtown parking to “flex zones” helped changed the way people were thinking about the space. Ways that state DOTs can support local jurisdictions: State DOTs can conduct research on dynamic curbside management to identify best practices for local jurisdictions. Additionally, state DOTS may provide funding for dynamic curbside management pilots and further research in this subject area. Effective work at the local level: A person who worked with the City of Orlando and FDOT’s District One office stressed the importance of local staff having the flexibility to change guidance without needing other levels of governments for decision-making power related to micromobility efforts. A key lesson is to identify individuals who are key at surfacing local issues at a regional and state level. It is recommended to start collaboration with the district office, planning office, and emerging technology groups as a step to speaking with regional and state level staff. Strategic messaging: City of West Palm Beach staff referenced their experience talking with smaller cities in Florida who are not thinking of dynamic curbs. Smaller cities are asking questions like, “how can I even meter this?” Focusing on the safety implications and economic development, ways that the curbside management supports businesses is key. f noted that people are sensitive to discussion about meters, thinking the city is motivated by additional revenue. In the meantime, a good selling point for city staff seeking support from a state DOT is safety and how to make things safer. Staff in Ft. Lauderdale found that it was especially beneficial to bring county and/or state representatives to areas where they had identified issues so that they could see for themselves. Opportunities for connecting Complete Streets and Curbside Management: Former staff from West Palm Beach suggested there could be an amendment to existing Complete Streets policy, which FDOT has already adopted, to better accommodate curbside management. They noted: “If you have travel lanes for cars you have to have travel lanes for vehicles to layover.” They also suggested that on FDOT-managed corridors, the goal could be to implement more bicycle/pedestrian facilities on those corridors and then complement those with loading/unloading on nearby streets managed by the local jurisdiction. This could be a way to connect Complete Streets planning with a larger curbside management prioritization framework knowing that not all modes can be accommodated on all streets. Ohio Ohio was selected as a case study because dynamic curbside management efforts have been undertaken at both the local and regional levels in the state. The City of Columbus conducted a Loading Management Zone and the Mid-Ohio Regional Planning Commission (MORPC) released the “Smart Street Policy” addressing curbside management in 2019. The City of Columbus was awarded the U.S. Department of Transportation’s Smart City Challenge, running several pilot projects with important implications for dynamic curbside management including autonomous shuttle pilots. To inform our case study, the research team spoke with agency staff from the City of Columbus, MORPC, and ODOT.

44 Curbside Management and Related Efforts The City of Columbus was awarded the USDOT Smart City Challenge ($50 million in grants) which has funded a variety of projects associated with curbside management. In recent years, Columbus has made progress toward an “asset-lite” approach with a shift to mobile payments, multi-space meters, and virtual permits. They have deployed mobile LPR technology for enforcement as well as data collection on occupancy. ODOT is not directly engaged in curbside management efforts outside of collaboration with the City of Columbus but is involved with efforts that could relate to curbside management in the future. For example, on connected technology, ODOT funds the 33 Smart Mobility Corridor, which is a 35-mile highway designed to be a testing and proving ground for CAVs, as well as Connected Marysville, which is a connected vehicle partnership with Honda. MORPC, the MPO for the Columbus area, is not actively working on curbside management outside the collaboration with the City of Columbus, but have projects related to connected vehicles, Complete Streets, and high-capacity transit corridor planning with potential curbside management overlap in the future. In the past, MORPC offered technical assistance on curbside management to their members and no members opted in. However, members have taken advantage of technical assistance that MORPC offers on Complete Streets. Dynamic Curbside Management Work ODOT, City of Columbus and MORPC are currently collaborating on an USDOT grant focused on curbside management to support urban goods movement. The City of Columbus is writing the grant and ODOT is involved because U.S. DOT requires a state DOT to be the sponsor. The City of Columbus has tested a variety of dynamic curbside management technologies to build their understanding of curb usage and more efficiently manage the curb. In collaboration with Smart Columbus, they worked on an enhanced parking app that provides parking availability and trip planning based on in- ground sensors and a predictive algorithm. Based on the learnings from this past pilot as well as other data (LPR, enforcement, payment), they have implemented demand-based pricing like the San Francisco and Seattle models. In 2019-2020, Columbus conducted a Loading Management Zone Pilot for reservable short- term commercial loading zones. The city estimates that the 19,000 LMZ check-ins of the pilot prevented 9,700 double or illegal parking incidents (curbFlow 2020). Building from the technological and curb usage learnings, Columbus is currently in negotiation with one vendor that will use camera detection tech, among other technologies, to provide more types of data than the in-ground sensors. Challenges Enforcement capacity and legal barriers: The City of Columbus has the authority to price the curb and manage it but is limited in enforcement (e.g., officers must affix a ticket to the windshield, which works when cars are parked for an hour or so but not if cars are stopping in 5–7-minute increments). Automated enforcement would address this issue, but Ohio statute does not allow this. Allowing automated enforcement will require a coordinated effort of lobbying the state legislature. State DOT structure and operations: Curbside management faces two main challenges to gain ODOT attention and funds. First, curbside management is largely seen as a city concern and there is a reluctance to get involved, partially due to funding provisions that require ODOT to focus on state-owned facilities. Second, specific programs do focus on emerging technologies (CAVs, smart signals, etc.), but are limited by funding restrictions. For state-controlled roads going through urban areas, there is potential for curbside management depending on a few factors: the maintenance agreements between ODOT and the city, relationship between ODOT district office and the city, and current ODOT priorities and understanding of curbside management.

45 Opportunities Nesting curbside management among existing priorities: Even in a city that is unusually progressive in dynamic curbside management, Columbus would not get support for taking funding away from more traditional priorities (roads, bridges, shared-use path, transit, etc.). Since curbside management is relatively new and unproven, they need to be opportunistic in finding funding, and are exploring statewide priorities of freight and electrification as ways to fund curbside management projects. Similarly, MORPC finds that a lot of their work is related to the curbs but not “packaged as curbside management.” MORPC did not receive any takers for technical assistance for curbside management, while the Complete Streets technical assistance remains popular. Cities lead, MPOs and DOTs support and fund: In Ohio, funding from the state DOT and MPOs is important to support cities trying these emerging technologies with high costs and uncertain returns on investments (ROIs). Both MORPC and ODOT articulated that curbside management is a bottom-up, city- led effort triggered by cities observing issues at the curb. This requires that MPOs and DOTs understand the importance of curbside management and how it relates to their organization’s regional and state goals. Then, state DOTs and MPOs can deploy their existing expertise in distributing state and federal funds and ensure city projects meet the funding requirements. For example, ODOT has the Office of Local Programs to assist local jurisdictions administer federal funds. Reciprocal exchange of information: There is the potential for city pilots of dynamic curbside management to inform ODOT projects at the regional scale. For example, ODOT works on improving truck staging/parking and rest areas on state highways and could deploy sensor technologies that have been tested at cities. Likewise, ODOT has technical expertise (data, signals) that can support smaller communities. A culture of innovation and structure to implement: Columbus has a unique situation where the U.S. DOT grant created support from leadership, an emphasis on innovation, and a culture where they are allowed to try new things and fail. Columbus also benefits from a structure where parking is less political than other cities, for example the city has a strong mayor form of government, and the director of public works has a lot of leeway in making decisions that would otherwise go to council in a lot of other cities.

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Dynamic curbside management has been the purview of cities, with much of the relevant research and guidance directed toward local transportation agencies. However, state departments of transportation, metropolitan planning organizations, and other regional agencies can be important partners for these local entities because, in many cases, roadways and other curb zone elements are part of the regional or state network.

The TRB National Cooperative Highway Research Program's NCHRP Web-Only Document 340: 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 is designed to help practitioners at state DOTs, MPOs, and local jurisdictions build data-driven understanding, allocation, and operation of the curb based on community values.

Supplemental to the document are a Quick Start Summary of the research and a Presentation summarizing the project.

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