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Suggested Citation:"Section 2: A Dynamic Curbside Management Program Framework." 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:"Section 2: A Dynamic Curbside Management Program Framework." 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:"Section 2: A Dynamic Curbside Management Program Framework." 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:"Section 2: A Dynamic Curbside Management Program Framework." 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:"Section 2: A Dynamic Curbside Management Program Framework." 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:"Section 2: A Dynamic Curbside Management Program Framework." 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:"Section 2: A Dynamic Curbside Management Program Framework." 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:"Section 2: A Dynamic Curbside Management Program Framework." 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:"Section 2: A Dynamic Curbside Management Program Framework." 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:"Section 2: A Dynamic Curbside Management Program Framework." 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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10 Section 2: A Dynamic Curbside Management Program Framework Introduction The first step in deploying dynamic curbside management is establishing a policy and technology framework to define the goals and parameters around the adjustments of supply and demand. This section outlines essential elements of a dynamic curbside management framework and • Provides an overview of different dynamic curbside management program frameworks. • Summarizes concepts for establishing curb goals and priorities. • Describes performance measurement categories and their interactions. • Outlines the dynamic curbside management approaches of pricing, regulation, permitting and flexibility. • Discusses considerations for developing effective curbside management partnerships. • Summarizes benefits and limitations of contracting or building staff capacity within an agency. Overview of Dynamic Curbside Management Program Frameworks Comprehensive and proactive dynamic curbside management requires a framework to guide cross- jurisdictional and public-private sector coordination, and support the shift away from incremental, reactive curbside management. Establishing appropriate, measurable performance metrics is crucial for monitoring progress toward achieving goals and provides insights for future improvements. A consistent and clearly defined theoretical approach to management will facilitate the pragmatic application of dynamic curbside management strategies. Partnerships must be formed with relevant stakeholders to ensure that agreement is reached on the implementation of curb practices. Finally, managers of the curbs must make inventories of their current staff’s skills, knowledge, and capacity for developing and executing dynamic curbside management. Establishing Curb Goals and Priorities: Context, Use, Time, and Space To establish effective dynamic curbside management, a jurisdiction must develop ways to understand the curb context and to craft appropriate goals based on the four dimensions of curbside management: context, uses and users of the curb, time, and space. Establishing Curb Goals & Priorities With an understanding of context, uses and users, time, and space dimensions of a curb, a jurisdiction deploying dynamic curbside management can discern where and for whom the curb is working and where it is failing. Problem identification is critical to forming solutions. These dimensions provide a foundation for understanding what needs to be accommodated, what needs to be prioritized, and what can be eliminated at the curb. Setting goals can help clarify those priorities. As noted in Section 1, common goals in transportation that are affected by curbside management include: • Multimodal Mobility • Livability • Accessibility • Safety • Air Quality • Congestion Management

11 • Travel Time Reliability • Economic Vitality • Equity Dynamic curbside management goals can be explored through pilot tests, as is the case for the pilot programs in Table 1. In Boston, the pilot test’s goals are improving safety and traffic flow by testing different strategies. In Santa Monica, the pilot program sought to achieve environmental goals in addition to improving safety and congestion at the curb. Goals will be unique to the jurisdiction, area, and issue looking to be addressed. Table 1. Examples of Pilot Dynamic Curbside Management Goals Location Date Pilot Goals Boston, MA 03/2019-06/2019 To test more efficient uses of the curb, to prevent unsafe driving behavior (e.g., double parking), and to improve traffic flow. Columbus, OH 11/2019-05/2020 To improve safety at the curb for pedestrians, bicyclists, transit riders, and delivery drivers. To improve efficiency for business and to better understand the needs of commercial and on-demand delivery operators. Washington, DC 08/2019-11/2019 To collect data on the use of reservable commercial loading spaces and to improve safety and efficiency. Omaha, NE 09/2020- ongoing 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. Santa Monica, CA 02/2021-12/2021 To provide environmental benefits (reduce air pollution, Greenhouse Gas (GHG) emissions, and noise) as well as improve safety and congestion. Performance Measurements Performance measures assess whether the goals achieved anticipated or preferred outcomes. The challenge with performance measurements is to select metrics that are both responsive to the goals of dynamic curbside management and for which data are available or can be collected. Some data can only be collected manually, and other data can be collected either manually or automatically. Some metrics are observed directly while others must be estimated. For instance, parking occupancy and traffic flow are common performance indicators and can be directly measured with sensors or by observation. Prior to knowing what is needed for each metric, reviewing the list of potential metrics is a good starting point as displayed in Table 2. Some dynamic curbside management efforts have relied on sensors that are embedded in the pavement to measure parking occupancy versus a set target. Sensors provide an automatic and steady flow of information on occupancy. Other places rely on meter payment data to estimate occupancy. The effectiveness of this strategy varies with enforcement. Agencies considering deploying sensors must consider the costs of purchasing and maintaining the technology and infrastructure to collect continuous travel data. Other automatic occupancy data collection methods rely on technologies that are under development for above ground sensors (mounted on-street signs) that can monitor more efficiently but may also be

12 costly to purchase and maintain. Instead of using detection technology to collect data, Seattle manually collects data by conducting comprehensive occupancy surveys once a year. An annual system of periodic data collection may offer insights into usage and demand issues, which can be applied through signage and variable parking pricing schemes. Table 2. Performance Measurement Categories and Examples Performance Measure Category Examples Parking availability • Occupancy/vacancy/utilization rates • Progress toward occupancy/vacancy goals • Double parking • Cruising for parking Measures toward sustainability goals • Mode split • Stormwater capture • Emissions Measures of productivity • Dwell time by user type and function (delivery vehicles, different kinds of delivery, passenger pickup, passenger drop-off, etc.) • Number of users, both vehicle and person, served per unit of time • Traffic Flow • Revenue • Utilization Measures of compliance • Citations • Compliance without citations • Double parking • Instances of blocking bus stops, crosswalks, bicycle lanes, and intersections • Instances of pedestrians darting across the street or near misses with turning vehicles and pedestrians Public and stakeholder feedback • Survey responses • Representation by equity-focused groups • Calls to DOT or elected officials The ITE Curbside Management Practitioners Guide provides an additional list of potential curbside management performance measures in the following categories: mobility, livability, accessibility, safety, efficiency, and economic viability. Establishing a robust set of performance measures ensures the jurisdictions’ ability to determine whether their goals are being reached—specifically whether the curb is “performing” as it should. Competing Performance Measures When competing performance measures occur, state DOTs and MPOs can help establish preferred performance measures and support data collection efforts by setting data standards, especially when goals, objectives, and desired performance measures conflict across user groups. For example, while private and public sector curb users commonly agree on the importance of safety and congestion metrics,

13 these performance measures can compete and conflict. Reducing delay may increase speed for drivers, but speed is exponentially associated with the risk of severe injury and fatality in a pedestrian-vehicle collision. As another example of conflicting performance measures, a case study interviewee from a ridesourcing company talked about their “seamless rider and driver experience” as a focus, and the key metrics of unfulfilled requests or cancel rates, as well as “contact times.” Conceivably, a PUDO geo-fenced 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 company 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. When collaborating and negotiating with rider share firms, an agency should consider whether the benefits accrued are appropriate; outcomes that prioritize ride source business needs may deny access for other curb users, such as private vehicle parking, transit stops, bike lanes, or freight delivery zones. Electric vehicle charging is a third example. While supporting sustainability goals for many agencies, providing on-street charging may primarily benefit those who can afford electric vehicles, a small group of higher income vehicle owners in the near term. However, ownership of electric vehicles can also improve overall air quality for a neighborhood and presumably, on a larger scale as the vehicles become more affordable in the long-term future. Finally, micromobility use and storage competes with existing users. Scaling these models up to other users – curb managers must consider if a private firm should be allowed to store their equipment on public spaces such as sidewalks, green spaces, medians, etc. As more private sector entities develop a commercial product that uses public resources as a part of their production process, an evaluation of the limits of this type of use is needed. Any dedicated use of the curb should be balanced between the benefits and costs of the overall transportation system. If the curb use is paid for by a fee, then the fee revenue could be a value input into the overall system. Essentially, providing dedicated curb space to a specific use must be considered carefully. The economic value of curb space is another potential measure for evaluating curb performance in which the economic costs and benefits of various potential curb uses are quantified and compared. Potential aspects of the economic value include parking revenue, costs of traffic congestion or transit delay, costs of crashes, revenue from adjacent commercial establishments supported by curb users, and the value of transit and bikeshare trips supported by curbside facilities, among many others. Identifying and assigning a value to curb space may be time-intensive and challenging. However, various metrics exist within the transportation field to evaluate unpriced or underpriced aspects of economic value. Given the complexity of determining the economic value of curb space, performing these types of analysis and continued research and data collection would be appropriate and beneficial and could be supported by a state DOT or MPO. Dynamic Curbside Management Approaches: Pricing, Regulation, and Permitting Once goals have been established and performance measures identified, dynamic curbside management tools should be selected to fit within this framework. Dynamic curbside management tools involve setting the distribution of permits, the price to access, and the allowable use of the curb in pursuit of the community’s goals. The implementation of these approaches is discussed in more detail in Section 3. Pricing To dynamically price the curb, curb managers may offer several ways to pay. Payment methods include parking meters (single or multi-space) and payments associated with the vehicle’s license plate via a parking meter, phone, or app. An advantage to priced parking is that one can easily vary the rates,

14 making this dynamic curbside management tool accessible. Given that parking locations and conditions are observable, a small staff with enabled devices can alter the pricing rates by time of day and test outcomes. By varying rates in small ways – and observing street usage outcomes – the pricing manager could adjust the profiles with little technical sophistication – merely by examining the outcomes. Another advantage is that revenue generated at the curb may support a travel demand management strategy or provide a tool to manage travel behavior. In terms of enforcement, pricing may encourage higher compliance with curbside management rules and therefore, require less officer presence. The two kinds of pricing discussed in this section include direct pricing and performance pricing. Direct pricing is the most effective approach for eliciting the kind of behavioral responses required for dynamic curbside management. Direct pricing is set for a specific period (e.g., meters or reservations) or as permission to use certain locations (e.g., residential permit parking). Prices can vary by time of day or by designated use (e.g., private vehicle parking pricing can be distinct from commercial vehicle loading pricing even within the same block). Economists have called for truly dynamic pricing wherein the price to access the curb varies in real-time according to curb demand. However, direct pricing may be difficult to implement since users make travel choices based on price expectations before beginning a trip. For example, if parking in downtown usually costs $5 per hour but surges to $20 per hour, this impacts mode choice, trip destination, willingness to pay, and travel behavior (e.g., some users may pay the fee while others may “cruise” for another parking spot). Performance pricing occurs when parking meter rates are set with the goal of reaching a pre-defined occupancy target. This is one of the more widely adopted strategies for managing private vehicle parking at the curb. Though performance pricing is associated with private vehicle parking, it also applies to commercial parking. Dynamic pricing at the curb can be a challenge due to intensive resource and staffing demands, operation and maintenance costs, lack of conformity and standards for pricing applications on mobile devices and may not be strategic in certain land use contexts, such as commercial loading zone areas. Given various jurisdictions have adopted various pricing applications, a user may download multiple applications to address one form of service. A universal pay point or parking application within jurisdictional boundaries would provide users with a more seamless parking experience. Consolidating or simplifying the payment methods related to curbside usage may improve compliance to curbside regulations. Regulation Regulation is the designation of parts of the curb for certain specific uses, sometimes at various times of the day, and sometimes for limited periods. For example, a section of the curb may allow truck loading for a specified time. Regulation may be more restrictive and less nuanced than pricing but both approaches are useful to manage the curb when combined. Surge pricing after a trip is initiated could be mitigated by using a historically based pricing schedule, which is updated on a regular basis based upon system demand. A user could check the posted schedule in their route planning and conduct a trip. Since pricing is not dynamic with respect to actual current demand – the system is likely to have demand and supply mismatch. However, the use of a known schedule based on historical data would provide much of the benefit of dynamic pricing, without incurring the risk of political backlash from high surge prices. For example, the fixed historical time of day pricing schedule used on California SR-91’s toll road has faced fewer media and political challenges than the surge in Uber and Lyft prices in Washington, DC in response to high demand situations.

15 Other common regulations include no stopping and no standing, limited time parking, peak hour travel lanes, bus only lanes, turn pockets, and passenger loading zones. Regulated uses may vary depending on the time of day and can be in effect only during weekdays or only during weekends. As a dynamic curbside management tool, agencies have adopted performance pricing for private vehicle parking and added an overlay regulation wherein the price differs at various times or wherein parking is limited to one or two hours to prioritize short-term users. Also, longer parking periods and lower costs at less-than-prime locations may be beneficial to allow a person to tradeoff savings for proximity. This is an explicit practice in the Seattle central business district (CBD). Permitting Permitting is a hybrid regulatory and pricing strategy wherein certain classes of vehicles or users are issued permits (e.g., disabled parking permits) or allowed to purchase permits for exclusive use of that group (e.g., residential parking permits or truck loading). For example, Seattle DOT has a permitting program for truckers making local deliveries. Most cities use a combination of pricing and regulatory strategies to create effective programs. Pricing for more general access, such as with residential parking permits (RPPs) is useful to limit participants in a market by excluding non-residents and, in the case of commercial operators, granting priority to local deliveries. Historically, RPPs are set at extremely low costs to users since municipalities are required to pay annual administrative fees. Therefore, users are not impacted by the total direct charges of an RPP. As a dynamic curbside management tool, RPP fees could be set to capture both the administrative costs of providing the permits as well as a variable fee for the use of street parking. RPP fees are like tolling systems, where prices are set to cover both the administrative costs as well as a fee for the use of the toll facility (road, bridge, tunnel, HOT lane, etc.) and includes the operational and capital cost for the facility used. Dynamic Curbside Management: Enforcement Considerations Enforcement of curbside regulations and permitting typically relies on enforcement officers visually confirming compliance with the rules and issuing paper citations with varying fine amounts. This approach requires physical assets such as handheld devices, citation printers, enforcement vehicles, and a base for operations (charging, vehicles, maintenance, etc.). While the visual confirmation approach to enforcement is familiar and used by most jurisdictions, it is labor intensive and therefore costly to provide enforcement for active curb. Initially, automated license plate recognition (ALPR) systems primarily enforced time limits, but cities now use ALPR to enforce parking regulations and curbside management strategies, especially for any approaches that link payments (and permits) to specific license plates. ALPR systems use cameras mounted to enforcement vehicles or in enforcement officer handheld devices to scan license plates to confirm in real-time whether the vehicle has paid, permit status, or length of stay. ALPR cameras on vehicles can scan license plates with a high degree of accuracy while traveling at high speeds. Using ALPR can make enforcement more efficient and effective and supports an “asset light” approach which lowers overall operating costs. Additionally, ALPR can enhance officer safety (such as during vehicle speeding or traffic violation stops), identification of stolen vehicles, and amber and silver alerts (missing persons). Given the potential multiple uses, an agency may want to share the costs between the operational uses and consider the combined uses. Additional uses for the system lower the cost of the individual functions – since all uses share the same platform and technology. Although ALPR systems may prove useful and may be cost-effective, it is important to mention the costs associated with ALPR equipment and the data management and administrative expertise needed. For example, a permit management system is required to implement ALPR systems to enforce permits at

16 specific zones. The permit management system must communicate with the ALPR system and the city needs a database with accurate and up to date information about active curb locations and regulations. The costs and coordination associated with implementing the technology, hiring the technical support, and managing the data accuracy are also important considerations. Dynamic Curbside Management Roles: Developing Effective Partnerships As noted, different and competing interests intersect at the curb. An agency launching a pilot or permanent implementation of dynamic curbside management must have strong leadership, input from lawyers, and the ability to manage and analyze data. Effective cross-department and cross-jurisdictional partnerships are also essential. Partnerships are useful for data and information exchange, financial support, technical assistance, and cooperation for physical curb operations and maintenance. Intra-Governmental Partnerships The first level of partnering is within the same governmental entity that has responsibility for the curb; for example, the public works or streets department may partner with the transit operator. Another example is partnering with the public safety department and local police to ensure compliance. These interagency working groups provide a valuable space to share innovations, explore potential conflicts, and create solutions that serve the jurisdiction’s broader goals. As an example, San Francisco rebranded the parking department as a curbside management department and, after extensive internal outreach, found that people in other city departments were coming to them for advice, to contribute and solicit ideas, and whenever their own projects involved the curbs. Enforcement is critical for a successful, dynamic curbside management scheme but the implementation can be nuanced in terms of tools and needed extent; hence, partnership with law enforcement may prove useful. Inter-Governmental Partnerships Partnerships between local jurisdictions and states are critical to meet local objectives with respect to dynamic curbside management given the complexities in identifying, deploying, and measuring the success of pricing, permitting, and regulation tools. Stakeholder interviewees and the unconference stakeholders identified the following ways that state DOTs and MPOs can support dynamic curbside management efforts: • Provide research on best practices • Provide guidance to constituent jurisdictions • Provide funds for pilot projects or staff positions • Create, manage, and provide data • Facilitate information sharing • Promote best practices • Support with procurement and contracting • Support with legal or legislative needs, such as automatic enforcement State DOTs may view curbside management as hyper-local and do not see a role for them. However, many state DOTs own, operate or have functional control over portions of local street networks. State DOTS may set the policies or standards for local roadways and contribute funds for maintenance of roadways or improvement projects. Not all state DOTs operate uniformly, some state DOTs can have a single centralized office or be decentralized across multiple geographic divisions or district offices. Understanding communication between central and division offices and the level of state DOT

17 centralization can help streamline communication and partnerships between state DOTs and local jurisdictions. State DOTs and MPOs are well situated to develop resources and expertise to their respective local jurisdictions. While day-to-day curb operations are likely to require local staff, state DOT and MPO staff may provide resources and assistance with developing and deploying effective curb management systems. Inter-Governmental Partnerships in Practice An example of an inter-governmental partnership is the Advanced Mobility Partnership in Denver, which seeks to encourage the adoption of technology to improve mobility, and which includes representation by the state DOT (CDOT), the MPO (DRCOG), the transit operator (RTD), and the Denver Metro Chamber of Commerce (A New Vision for Transportation in the Denver Region, 2019). Additionally, the Southern California Council of Governments (SCAG), the MPO for the Los Angeles, has been an engaged partner in dynamic curbside management as a funder of pilot projects, manager of data, and project manager of studies related to freight and curb usage. In an explicit partnership with the city of Santa Monica, SCAG provided curb usage data support supplying UPS delivery data and allowing Santa Monica to complete a more robust analysis of their curb issues. Financial support is another example of inter-governmental partnerships. For example, the City of Columbus is partnering with Ohio DOT to procure grant funding for curbside management. Partnering with Curb Users, Transportation Management Associations (TMA) and Private Sector Counterparts Jurisdictions can partner with ridesourcing companies, small package delivery companies, and curbside management companies to implement dynamic curbside management. For example, cities have begun to “geo-fence” PUDO locations by creating a virtual geographic boundary, as an effective curb management tool. Examples of partnerships using geofencing tools include the following: • The City of Aspen has partnered with companies specialized with creating digital inventories of the curb and developed “Smart Loading Zones” to manage commercial curb activities. • The Denver Regional Council of Governments (DRCOG) has a contract with a third-party data streamlining vendor to access micromobility data for the region which informs how micromobility programs are permitted and regulated. • The City of Santa Monica has cultivated a Zero-Emissions Delivery Zone (ZEDZ) pilot through partnerships with companies that specialize in automating curb operations using video analytics. • The City of Santa Monica and the City of San Francisco have partnered with ridesourcing companies to create and enforce geo-fenced drop-off/pick-up areas. Careful consideration about data collection and sharing between public and private sectors is important. The public sector must maintain confidential identifying information according to public record requirements. Curb operators must use private sector data with caution and review data practices to assure the fullness and unbiased nature of the data provided by private firms. Additionally, building relationships with the public and stakeholders, particularly business owners in commercial districts and neighborhood organizations, may increase the efficiently and effectiveness of implementing dynamic curbside management practices. Partnering with Local Business Improvement Districts (BIDs) Finally, a potentially important partner for dynamic curbside management is a local BID. BIDs encompass defined areas in which businesses contribute dues, or additional taxes, to provide funds for services, and to provide services not currently provided by the government. BIDs can create Parking Benefit Districts, which use revenues collected from parking payments to improve the streets where the

18 parking payments are collected. BIDs can also create Transportation Benefit Districts, which include funding sources and transportation investments other than parking. BIDs create a platform for two-way communication with local businesses which may provide an opportunity for dynamic curbside management. Capacity Building Support Based on the unconference and interviews, agencies may lack the highly specialized skill sets and resources to develop and implement dynamic curbside management. The decision of whether to hire additional specialized staff or rely more heavily on outside consultant support or government partnerships is highly contextual and depends on the size and resources of the city. As noted in the discussion of interagency partnerships above, state DOTs and MPOs can play key roles in capacity building for dynamic curbside management by: • providing training • creating master plans • managing procurements and contracts • supporting scalable data solutions (e.g., data storage and consistency) • developing supportive policies, especially where tradeoff decisions on modes, uses, etc. may be necessary To maintain and sustain capacity building initiatives, it is recommended to consider development and implementation of curbside management strategies that create sustainable revenue sources. Curbside operations that have a service fee may potentially provide the ongoing financial support and resources to advance capacity building. Contracting State DOTs and MPOs can provide agencies with technical assistance for grant writing, procurement, and contracting. For example, the SCAG aids with dynamic curbside management grant management and procurement. The Metropolitan Transportation Commission (MTC) has provided grants for pilots to local partners, and Ohio DOT, through the Office of Local Programs, assists local jurisdictions in administering federal funds. Workforce Development Dynamic curbside management typically requires establishing and managing effective relationships with private companies and deploying recent technologies. Local agency staff, especially from smaller cities, may have limited time or skill sets to support these requirements. Based on feedback from the stakeholder interviews and the unconference, training and staff development support in the following areas would be beneficial: • How to take an incremental approach to digitizing curb assets and converting to a curb standard • How to deploy manual and automated enforcement effectively and efficiently State DOTs and MPOs can take leadership in this area by developing working groups or facilitating relationships with vendors and consultants. Likewise, they can assist with data and information sharing, data procurement at scale, and vendor/consultant relationship management. Consolidation of resources across a DOT or agency enables successful technical assistance and streamlining of curbside management. The District of Columbia DOT (DDOT) and the governments of

19 Pittsburgh, PA; San Francisco, CA; Atlanta, GA; and Oakland, CA created new divisions and new departments that focus resources and attention on transportation concerns and curbside management. Designating a position or team with the aim of addressing curb issues can effectively change the trajectory of curbside management. After creating such positions or a team, the organizational considerations related to curbside management below may be helpful: • Effectively meet the demands and goals of the division • Recruit and retain talent • Retain a knowledge base of policies, plans, procedures, innovations, lessons learned, and community relations in the face of staff turnover Agencies are recommended to adopt a multidisciplinary approach to recruit beyond planners and transportation professionals, and invite economists, statisticians, behavioral scientists, and big data analysts to assist with dynamic curbside management and implementation. For local agencies hiring or on boarding staff that will focus on dynamic curbside management, training courses and peer exchanges offered at the national, state, and regional levels can support local workforce development. Skillsets in research, data analytics, statistics, communications, user experience, design, and computer science can be supported at all levels of government. Political Challenges Political challenges are common for dynamic curbside management. Although unique to each place, strategies for state DOTs and MPOs to lessen these challenges include: • Provide urgency and support for city leaders by creating requirements for cities to act, whether by tying funding to certain actions or requiring certain actions. • Provide generous financial incentives for cities via grant funding to establish dynamic curbside management programs that meet best practice criteria. • Delegate authority for curbside management to cities. This addresses a common jurisdictional friction between state DOTs and municipalities around allocating and managing the curb on state highways running through cities.

Next: Section 3: Dynamic Curbside Management Implementation »
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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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