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Suggested Citation:"Section 3: Dynamic Curbside Management Implementation." 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 3: Dynamic Curbside Management Implementation." 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 3: Dynamic Curbside Management Implementation." 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 3: Dynamic Curbside Management Implementation." 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 3: Dynamic Curbside Management Implementation." 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 3: Dynamic Curbside Management Implementation." 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 3: Dynamic Curbside Management Implementation." 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 3: Dynamic Curbside Management Implementation." 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 3: Dynamic Curbside Management Implementation." 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 3: Dynamic Curbside Management Implementation." 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 3: Dynamic Curbside Management Implementation." 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 3: Dynamic Curbside Management Implementation." 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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20 Section 3: Dynamic Curbside Management Implementation Introduction This section builds upon the foundational overview of dynamic curbside management in Section 1 and the programming and framework of dynamic curbside management in Section 2 by describing key considerations for implementing dynamic curbside management. This section aims to: • Explain the basic elements that form the foundation for dynamic curbside management implementation • Summarize dynamic curbside management tools that are currently available and can be implemented in the near term • Ease decision-making regarding dynamic curbside management tools • Describe dynamic curbside management tools that have been proven through application • Summarize ideas for how state DOTs and MPOs could support dynamic curbside management implementation This section describes available curbside management tools and provides information on how these tools might evolve and change. This section is organized into the following elements: • Overall considerations for state DOTs, MPOs, counties, and cities regarding dynamic curbside management tools and how those tools may relate to day-to-day operations. • Summary of dynamic curbside management tools to help readers identify what tools would be appropriate given an agency’s curbside management challenges, organizational capacity, organizational will, political will, and financial resources. • Basic elements for every city that lay strong foundations for dynamic curbside management and address a sizable portion of current issues. • Dynamic curbside management tools that address curbside management challenges and complexity, as well as require a higher level of resources and staff capacity to use to address them. • Summary of ways state DOTs and MPOs can help cities address the non-technical challenges for implementing dynamic curbside management, whether staffing, procurement/contracting, technical expertise, or political. As dynamic curbside management tools are new and typically ahead of what cities can implement and operate, it is recommended to follow an incremental approach and utilize foundational elements. When establishing or improving dynamic curbside management, bearing the full range of tools in mind will inform future efforts. Implications of the Current State of Curbside Management Practice At this time, few cities in North America use proactive dynamic curbside management, with most employing inconsistent and reactive approaches if the curb is managed at all. Dynamic curbside management is data-enabled, and very few cities can successfully implement and operate this approach because they do not have the requisite organizational and data management foundations. As such, agencies that would like to implement dynamic curbside management should first focus on strong execution and smooth day-to-day operations of curbside management.

21 Overall Considerations for Dynamic Curbside Management Implementation The stakeholder interviews and unconference pointed to common concerns and roadblocks for agencies considering dynamic curbside management. Dynamic curbside management tools are costly to install, operate, maintain, administer, update, and replace. Cities must consider the full cost of curbside management tools, both upfront and ongoing, whether physical tools or software. Road work may damage existing street infrastructure. Water main repairs or connections, sewer connections, electrical conduits, natural gas connections, excavations, etc., may well impact any embedded sensors, pavement markings, crosswalks, bicycle lanes and curb marking. Lacking any state or regional rules on full restoration, repairs to these facilities may fall back on the local government – regardless of what entity caused the damage. As a rule, less hardware on the street is better, and minimizing or eliminating physical assets, such as single-space parking meters, is worth considering when thinking about dynamic curbside management and how to reduce potential upfront and ongoing costs. Additionally, understanding the internal funding structure of parking or other curb use revenue is important since not all programs designate funds back to operations. Implementing and operating dynamic curbside management requires staff capacity, which is always a scarce resource. Dynamic curbside management requires staff time to administer. Given limited staff time and capacity, curb managers must think carefully about what tools they would like to plan, implement, operate, manage, and evaluate. Without the right amount of staff time and skills, new tools can be poorly conceived, implemented, underutilized, and may fail to deliver the desired results. Tools alone are not sufficient – staff with the right skills are essential. Contracting dynamic curbside management tools or services will not solve staff capacity issues. Outsourcing or contracting dynamic curbside management does not necessarily address staff capacity limitations. Outsourcing of tools and services requires time-intensive staff oversight. Prior to contracting, staff time is dedicated to developing a dynamic curbside management vision, strategy, and plan, as well as procurement documents and process. After establishing a contract with a tool vendor, staff time is consumed by implementation, integrating with existing operations or establishing new business processes, resolving operational issues, as well as monitoring and managing contractor performance. Pilot testing new tools consumes staff time. A common oversight is not understanding or accounting for how much staff time is required to properly pilot test new tools. Pilot testing dynamic curbside management usually consumes a large quantity of limited staff time to: • Understand the technology • Think through operational changes • Get agreement within the organization and, if necessary, with other entities (e.g., state DOTs, MPOs, and city departments) • Pilot test a new operational approach • Work through contracting and legal issues • Address data management and privacy concerns

22 • Secure permission to use or install communications infrastructure • Coordinate with vendors and internal staff • Do necessary internal and external communications • Do community outreach • Develop sound data collection and evaluation plans • Gather and analyze “before” data • Implement new tools and resolve issues • Operate the pilot which usually includes ongoing communications and operational troubleshooting • Gather “after” data • Formally evaluate the pilot • Wind down the pilot or make it permanent at the pilot and at additional locations The effort required to pilot test new tools may exceed the effort required to make permanent changes depending on the nature of the pilot. In lieu of pilot testing, focusing on incremental change and priority tools and geographic deployments may be a preferable approach. Developing organizational foundations is a crucial step for successfully operating dynamic curbside management. To properly establish and operate dynamic curbside management, an organization must dedicate years of persistent attention and effort as well as significant resources to develop and cultivate the necessary organizational foundations – including operations, organizational relationships, staff capacity, and staff skillsets. Dynamic curbside management should address clearly defined business needs. A tool will not be used effectively -- or perhaps not used at all – if it does not address a clear business need. Decision makers sometimes are sold on a tool or software package (often with recurring annual license fees) without clearly defining what business needs it will address or how it will integrate and improve business processes. To implement dynamic curbside management successfully, planning for how an organization will implement, operate, and use the dynamic curbside management tools effectively is crucial. Data is costly. Dynamic curbside management tools rely on data and must reckon with how resource intensive it is to collect, manage, and analyze data, especially as data management is not yet a core competency for city agencies and rarely properly staffed. As collecting, acquiring, managing, and using data is so costly, curb managers must focus data collection, acquisition, management, and evaluation on the essentials. This starts by clearly defining the business need and thinking through specifically how an agency will use the data to make business decisions, whether to inform planning/policy decisions, improve day-to-day operations (e.g., demand-based pricing for parking), or to better manage contracts (e.g., more performance-based contracts). Dynamic curbside management that relies on a high level of enforcement is typically not realistic or effective. Enforcement is very labor intensive and therefore costly. Typically, curb managers focus on the regulation of the curb and do not manage or control enforcement resources, so curb managers have

23 trouble influencing when, where, and how enforcement occurs. Furthermore, enforcement campaigns may be viewed negatively by the traveling public; clear communication and an allocation of the curb that meets user needs may reduce the need for enforcement. Successful implementation requires a shift from trying to intercept all violators to intercepting and finding enough violators such that the user community prefers to comply as opposed to risking the cost and probability of being caught. Dynamic Curbside Management Basic Elements Basic dynamic curbside management elements are relevant for every city with high demand for active uses of the curb. In most jurisdictions, the curbside management foundation must be built with these basic elements. After establishing a foundation, jurisdictions can then shift to dynamic curbside management as necessary to address more complex challenges. If well-conceived, executed, and operated, basic elements will: • Address significant curbside management challenges • Deliver much of the social benefit of curbside management • Establish a solid curbside management program that is effective, cost efficient, administratively practical, and operationally feasible • Form foundations for dynamic curbside management Many cities do not currently have the organizational capacity, skills, staffing, and financial resources to put in place and operate all the basic elements, so complementary aspects are needed to set the stage for dynamic curbside management as well. Data Management “Data management” refers to collecting curating, processing, storing, hosting, analyzing, and maintaining data. Curb data management is a particularly challenging area for cities, states, and MPOs. Curb managers aspire to use data to inform decisions about how to manage the curb, whether to inform planning/policy decisions or as part of day-to-day operations. This requires high quality data about the curb, validated for accuracy, and conforming to an agreed upon data specification. Properly structuring and storing data in a database allows it to be easily viewed, updated, and shared or read by other systems, databases, or organizations, further increasing utility and social benefits. A foundation for dynamic curbside management tools is having complete, accurate, and up to date data about the supply of active curb and how it is managed, including the size and location of active curb zones and how they are managed by time of day, day of week, and day of year. Curb supply and regulation data allows a curb manager to better understand and manage the high value asset they are managing. For example, data on supply and regulation facilitates planning and policy decision-making (e.g., how much curb is currently allocated for a certain purpose or how might the city change the allocation to achieve goals), advanced payment methods (e.g., pay by phone/app), electronic permits (e.g., license plate based), and effective enforcement. Other dynamic curbside management strategies also require collecting and managing data, whether in real-time or historical, about curb usage or demand, whether for curb managers or users of the curb. Having the staffing, business processes, and technology to maintain a complete, accurate, and up to date database of curb supply is an ideal that few cities currently achieve. Lack of data related to fundamental curb supply, regulation, and curbside demand complicates and limits curb managers decision-making abilities for creating and regulating dynamic curbside management strategies. Additionally, data privacy concerns require legal counsel and have policy implications. Any personally identifiable information (such as name, address, license plate number, email address, telephone number, credit/debit card information), whether managed by a government entity or their vendors, should be

24 managed with current reasonable best practices. Entities that collect curb data must develop and clearly state their privacy policy as well as inform the public what data is collected; how that data is collected, used, and shared; how long the data is retained, and what security precautions are used to protect the data. A Data Management Plan Curb managers who want to use data to enable dynamic curbside management can develop and maintain a data management plan. FHWA’s Curbside Inventory Report provides a detailed description of practices for preparing a curbside management inventory (Federal Highway Administration, 2021). Developing a data management plan is a necessary exercise and significant undertaking that will require consideration of: • How curbside management goals will be measured • How users and administrators are expected to interact with the system • What data is essential to acquire and maintain to make data-informed decisions about curb allocation or management, to measure curbside management performance, or to operate curbside management tools (for example, what data, systems, and tools are necessary to use ALPR to enforce curb and parking?) • How the technology and data management will interact with and conform to an organization’s existing IT policies and systems • A concrete implementation plan that includes staffing, organization changes, upfront costs, ongoing costs, and implementation phasing and schedule Although each level of government will have a data management plan for their specific context, every plan should consider addressing the following questions: Purpose • What are the business needs and objectives? • How will curb data be used to make better planning and policy decisions, improve operations, and improve contract management, for existing and future conditions? • What changes to existing business processes (or new business processes) are implied or required? What other investments, efforts, or changes will those require? • What data is essential to collect or otherwise obtain? Collection, Acquisition, and Storage • What data format, specifications, and standards will be used? • What data streams may already be available from other municipal agencies (e.g., citation data)? • Who will own and license the data? Maintenance • Who will be responsible for keeping the data accurate, up to date, and complete? • What frequency of data updates will be required? • What changes to existing business processes (or new business processes) will be required? • Who will be responsible for monitoring and maintaining the data quality and resolving data quality issues? • Who will manage and maintain the database and resolve technical issues, upgrades, and changes? Use, Sharing, and Source Consideration • What other systems will be consuming this data? How will those systems communicate? • How will data be shared?

25 • How to manage privacy concerns related to planned data generation, collection, and storage? Resources • Who will be responsible for keeping the data accurate, up to date, and complete? What changes to existing business processes (or new business processes) will be required? • Who will be responsible for monitoring and maintaining the data quality and resolving data quality issues? • Who will manage and maintain the database and resolve technical issues, upgrades, and changes? • What is the staffing plan and strategy? • If services are contracted out, does the organization have sufficient expertise to procure and manage those services? • How to ensure continuity of knowledge regardless of staff turnover? • How will upfront and ongoing costs be funded? While each data manager’s approach to these questions will differ, the rest of this data management section provides information and resources to help address these questions. Data Formats, Specifications, and Standards Curb managers should be aware of curb data formats, specifications, and standards, but a deeper understanding of these elements will require technically savvy staff members. Defining these terms provides context: • Data format -- the format in which data can be received, viewed, edited, or distributed • Data standard -- establishes a base by which the data is collected, recorded, and described • Data specification -- establishes a base for use and maintenance providing a consistent data structure usable by both humans and machines • Open data specification -- provides any user with the ability to openly use the data specification for their jurisdiction Dynamic curbside management data standards allow an agency to use existing or recently collected curb asset inventory data in an extensible manner. The purpose of standardizing the data is to simplify the organization and extend the information to all jurisdictional stakeholders and third-party curbside management system integrators who contract with agencies to collect curb asset data and manage the curbside management systems. Regardless of the current state of curbside management data, the data can be adapted into other formats and specifications. Data standards enable cataloging of regulations such as payment rates, use types, use duration and various restrictions. Location data is a critical component; how location is referenced to the right-of-way, either the adjacent land use, street use, or specifically current and future curb uses, informs the appropriate planning and use of the curb. The ITE Curbside Management Tool User Guide discusses location data referencing and how to extend a geographic information system (GIS) roadway centerline for all uses within the right-of-way (Mitman, et al., 2018). Existing data resources such as curb assets (e.g., single- or multi-space parking meters, signage, curb ramps, painted curb, etc.) often stored in a spatial database, may easily be translated into a standard or specification for use in planning, analysis, and visualization. Understanding the evolution of data specification and its use within technology platforms provides context for the emergence of curb centric specifications. The development of General Transit Feed Specification (GTFS) is an ideal example of a transportation data standard and specification. GTFS follows the same data standardization to streamline transit data received and used by transit agencies all over North America under a standard format usable and readable by technology platforms, interfaces, and

26 applications. Large suites of tools and applications have been developed to create, maintain, analyze, and visualize GTFS and GTFS-RT(GTFS-Realtime) data. This can also be said of the General Bikeshare Feed Specification (GBFS) and the Mobility Data Specification (MDS). These specifications provide mobility solutions that interact with the curb and may influence curb regulation or even curb data specification design. Ideally, a curb data specification ecosystem will result in similar tools to manage, analyze, and visualize curb data. The two leading curb centric data standards and specifications are CurbLR and Curb Data Specification (CDS). • CurbLR is an open data specification with examples of jurisdictions applying their curb regulations into the data format enabling its use for analysis and visualization. CurbLR is well documented and usable today, however it requires knowledge of data management and the use of programming languages to configure and develop the data resource. As an open data specification, it can be updated to include additional categories of curb use and easily adapted from existing curb inventories. The tools available for using this specification enable a jurisdiction to implement a robust curbside management system. • Curb Data Specification (CDS) is an open data specification recently created by The Open Mobility Foundation for the purpose of optimizing curb use for commercial activities and measuring the impacts of curb use and management. The modularity of the CDS is critical to its success, which will allow a jurisdiction to use the data resources most applicable for their strategy. The Open Mobility Foundation released CDS 1.0 to the public on January 25, 2022, with a goal of iterating to incorporate feedback from pilot programs. The Alliance for Parking Data Standards (APDS) has developed a parking-centric data standard that can be applied to the curb. APDS recently began hosting a GitHub space to create a machine-readable version and has requested formal recognition from the International Organization for Standardization (ISO). The APDS is built from the perspective of parking operators, rather than a full-curb perspective, and, to date, the data schema is only manually reproducible, thus limiting its use in piloting. Data Storage Tools Organizing curb data and outlining the process in the data management plan is highly recommended. Often, data is isolated in various departmental files, databases, or entire information systems. Liberating and standardizing this data is critical and can be achieved using a data specification, thus creating an authoritative sole source for curb data. Understanding the curb data and the data specifications provides critical insight on how best to store the data. Curb asset data is spatial data, with an associated location and geometry, in the form of a point, line, or polygon. Spatial data is commonly stored in a spatial database or as a text file such as .csv or. json. Corresponding curb regulation data is another data source to store. How jurisdictions collect curb asset inventory data will vary based on their current spatial data, technical analysis capabilities, and available staff to complete field data collection. Procuring data from a third party will allow for data to be delivered in a pre-arranged data format, data specification, or a geodatabase. When jurisdictions use a specification for curb data, the existing asset inventory data must be translated into the adopted data specification. Like GTFS, as curb data specifications mature, data creation and translation tools must be developed to fulfill these needs. Use of specific translation tools may guide jurisdictions toward a standard practice for storing and maintaining curb data. Data Usage, Sharing, and Source Considerations A jurisdiction should establish a curb data use policy outlining the benefits of organizing and sharing curb data. The policy will allow a jurisdiction to optimally plan for the required resources in data

27 acquisition, storage, and maintenance. The policy should outline initial and projected future use cases for the curb data. Curb data “sharing” refers to sharing curb data with internal users, the public, and third- party service providers, and data shared from third-party vendors to public agencies. Sourcing of the data is important for its sustainability. Curb data usage enables the planning and activation of the curb. Sharing curb data through the adoption of an open data policy will allow a jurisdiction to improve sharing data internally, and applicable data externally. Open data improves collaboration with the private sector, both in the distribution and receiving of data, and can stimulate innovation around use of public assets. Beyond easing internal and partnership use of curb data, an open data policy streamlines access of data to the public and when requested through state public record acts or freedom information laws. An open data policy simply provides guidance on how to share data with the public, either constituents or data consumers such as service providers, through apps. As seen in the evolution of GTFS, open data policies benefit commerce and could activate curb business. As a data specification emerges and becomes an industry standard, best practices will evolve on the management of the data for jurisdictions and how best to share the data with third parties. As seen with GTFS and GBFS, feed repositories exist allowing app providers to access thousands of feeds from one location or one Application Programming Interface (API). If a jurisdiction elects to use a data specification, an applicable data API would empower users of the curb data. Data shared through an API, or previously collected for use with a data specification, conveys an authoritative sourcing by the jurisdiction, meaning a jurisdiction completed a curb data collection effort for use within a data specification and this authoritative data is available for use by third parties. Open data policies typically address data privacy and provide guidance for agencies and their data. Understanding the various data privacy laws which may apply to your jurisdiction will guide how best to consider privacy around curb data. With the advancement in mobile applications which allow for different curb uses, jurisdictions will coordinate and partner with application solution vendors. Partner contracts should be reviewed for data privacy and considerations around payment and other personal identifiable information which is often required with paid services. Data privacy must be considered when using video cameras for managing the curb, as vehicle identification or facial recognition may be considered invasive and untrusted. Typically, a jurisdiction or governing body will enact a policy to allow specific use cases, such as license plate recognition. These use cases typically have strict oversight on how data and information is hosted and reported. IT staff should be involved in reviewing cybersecurity protocols of any tools using video detection. When a jurisdiction licenses data, the licensing is typically identified in the data specification being used, thus allowing the data extensibility and use by a jurisdiction and others. A jurisdiction would be wise to identify the data source and applicable license within its data management plan and open data policy. The Open-Source Initiative provides various open data licenses for review. As a jurisdiction defines its data license for use by third parties, the jurisdiction typically lists the license information directly in the data specification. This aligns with the philosophy of open data. As with any contracting agreements, contracts should be reviewed by the agency’s legal department. Gathering Curb Supply and Regulation Data As mentioned in the data management plan overview, the first step is inventorying curb supply and regulation data. • Curb supply data includes information about services and space that are available at different points in time, including data on assets such as fire hydrants, parking meters, traffic signals, and signage. Curb supply data relates to the creation or availability of curb supply for uses and services, including but not limited to parking, loading, transit stops, and bicycle and micromobility parking.

28 • Curb regulation data includes parking restrictions (e.g., parking is metered or limited to those with RPPs), day and time restrictions for parking or loading zones (e.g., curb space is earmarked for passenger loading from 5 p.m. to 12 a.m. and reverts to vehicle parking at other times of the day), and information about parking prices (e.g., hourly cost of parking), etc. Sourcing and Gathering Internal Data Curb asset data is often found within existing databases from various departments. Internal collaborations with all departments who manage assets in the right-of-way should be initiated to assist in liberating existing data from their systems. Once data is discovered, the translation into a data specification allows for the use of a sole source of truth of a curb data standard to be leveraged by all internal stakeholders and eventual external partners. As with most work, translation into a data specification is not all or nothing—this work can take place iteratively and should align with the curbside management strategy. Manual Collection of Curb Data If no curb asset data exists, a jurisdiction can manually collect the data. The ITE Curbside Management Tool Users Guide highlights a variety of easy-to-deploy mobile applications with the ability to use existing data schemas from data standards. Mobile data collection apps, including proprietary, open source, and open standard apps, can be used and licensed to collect curb data. Manual data collection requires considerable amount of time and labor to prepare data collection plans, train staff, collect data, and complete quality control on the data. A pilot data collection process can be a first step to understand the level of effort and the value of having current asset data. Conducting a pilot data collection project allows a jurisdiction to evaluate and iterate through their process, technology, and staffing needs. Purchasing Curb Data A jurisdiction can purchase curb data instead of, or in addition to, manual data collection. Various firms will collect detailed curb asset inventories. A data purchase of this type is a snapshot in time and will need updates to ensure accuracy and relevancy. The costs of data collection efforts can be weighed against using internal labor and may be seen as a more effective use of available funds. This effort should have a technical project manager coordinate data collection with the selected vendor to oversee and provide a level of internal quality control. Supply and Regulation Curb Data Collection Process Regardless of the method or approach used to acquire supply and regulation data, gathering, or acquiring curb supply and regulation data is a first step, not a last step. The collection process should be guided by the curbside management strategic plan and data management plan. Steps to consider in the collection process include: • Conduct a trial run to legitimize your process and ensure quality assurance. • Consider focusing on a sub-area before digitizing all curbs in the jurisdiction. • If appropriate, consider a comprehensive asset management solution which collects more than curb data. Other assets found in the right-of-way include but are not limited to: o Trees o Seating o Utilities o Lighting o Traffic Signal poles o Signage

29 • Ensure the data collection plan identifies the frequency of updates needed to keep data current. The Importance of Maintaining Curb Supply and Regulation Data Data is a digital asset and must be maintained. Data is a representation of a physical asset in the real world and maintaining the data to accurately reflect the physical right-of-way is important. The data management plan should provide guidance on timelines for data maintenance. The creation of an asset inventory working group within a jurisdiction will assist in sharing information about changes to physical assets. Similarly, jurisdictional policy should require coordinating all improvement projects that alter the assets or function of a curb with the curb supply and regulation database. Appropriate budget must be allocated to data maintenance and validation of the physical assets to ensure they are accurately represented by the digital assets. If a chosen data standard is not maintained, a systemic failure will occur for the users of the data, both internally and externally. A jurisdiction may decide curbside management is a subsection of overall asset management and must be guided by a strategic vision and regular operating budget. Dynamic Curbside Management Tools With the basic curbside management elements in place, curb managers can employ a range of tools to alter demand and supply at the curb. Dynamic curbside management tools may enable more sophisticated strategies to help address growing demand for a finite supply of active curb. This section focuses on tools that are proven, currently available commercially, and well-established (e.g., at scale in more than a couple North American cities) rather than tools that are unproven or theoretical. These tools are currently most relevant for cities with severe curbside management challenges and complexity, as well as a higher level of resources and staff capacity available to address them. State DOT or MPO involvement in dynamic curbside management could help expand its deployment to more cities and use cases. Acquiring Data for the Demand/Usage of Active Curb Data about demand at active curb is required for a city to make data-informed decisions. One-off planning studies relying on one-off data collection efforts to inform curb allocation or management of active curb can be useful. Currently no city in the U.S. collects rich, ongoing, and continuous, by-the- minute data--either historical or real-time--about demand for active curb to inform how active curbside is allocated or managed. Moreover, very few cities collect rich data about demand for paid parking, which is a far more prevalent use of the curb. While the technology exists to gather rich, ongoing, and continuous curb demand data, no proven and well-established tool for accurately gathering that data currently exists. Nevertheless, data about demand is crucial for a data-driven approach to managing the active curb. The two primary approaches to acquiring continuous data for curb demands are sensors and cameras. Sensors and cameras are existing technology but not often used for curbside management. Individual, battery-powered vehicle sensors, whether in-ground or pole-mounted, typically use magnetometers and radar to detect the presence of a vehicle. Cameras are typically mounted on poles and process visual data to detect the presence of vehicles in active curb zones in their line of sight. Both approaches can be quite accurate (90 percent or higher) and dependable with high uptime rates (i.e., the percentage of minutes per week the hardware and software were operational and delivering data as specified). While proven as a technology, cameras and sensors are not yet feasible to implement and operate at scale because they present numerous issues that can result in higher-than-expected operating

30 costs and administrative overhead. For this reason, these tools should be carefully evaluated before considering a large-scale installation or even a small-scale pilot test. The issues that sensors and cameras can present include high upfront and ongoing costs, network connectivity problems that result in loss of communications, and jurisdictional obstacles when installing in the street or on streetlight or utility poles. Another major issue is limited battery life (e.g., 2-3 years) which implies frequent replacement costs as well as the administrative burden of planning and managing these installations (hard wiring of these devices is impractical and cost prohibitive). Sensors installed in the street will have ongoing issues with street repairs, resurfacing, and utility work. City staff interviewed for the case studies also cited issues with the durability of in-ground sensors, noting that they could be easily dislodged; interviewees also noted the limited nature of the data collected. For instance, sensors are highly effective at being able to detect the presence of a vehicle but cannot distinguish between passenger and commercial vehicles. Staff from cities that have evaluated mounted cameras noted field-of-view limitations with the technology. DDOT’s ParkDC demand-based on-street parking pricing project deployed multiple data collection approaches, including in-ground sensors and fixed and mobile cameras, providing an example of practical considerations for those technologies (Dey, et al., 2018). A promising third approach for acquiring rich, continuous data on curb demands is to estimate demand using payment data. If payment compliance (i.e., the percentage of occupied time that is paid for) is high enough and consistent enough geographically and temporally, then a city (or vendor) can compare that to actual occupancy to allow payment data to estimate actual demand with reasonable accuracy. This approach, of course, is only viable for active curbs that require payment and have high payment compliance. Data Analytics Data analytics is a term for software tools that enable people to analyze and visualize large quantities of data and transform it into useful information for decision-making. Curbside management can generate a lot of data but if a curbside management team does not have analytical tools or the staff and expertise to use it, the data will be little used and provide little value. Data analytic tools require that data be properly structured in a database. Data storage is foundational and includes the process of acquiring, understanding, cleaning, processing, and structuring data. Once data is properly structured and stored, IT staff can procure or develop off-the-shelf analytic tools to draw from that database and allow “analytics.” Information from analytic tools enables data-driven decision-making for curbside management. Analytic tools will enable curb managers to readily build standard and custom reports, map data, perform complex one-off/ad hoc analysis, develop dashboards, and at the most sophisticated, do predictive analysis (e.g., to estimate demand in the future). Managing Demand at an Active Curb To manage demand for an active curb such as commercial loading zones, more advanced tools can provide benefits for curb managers as well as delivery drivers and fleet managers. These advanced tools are usually packaged together to create “virtual” or smart loading zones and provide the ability to reserve and pay via app for smart loading zones. These smart loading zones can be typically reserved for commercial vehicle drivers that use the app-based reservation system and that have any necessary credential or permit. Signage must indicate the location of the smart zone, its restriction to certain users, the days and hours of operation, and how to participate in the system. How Smart Loading Zones Can Work Before beginning a trip, a delivery driver can enter the address of their destination and select their preferred smart zone near that destination. The app will navigate the driver to that area and once the

31 driver is about a half mile away from the destination, the system will hold the available smart zone nearest to that destination. As the driver routes directly to that zone, the smart zone system then shows that space as unavailable to other drivers, so they are not simultaneously navigating to the same zone. The smart zone system knows whether the space is likely to be available based on the booking system. During its hours of operation, a smart zone can only legally be used when booked using the app. Booking a zone is not necessary – delivery drivers can also simply arrive at an empty smart zone and use the app to confirm that zone is available (i.e., not reserved for an incoming driver) and then begin to use that session. Once the driver has pulled into the smart zone, payment can be made with one tap on the app to begin the session. Once the driver is done using the space, they tap to end the session and can repeat the process for the next destination. If the driver forgets to end their session, it is automatically ended once the vehicle travels far enough away from the smart zone. The driver’s (or fleet’s) account is billed for time the driver used. Making payment frictionless and enabling payment by fleet managers encourages payment which has the following benefits: • Higher payment compliance makes the pricing of commercial loading zones more meaningful and effective to manage demand. • If payment compliance is high enough, payment data can potentially be used to estimate occupancy of commercial loading zones. That could give curb managers a reasonably accurate and fine-grained understanding of demand patterns which would enable cities to make more data- informed decisions about the pricing of commercial loading zones, their operating days, and hours, as well as where it would be useful to allocate more curb to smart loading zones. • As smart zones are virtual, cities have more flexibility with business rules, i.e., the prices, time limits, user groups, or schedules used to manage those zones. This allows cities to rely less on signage and avoid the impracticality of electronic changeable message signs. • Allowing drivers to book spaces and providing real-time information about availability allows a finite number of smart zones to be more highly utilized compared to the possible approach of using parking meters to price loading zones. To implement this tool, curb managers need to: • Procure a vendor • Provide data about existing curb supply and regulation (if only for its loading zones) • Site and establish smart loading zones • Develop and install signage (to indicate smart zones) • Train enforcement officers • Procure (potentially) new enforcement handheld devices to enable enforcement • Do outreach and communications with merchants, delivery drivers, fleet managers, and other stakeholders To operate the program, a curb manager must keep data about smart zone regulations and locations up to date in the vendor system and have sufficient staff capacity to use the system to manage these loading zones. No proven and well-established advanced tools to manage demand for passenger loading zones currently exist.

Next: Section 4: Evolving Dynamic Curbside Management Opportunities »
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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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