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Suggested Citation:"Section 4: Evolving Dynamic Curbside Management Opportunities." 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 4: Evolving Dynamic Curbside Management Opportunities." 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 4: Evolving Dynamic Curbside Management Opportunities." 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 4: Evolving Dynamic Curbside Management Opportunities." 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 4: Evolving Dynamic Curbside Management Opportunities." 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 4: Evolving Dynamic Curbside Management Opportunities." 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 4: Evolving Dynamic Curbside Management Opportunities." 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 4: Evolving Dynamic Curbside Management Opportunities." 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 4: Evolving Dynamic Curbside Management Opportunities." 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 4: Evolving Dynamic Curbside Management Opportunities." 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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32 Section 4: Evolving Dynamic Curbside Management Opportunities Introduction Dynamic curbside management is an evolving practice and will continue to see new opportunities for engaging emerging technologies and shifting transportation mobility trends. This section builds upon the previous sections to give practitioners the forward-thinking insight to make decisions about the curb today, while considering forthcoming changes and evolving travel and curb demand patterns. This section covers: • Curbside management in response to the COVID-19 pandemic • Autonomous, Connected, Electric, and Shared (ACES) Vehicles at the curb • Urban freight delivery • Ongoing evolution in micromobility • Facilitating and maintaining equitable access at the curb • The curb as an extension of the public realm Curbside Management Evolution and the COVID-19 Pandemic Beginning in March of 2020, the COVID-19 pandemic impacted areas of the curb and informed evolving dynamic curbside management opportunities, specifically in the areas of urban freight and micromobility that caused shifts in viewing the curb as an extension of the public realm. Urban Freight The COVID-19 pandemic saw an exponential increase in delivery demands, including delivery of commercial goods, personal deliveries, and restaurant pickup and takeout. Growth in urban freight delivery and personal deliveries to have front door access, may not align with jurisdictional goals related to sustainability and carbon reduction but does increase accessibility to goods and services. The City of Denver noted that loading space access for quick trips (food pickup, library drop-off, etc.), not just PUDO and commercial loading areas, has been one of the biggest drivers of curb change during the pandemic. Micromobility In the early weeks and months of the COVID-19 pandemic, people sought mobility options that enabled social distancing, such as micromobility services. New York’s bike share program, CitiBike, saw large growth in Spring 2020 compared to previous years and has seen continued to generate a high number of users in 2021 (Cuba, 2021). During the first few months of the COVID-19 pandemic, there was a national shortage of bicycles, with bicycles selling out in many stores as individuals sought mobility and recreational options that also enabled safe social distancing. The Curb as an Extension of the Public Realm Cities reallocated curbside spaces previously designated for parking to serve other use as an extension of the public realm. These efforts have reinvigorated conversations about streets as community spaces and have catalyzed a growing movement to make these changes permanent (Bliss, 2021; Casillas, 2021). In San Francisco, the Curbside Management team has suspended all other curbside management efforts during the pandemic to oversee the Shared Spaces program, which has included loading/pick-up zones, physical structures for dining and retail, and street closures. The program is shifting from temporary to permanent. The city is striving to strike a balance between supporting local businesses and economic

33 recovery while addressing concerns about privatizing public space and modal conflicts with the high demand for commercial loading. San Francisco has highly dense curbside dining under its Shared Spaces program, with no parking spaces left on some blocks. The City of Columbus recognized that COVID-19 has given the curb lane the opportunity to be considered for other uses besides parking. Autonomous, Connected, Electric, and Shared (ACES) Vehicles Dynamic curbside management aims to meet the needs and opportunities of today while laying the groundwork for the landscape of tomorrow, including the arrival of ACES vehicles. ACES vehicle trips are anticipated to begin and end at the curbside. Demand for pickup and drop-off locations may increase relative to the demand for long-term on-street vehicle parking. ACES technology relies on clearly defined times, locations, and regulations thereby placing importance on curbside management to accommodate future ACES vehicle trip patterns. Growth of Electric Vehicles and the 2021 Infrastructure Investment and Jobs Act (IIJA) The growth of electric vehicles has been steadily increasing in recent years, with states creating policies to increase accessibility and reward buyers. One motive behind electric vehicle adoption is the reduction in reliance on oil and associated emissions. Electric vehicles work toward sustainability and climate change goals for most states and regions. Automobile manufacturers are also seeing this increasing trend and responding with more electric and hybrid options for consumers. As noted in Section 2, fixed uses of the curb, such as for electric vehicle charging, must be considered with caution because they can preclude flexible, dynamic curbside management, and thus may not align with larger community goals for a select roadway and curbside. Charging station deployment may also cause equity concerns with current limited access to expensive electric vehicles. Municipal governments and public agencies around the United States have launched curbside electric charging infrastructure (New York State Energy Research and Development Authority, 2019). Cities that implemented pilot programs in 2019 include Los Angeles, Seattle, Indianapolis, San Francisco, Jersey City, Berkeley, Sacramento, and Columbus. The permanent installation of EV charging stations requires usage fees to be considered in the same manner that on-street parking costs are determined. Permanent installation of an EV charging station reduces the curb's flexibility but adding real-time price-based charges may increase opportunities for dynamic curbside management. A city with permanently installed EV chargers is Santa Monica which installed public EV chargers in all loading zones. Incentivizing the conversion of freight vehicles to electric through optimal loading zone access could set a no-fee precedent for users. A fee should still be considered as a jurisdiction incurs costs by providing a charging service. Including flexibility for charging personal and shared micromobility devices, including accessibility devices like motorized wheelchairs, allows for more dynamic use of the curbside and provides infrastructure that more equitably serves travelers who are not using electric vehicles. Needs for shared fleet, transit, and medium- and heavy-duty vehicle (MHDV) charging stations should also be considered. Whether these electric vehicle charger users can or should dynamically access the same section of curbside at various times of day remains an open question. The SCAG held freight conversations with large logistics providers and learned that larger logistic providers intend to provide future charging infrastructure within their logistics facilities. For smaller companies, the need for and location of curb charging infrastructure remains undetermined (SCAG, 2021). Based on these examples, local jurisdictions are encouraged to identify potential locations for installing EV charging stations along the curb, establish pricing schemes that align with community goals, and provide inclusive charging opportunities for all modes of transportation. The Biden administration’s $1.2 Trillion IIJA aims to further expand EV usage and accessibility in the U.S. Specifically, the act sets aside $7.5 billion for alternative fuels in a new competitive federal program,

34 including $5 billion for a national electric vehicle charging network. The deployment of this network and charging stations will require coordination between state, regional, and local jurisdictions as well as balancing user demands and needs at the curb. Identifying policy objectives to guide tradeoff decisions in EV charging location selection is essential for cities in the short term and could be supported and streamlined by state DOT and MPO policies. State of ACES Technology Beyond vehicle electrification, cities are anticipating the eventual deployment of more robust ACES vehicles and networks. Jurisdictions allow testing prototype vehicles on public roads today (Rosenblatt, 2020). The continued evolution of automation creates a challenge for jurisdictions to approve policies related to ACES implementation. The Society of Automotive Engineers (SAE) defines the levels of automation in Figure 5. Jurisdictions are funding pilot programs that examine high automation and full automation scenarios to advance ACES technology but also to establish best practices with dynamic curbside management. Figure 5. NHTSA’s Levels of Automation from the Society of Automotive Engineers Source: National Highway Safety Administration Level 3 to level 5 automation, also known as Automated Driving System (ADS), requires a connected environment, where the autonomous vehicle communicates with surrounding devices, other vehicles, and with individuals via mobile devices. Most states, MPOs, and cities are preparing for Level 5, where the entire transportation system and land use infrastructure is connected. However, creating connected transportation and land use environments requires years of (re)investment and (re)development efforts. Research about potential transportation impacts of ACES vehicles suggests that VMT may not reduce and will function similarly to ride source vehicles, particularly if they operate as shared fleets (Kockelman & Fagnant, 2018; Wadud, MacKenzie, & Leiby, 2016). To address this, jurisdictions may establish policy that prevents ACES vehicles at certain locations (such as the curb) or levels of automation in the city to reduce VMT and GHG emissions. However, to avoid conflict points at curb locations and parking charges, early research models indicate potential impacts on congestion as ACES vehicles circle endlessly while waiting for a passenger (Millard-Ball, 2019). These findings suggest that curbside management

35 policies may have significant impacts on ACES vehicle travel patterns in terms of on-street parking, pick- up/drop-off areas, and truck delivery zones which may also impact VMT. To prepare for these potential impacts, the San Francisco Bay Area MTC has begun including ridesourcing and ACES vehicles in regional modeling for the Plan Bay Area 2050 Plan to prepare and plan for regional GHG emissions and VMT shifts. Considerations for ACES to Operate at the Curb On a local level, ACES vehicles may be programmed to follow direct pathing, which is difficult at bus stop zones, with varied parking restriction times, and for truck loading zones. To implement ACES technology, designated zones to safely operate at the curb are necessary. An example of local ACES technology strategies related to curbside management is ride source geofencing technology to enhance the dynamic and innovative uses of the curb space. A public-private partnership at Fenway Park in Boston used ridesourcing geo-fenced pick-up locations to align with passenger pickup goals. After four months, Boston found promising results with increased curb productivity and fewer instances of double parking, with few drivers exceeding the 5-minute parking limit. Therefore, jurisdictions should consider geofencing services to regulate curb productivity. The installation of geofencing technologies may be expensive and not easily accessible for those that do not have access to the technology, so local jurisdictions should weigh the positive and negative outcomes of implementing ACES vehicle technology on the curb. Urban Freight Delivery at the Curb Urban freight delivery addresses the movement and delivery of goods within an urban dense location, oftentimes with limited curb or loading zone space. As for freight delivery, a growing study area is the last mile of freight. The last mile impacts the supply chain in the final mile of delivery and is oftentimes the most difficult and expensive. Understanding the growing issues and trends during the last mile of delivery, including the last fifty feet of delivery, can connect freight goals with dynamic curbside management practices. Urban Freight Trends and Curb Demands Cities are aiming to learn more about urban freight curbside management. Based on the literature review, various curbside management pilots focus on loading zones, evaluate loading management zones, smart zones, and delivery zones. Cities are also gaining a deeper understanding of commercial loading patterns along the curb with the advent of data provided by video analytics and app-based reservations. Studies of downtown Seattle and Washington, DC found that inadequate space for loading leads to delivery drivers loading in unauthorized areas (Dey, Perez, & Richards, 2019; Giron-Valderram, Machado-Leon, & Goodchild, 2019). For example, the dynamic curbside management pilots identified in the NCHRP Dynamic Curbside Management Project Team’s pilot scan were loading zone oriented, such as loading management zones, smart zone pilots, and the Santa Monica Zero-Emission Delivery Zone (ZEDZ). In terms of dynamic curb loading, trends are still uncertain. The City of Columbus issued a Request for Information (RFI) for dynamic loading zones and received twelve responses with wildly different solutions, indicating to Columbus that the market has not yet figured out the best solution. A trend in the late 2010s for local jurisdictions to partner with private app-based loading zone vendors to manage reservation systems occurred, but the longevity of these partnerships has yet to be determined. The outcomes of these partnerships saw reductions in double parking and more reliable delivery for delivery companies, but the long-term management could be time intensive for city staff if outsourcing or private company partnering did not occur. For example, Washington DC partnered with an app-based

36 vendor on a real-time loading zone reservation system, but the private company has since shifted their focus away from these pilot programs. Urban Freight Technology Beyond commercial loading zone reservation systems, the City of Austin recently allowed on-street parking users to complete digital parking transactions via the vehicle’s in-dashboard software in lieu of meters or mobile payment application (Goldsmith, 2021). The application of this technology to urban freight loading zones is on the horizon. Loading zone technology is evolving and not completely determined at this time. Urban freight curbside management might be difficult without automated enforcement and data collection technologies, but even those can have limited applications. For example, the ZEDZ pilot in Santa Monica had “high hopes” for 24/7 curbside management with the installation of cameras, but participants noted that they ran into issues. The issues included the number of cameras needed per loading space, the limited field of view of the cameras, privacy issues associated with them, and the high installation costs. Urban Freight Vehicles Urban freight vehicle sizes are becoming more varied. Delivery box trucks are no longer the standard, with an increase in delivery vans and even smaller vehicles such as sidewalk robots. Delivery drones and sidewalk robots are being explored to address delivery volume and pattern shifts. For example, in the ZEDZ pilot in Santa Monica, the one-square-mile zone prioritizes loading vehicles with zero-emissions such as delivery robots. Santa Monica had to extend an emergency ordinance to allow for delivery bots in the ZEDZ pilot. The ordinance framed these delivery bots as helping to eliminate trips and lower VMTs, but whether they are accomplishing these goals has not been confirmed. This reflects broader concerns about private mobility companies using the public right-of-way to develop their product/software without clear benefits to the public. Other case study examples include the New York City cargo bike program, and common carrier lockers stationed at grocery stores. The Open Mobility Foundation has engagement by MPOs, but not much from state DOTs around small vehicle delivery at the curb. State DOT staff can feel that elements such as delivery robots are more relevant at the city level than at the state level. However, state DOTs and MPOs can play a role in providing guidance or best practices for small vehicle delivery at the curb, especially in relation to emission reductions and regional goals. Ongoing Evolution in Micromobility Micromobility is the term used to describe small vehicles, such as electric or human powered shared scooters, bicycles, and mopeds, often used for short-distance trips. Typically, the user is accessing the device through an app and paying to use the device for the trip duration. The rapid growth of these devices and their sudden deployment in cities was considered a transportation disrupter. City owned and managed bike share programs have been on the rise in parallel to these privately distributed devices. Fast-Paced Micromobility Expansion The demand for the curb by micromobility devices and their users has increased over the past 10 years with the growth in docked and dock-less shared mobility like e-scooters. Due to the fast-paced nature of changing micromobility demands at the curb, rapid response and forethought is necessary. The coordination and management effort for local staff can be overwhelming. Current iterations of micromobility devices are potential precursors for other devices or emerging technology that could be arriving. While most cities have developed policies around sidewalk permitting

37 and micromobility access over the last few years, policies for other emerging technology policies have yet to be determined. While policies are in flux, understanding micromobility lessons on future mobility technologies can be fruitful. For example, cities have been successful in leveraging micromobility permit requirements as a tool for acquiring and using micromobility data. Micromobility Challenges and Considerations at the Curb While micromobility devices are often picked up or stored at the curb, regulations on how these services will use the curb are still evolving. Cities have required micromobility devices to be locked to existing bicycle stands, while other cities have designated micromobility parking locations. Whether designated device parking space or increased bicycle parking, jurisdiction specific regulations can impact what is needed at the curb for these devices. In terms of dynamic management, dock-less micromobility devices are more dynamic than static docked stations. Additionally, the location of docked stations can vary as either curbside or sidewalk adjacent. As with electric vehicle charging, fixed installations for micromobility at the curb, such as docking stations, can reduce flexibility and preclude dynamic curbside management. Overall community goals and performance measures should be weighed before allocating curb space to fixed, single uses. Agencies should consider how dynamic curbside management could facilitate the use of micromobility devices. Restricting micromobility devices to certain areas or prohibiting them from being parked along certain curbs can streamline their access points but can make them less appealing to users. Facilitating and Maintaining Equitable Access As ACES vehicles, urban freight delivery, micromobility, ridesourcing, and other growing transportation demands are placed at the curb, equitable access should be maintained. Jurisdictions should consider equity when developing dynamic curbside management plans and frameworks, and when implementing curbside management tools. The Curb and Equitable Access Prioritization of curb space has implications on sustainability, equity, accessibility, and safety goals. As jurisdictions shift toward more dynamic curbs where multiple modes come together in real-time, maintaining equitable access by user and by mode is important to ensure. While dynamic curbside management aims to identify the highest and best use among curb users and modes, considerations for real-time allocation or regulation of curb space based on demand and best social use are equally important. Equity Considerations when Developing Dynamic Curbside Strategies Technology Access and Price Setting Equity should be considered when creating and implementing new technology and setting curb pricing. Since dynamic curbside management may include real-time technology, not all curb users may have equal access to the technology or resources to use or benefit from the dynamic curbside management system. Additionally, when determining payment methods at the curb, it is important to recognize that not all individuals can pay with a mobile device. Also, priced parking or any payment at the curb should be flexible to accommodate for changing demand and to ensure that users from all income levels, particularly individuals who have lower incomes, are able to afford the allocated space (District Department of Transportation and Kittleson & Associates, 2019). To address the technological or

38 accessibility gaps, studies and research currently focus on improving product usability, particularly to individuals who are unable or cannot access the new technologies. Communication Communicating changes to stakeholders at the curb is important, as participants interviewed for this project indicated that gentrification concerns and displacement are challenges. Curbside management can lead to concerns about gentrification and displacement. Frequent and effective community engagement must be paired with curbside management strategies to ensure stakeholder input is heard and the expected pros and cons of a project are effectively communicated. The City of Denver recommends using an equity lens to assess whether a government agency should implement or install a project in a neighborhood prior to beginning a project. Signage that uses words sparingly and instead focuses on straightforward visuals is also a better way of communicating curb information to users of the space. Signage that relies primarily on words not only can be confusing to interpret, but also creates barriers for people with limited English proficiency. Accessibility Beyond ADA Requirements Access should go beyond Americans with Disabilities Act (ADA) requirement minimums. Typical minimums can include curb cuts and dedicated on-street parking spots for those with disabilities. Participants at the unconference noted the lack of information on accessibility at the curb, and the need for fixed objects at the curb for the visually impaired. For example, relying only on color coded curbs would be inaccessible for curb users with visual impairments. Accessibility can also involve insuring adequate first and late mile connections to key destinations by all modes. Framework and Priority Setting State DOTs and MPOs can support local jurisdictions in maintaining equitable curb access by providing guidance on broader priority setting frameworks related to equity, climate, and access. In terms of goal setting and pilots to support regional goals, MPOs attempt to link to broader goals such as sustainability, safety, affordability, or equity. Existing state DOT and MPO frameworks might already support equitable curb access but might not be labeled “curbside management.” Regional Complete Streets frameworks and policies often have curbside management connections but may not be explicitly stated as curbside management within the policy. For example, the Mid-Ohio Regional Planning Commission (MORPC) Complete Streets policy supports equitable access to the curb, but without explicitly referencing curbside management. State DOTs and MPOs may also already have policies in place that support equitable curb access but listed under a connecting service or program. The Curb as an Extension of the Public Realm The curb has long been viewed as primarily reserved for automobile travel or on-street parking. With the growth in curb demands and the shift from parking management to curbside management, jurisdictions and the public are reconsidering how to view the curb. The curb is being recognized as an extension of the public realm that can serve functions, uses, and users beyond automobile travel and parking. Shift in Mindset in Response to the COVID-19 Pandemic In response to swift changes in curb demands during the COVID-19 pandemic, jurisdictions around the U.S. quickly implemented temporary curb programs to facilitate social distancing, curbside pickup, and outdoor dining. Curb space previously designated for on-street parking was reallocated and repurposed for other uses such as restaurant and retail pickup, outdoor dining, and COVID-19 testing. To keep local

39 businesses, retailers, and restaurants operational, changes were made in transportation assets for the larger economic benefit of the community. Local jurisdictions, and even members of the public, quickly recognized the possibility of repurposing on-street parking space for other uses. Changing the designation of on-street parking can be controversial and politically difficult, but the disruption caused by the COVID-19 pandemic has cast a new light on the possibilities and the real benefits of changing these spaces. In response to the COVID-19 pandemic, a shift in mindset around the curb as an extension of the public realm occurred. Although certain aspects of life are returning to pre-COVID-19 travel patterns and demands, cities, such as Washington, DC, and San Francisco, are making some of their curb lane modifications permanent (DiAntonio, 2021). Measuring Public Realm Activation of the Curb Beyond a mindset shift, capturing the change in curb activation can further support decision-making around reallocating on-street parking. Measuring the economic performance of dining in the right-of-way is a first step as cities converted on-street parking in front of restaurants for outdoor dining or curbside pickup. Additionally, as commuting changed for non-essential workers in the U.S., more sidewalk, roadway, and curb lane space was reallocated for active transportation uses or Slow Streets initiatives. As the public looked for safe ways to social distance, walking and biking saw large upticks and cities heard demands for more physical space to do these activities safely. Sidewalk expansions, bike lanes, and other project installations were expedited and saw immediate benefits for facility users. Measuring the before and after performance of these facilities points to further public activation at the curb. Measuring other people-oriented uses of the curb during the pandemic, like parklets and community activation events, could point to planning for use of curb space not explicitly tied to transportation outcomes. State DOTs and MPOs Role in Evolving Curbside Opportunities The history of curbside management assumes that the curb is fixed and unchanged space, and mostly the purview of local agencies. As curbside management continues to evolve, becoming more dynamic, and see more emerging technology, state DOTs and MPOs can support coordination, funding, and policy leadership. State DOTs and MPOs can help prepare cities to shift to dynamic curbside management by providing training and resources, such as funding pilot projects and programs. By assisting with dynamic curbside management, state DOTs and MPOs may advance some of their broader priorities in areas such as mode choice, congestion, air quality, and storm water management. With dynamic curbside management, the roles for state DOTs and MPOs may be more significant and necessary to successful deployment. Below are a few ways that state DOTs and MPOs can support dynamic curbside management implementation in local jurisdictions. Facilitate Financial and Funding Mechanisms State DOTs are adept at managing federal and state funds and the various funding requirements. Therefore, state DOTs are well positioned to provide recommendations, support, and coordination to local jurisdictions. State DOTs can also provide demonstration or technology grants for ACES vehicles, smart signals, and sensors, and can use DOT staff most engaged in these innovative technologies to support local jurisdictions. For example, state DOTs and MPOs can help mitigate the financial risk of cities investing in emerging technologies, such as integrating costly ACES technology with uncertain return-on- investments (ROI) (City of Columbus, 2021). The following paragraphs discusses two examples how Ohio DOT and SCAG are supporting investment in ACES technology.

40 Ohio DOT is currently working with the City of Columbus and MORPC on a USAID-funded grant application for how to allocate parking to support urban goods movement, including dynamic management of loading space. The City of Columbus is writing the grant and Ohio DOT is involved as USAID requires a state DOT to be the sponsor. Ohio DOT sees federal freight funding potential and a connection between truck staging and parking and curbside management at the city level, where city-led pilots of recent technologies could inform state DOT management of their truck parking facilities. SCAG recently led an application for federal funds to study AV implications for the Port of Los Angeles/Long Beach from the regional infrastructure to first/last mile. For example, SCAG is awarding $15 million in grant funding for last-mile freight programs. Phase 1 targets operators, and Phase II will look at unique delivery methods, including rural drones, urban sidewalk robots, and consolidation spaces. Clarify how dynamic curbside management can further State DOT and MPO Goals As previously stated, dynamic curbside management can help advance statewide, regional, and local goals for the following areas: • Multimodal Mobility • Livability • Accessibility • Safety • Air Quality • Congestion Management • Travel Time Reliability • Economic Vitality • Equity Dynamic curbside management enables higher efficiency of achieving broader transportation goals at a local, statewide, and regional level. State DOTs and MPOs can incorporate and clarify how dynamic curbside management aligns and support current goals and practices. Develop Flexible Guidance and Frameworks State DOTs and MPOs can assist in developing forward-thinking and flexible guidance and frameworks for dynamic curbside management. Guidance and frameworks ensure consistency across broad transportation goals and may help provide a foundation for local governments to begin implementation of dynamic curbside management. Additionally, state DOTs and MPOs may create policies and practices to advance safety standards, enforcement, data privacy, and pricing mechanisms that can enable dynamic curbside management. Serve as Resource for Best Practices State DOTs and MPOs may have resources and staffing capabilities to research and publish best practices in dynamic curbside management. Additionally, state DOTs and MPOs may compile data from local jurisdictions who implement dynamic curbside management to help inform future implementation efforts and advance knowledge sharing across all levels of government. Build Collaborative Partnerships and Open Communication State DOTs and MPOs are positioned to facilitate open communication and build collaborative partnerships around emerging considerations at the curb. For example, Denver Regional Council of

41 Governments (DRCOG) invested in dynamic curbside management tools and staff expertise in micromobility, created a working group, and facilitated a regional shared micromobility data collaborative. Assisting local governments with tools and ensuring resources are shared is important for supporting dynamic curbside management. Provide Technical Expertise and Training Technical expertise and training across all levels of government supports the implementation of dynamic curbside management. Since there are various components to dynamic curbside management, and it is constantly evolving, ensuring that staff working on dynamic curbside management can access technical experts and training opportunities is crucial for capacity building. For example, with the introduction of transportation technologies it is important for staff to be updated and informed on the recent technology trends and how these changes impact dynamic curbside management. Facilitate Data Management and Data Access to Cities and the Public Data management is difficult across all levels of government but is valuable for understanding the uses and demands of the curb. State DOTs and MPOs understand how to organize large quantities of data and may have the technical expertise and resources to collect data, organize, manage, and distribute data on a large scale which can assist local jurisdictions with curb data inventories.

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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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