The National Academies

NCHRP 20-102(26) [Anticipated]

Dynamic Curbside Management in the Era of CAVs, SAVs, Scooters, Transportation Network Companies (TNCs), and Traditional Vehicles
[ NCHRP 20-102 (Impacts of Connected Vehicles and Automated Vehicles on State and Local Transportation Agencies--Task-Order Support) ]

  Project Data
Funds: $250,000
Staff Responsibility: Ann Hartell
Comments: In development
Fiscal Year: 2020

This project has been tentatively selected and a project statement (request for proposals) is expected in 7/2020. The project statement will be available on this site. The problem statement below will be the starting point for a panel of experts to develop the project statement.



As the transportation ecosystem evolves and urbanization accelerates, local governments are struggling to effectively and efficiently manage curb space to keep up with the rapid mobility technology changes and meet each city’s environmental, safety, and social equity goals. For instance, it is expected that TNCs operating highly automated vehicles (HAVs) have the potential to dramatically increase multi-occupancy trips in a city and therefore reduce vehicle ownership. However, every TNC trip starts and ends at the curbside, which would mean more curb utilization using TNC than anytime before. Dynamic pricing is envisioned as an effective innovative strategy for managing curbsides efficiently in such environments. By dynamically pricing access to public curb space, cities may be able to meet environmental, safety, and social equality goals, while generating new revenue streams that can offset decreases in parking revenue. The pricing strategies and associated policies will need to be designed carefully to achieve the intended goals while avoiding unintended consequences.




This study will identify city goals (environmental, safety, socioeconomic) and investigate data needed from other industries to adapt a reliable dynamic pricing strategy. The study will perform cost-benefit analysis for different scenarios of dynamic curbside management. Finally, barriers to implementation will be investigated such as private sector opposition, public opposition, access to data, and law enforcement concerns. Insofar as practical, model policies should be developed.

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