Atlanta Curbside Management Action Plan

ATLANTA CENTRAL BUSINESS DISTRICT

CURBSIDE MANAGEMENT STRATEGY q

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JUNE 2022

ACKNOWLEDGEMENTS PROJECT STEERING COMMITTEE

CONSULTANT TEAM

Ashley Finch, City of Atlanta

Nelson\Nygaard Consulting Associates

Betty Smoot-Madison, City of Atlanta

UrbanTrans

Calvin Watts, City of Atlanta

Rachel Weinberger and Associates

Cary Bearn, City of Atlanta

Ellis and Associates

Corentin Auguin, MARTA

Cambridge Systematics

Doug Nagy, City of Atlanta Jeff Johnson, City of Atlanta Nate Hoelzel, City of Atlanta

CENTRAL ATLANTA PROGRESS AND MIDTOWN ALLIANCE STAFF Shayna Pollock, Central Atlanta Progress Wesley Brown, Central Atlanta Progress Stacy Grolimund, Central Atlanta Progress Dan Hourigan, Midtown Alliance Julie Harlan, Midtown Alliance

INTRODUCTION KEY CHALLENGES ATLANTA’S CURB TYPOLOGY RECOMMENDATIONS IMPLEMENTATION

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

01 INTRODUCTION

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Downtown and Midtown Atlanta are the hubs of commerce, tourism, and economic activity in the six-million-person Atlanta region. Their vibrance means that they face a slew of operational and administrative challenges at the curbside – the part of the street that is increasingly asked to accommodate a wide range of transportation modes and non-transportation functions of the public realm.

The curb is the most competitive and critical component of modern urban streets. All street users interact with the curb at some point during every trip, whether to park or load goods, or to cross over as a pedestrian. While the status quo positions Atlanta’s urban curb as areas primarily for metered parking or general purpose travel lanes, emerging needs dictate that curbs be reallocated to support an ever-growing list of mobility and non-mobility uses. This reallocation must be accompanied by

smart, implementable policy and increased administrative effort to ensure that curb goals can be met.

Streets as a whole, and their curb zones in particular, are the single largest component of the public realm in any city, including Atlanta. We should view curbs as the resources as the versatile resources that they are – places to move, but also places to work, live, and play.

Improved curbside management has been identified as a key objective in previous Atlanta planning efforts, including Atlanta’s Transportation Plan. Agencies including Central Atlanta Progress, Midtown Alliance, the City of Atlanta, and Atlanta Regional Commission have all voiced their support for improvements to curbside management throughout the city. Strategic curbside management will:

CHAPTER 01: INTRODUCTION

5 Ensure that a diverse array of people and transportation modes can safely and efficiently use Atlanta’s streets.

5 Prioritize and allocate limited curb space to the people and modes that need it the most.

5 Provide decision-makers with a data-driven basis for curb policy.

5 Position Atlanta to adapt to emerging curb uses including on-demand delivery and ride-hailing.

The Downtown and Midtown Atlanta Curb Strategy is intended to serve as a guidebook to successful curbside management. Led

by Central Atlanta Progress and Midtown Alliance in close cooperation with the City of Atlanta, this document is the culmination of rigorous data collection, analysis, stakeholder outreach, and research. It will pave the way to a future where Atlanta’s curbs support the long-term vision for Downtown and Midtown Atlanta and protect the needs and goals of residents, visitors, business owners, and other stakeholders.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Figure 1. On-street Metered Parking, Edgewood Avenue, Atlanta

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A NEW ERA FOR ATLANTA’S CURBS Central Atlanta Progress and Midtown Alliance initiated this study to accomplish several key objectives: 5 Respond to the objectives for curb management identified in previous plans, including the Atlanta Transportation Plan and the One Atlanta: Strategic Transportation Plan.

5 Create a comprehensive data inventory of curb assets and regulations.

5 Support the implementation of other planning initiatives such as bike and transit facility expansions.

5 Improve communication and coordination across curb-related stakeholder groups.

5 Address key operational issues on city streets such as hazards created by loading activities.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

5 Respond to goals expressed by stakeholders.

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The need for this Curb Strategy was also driven by the need to set clear goals for curbside management. These goals were defined throughout this study and are documented in Chapter Four: Recommendations.

Figure 2. Envisioning Future Curbs on Edgewood Avenue

Figure 3. Project Study Area

CHAPTER 01: INTRODUCTION

OVERVIEW OF PLAN CHAPTERS Key Challenges CHAPTER

TWO

This chapter summarizes key challenges identified with Atlanta’s existing curb management processes as documented in further detail in the Curbside Inventory and Assessment Report completed in the initial stages of this study. These key issues set the stage for the remaining chapters of the Curb Strategy.

Atlanta’s Curb Typology CHAPTER

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A Curb Typology provides a framework for the allocation, regulation, and design of curb lanes on Atlanta’s streets. Each curb type is associated with specific use priorities that require different regulations and design treatments. This chapter summarizes the curb typology and provides a method for future curb management implementations as Atlanta’s streets continue to evolve.

CHAPTER

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This chapter defines clear recommendations to improve Atlanta’s curb management and achieve the curb goals defined through the study process. There are thirteen distinct recommendations, many of which relate to and build upon one another. Implementation of these recommendations will involve participation from the City of Atlanta, Central Atlanta Progress, Midtown Alliance, and other stakeholders. The City of Atlanta must take the lead on many recommendations in order to successfully bring them to fruition.

Implementation CHAPTER

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Several specific administrative processes have been identified as needing improvement throughout the course of this study, including the siting of new loading zones, enforcement of valet and loading permits, and more. Details regarding implementation steps for these key processes are detailed in this chapter. The efforts described in this chapter should be viewed as immediate next steps for the City of Atlanta and its partners following completion of this study.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Recommendations

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SUPPLEMENTAL DOCUMENTS AND RESOURCES Atlanta’s Central Business District Curbside Management Strategy is built off of a robust data collection and analysis process. The documents and resources listed below are critical resources for planners at the City of Atlanta and other agencies involved in curbside management.

ATLANTA’S CURBSIDE PILOT PLAYBOOK The Pilot Playbook provides guidance on the design and implementation of curbside management and right-of-way pilots in accordance with the broader recommendations developed for this Curb Strategy. Pilots are a useful tool for testing and iterating on changes to the curbside; this document provides a repository of knowledge to better stage and implement these efforts.

COORD CURB MANAGEMENT DASHBOARD AND INVENTORY AND UTILIZATION DATA

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

This study partnered with the Coord curb management platform to create and manage a detailed curb inventory and utilization dataset. This dashboard, and the associated dataset, is a key resource for planners seeking to understand curb regulations anywhere within Downtown and Midtown Atlanta. COORD, or similar data, should be referenced frequently whenever curb regulations and usage are in question. This data should also be updated regularly (see Recommendations for more details).

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This data has been provided separately to the City and its partners for use independent of the online dashboard.

The Coord dashboard was available for access by City of Atlanta, Central Atlanta Progress, and Midtown Alliance staff through March 2022. Moving forward, the City of Atlanta, Central Atlanta Progress, and Midtown Alliance should seek a partnership with a curb data platform vendor to continue to offer curb data dashboard services in support of the strategies outlined in this study.

THE INVENTORY AND ASSESSMENT REPORT The Inventory and Assessment Report catalogues key issues and results of analysis of curb inventory and other data gathered in the early stages of this work. Key findings from this document are included in Chapter Two of this report.

For further details, please refer to the full Inventory and Assessment Report.

CHAPTER 01: INTRODUCTION

PROJECT PROCESS The Curb Strategy was developed through a comprehensive approach that incorporated field observation and data collection, stakeholder outreach, analysis of administrative processes, and best practices research. Work was completed between September 2020 and April 2022. Recommendations in this plan are based on the following: 5 Detailed review of past plans as they relate to curbside management, multimodal infrastructure, and other transportation operations goals 5 Stakeholder interviews and a public workshop 5 A comprehensive inventory of existing curb assets and regulations 5 Collection of parking utilization data for metered parking areas 5 Review of loading and pickup / drop-off activity data provided by Populus 5 Review of existing administrative functions, structures, and processes

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

5 Regular steering committee meetings throughout the project

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COMMUNITY OUTREACH This study included specific outreach to stakeholders and the public through multiple channels at key points in the process. Outreach included: 5 The Project Steering Committee 5 Social media outreach conducted by CAP/ADID and Midtown Alliance 5 Two public workshops to discuss curb issues and the curb typology 5 Stakeholder interviews with local and regional agencies, property owners, developers, and other community groups

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

5 A public survey providing an opportunity for feedback on recommendations

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TA K SU OU E RV R EY ST !

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CHAPTER 01: INTRODUCTION

Figure 4. The Future of Atlanta’s Curb Usage

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Multipurpose

The curb has a growing number of demands.

A Means to Our Goals

The curb can be a tool to achieve community goals.

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9:00 AM– T 7:00 –SA THUR

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s Bu Stop

The curb is one of our largest public resources.

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A Major Asset

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

P A R K I P P N Avail ARKING G Occuable:

A Connector

The curb connects transportation options.

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DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

02 KEY CHALLENGES

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Today’s curbs are facing more demand than ever before.

There are new users, the widespread adoption of ride-hail, the explosion of micro-mobility, and the increase in cycling across the country that are pushing the curb to its limit. Additionally, the rising popularity of delivery services has created increased demand for curbside loading zones. While loading has traditionally been seen as something that happens internal to buildings, many emerging loading types take place on the curb and are not currently provided with dedicated space that can function safely or effectively.

Cities without curb strategies are finding it difficult to accommodate the new demands. The lack of curb planning, proactive management, and modification leads to in double parking which impedes traffic flow and creates hazardous conditions. If the new demands for the curb are left unaddressed, we will continue to see parking in bike lanes and bus stops and vastly diminished efficiency in street and curb operations. Atlanta’s curbs are currently dominated by

car storage and fail to provide adequate space for non-driving modes.

Rapid, dense development in Midtown and Downtown Atlanta will add further pressure to the already competitive and undermanaged curbside. Development review processes will need to adapt to ensure that curb needs are addressed.

A Curb Strategy will provide the City of Atlanta and its partners with effective strategies to consistently identify problems at the curbside and assess curb performance as Downtown and Midtown continue to grow.

An effective strategy will give the City the ability to prioritize and program curb functions, users, and uses across different street types and depending on the differing curb access needs of the different neighborhoods. These policies and regulations can be designed to promote the broader economic, safety, and community goals for Downtown and Midtown while mitigating negative impacts at the curbside.

CHAPTER 02: KEY CHALLENGES

EXISTING CURB CONDITIONS Atlanta’s existing curb regulations do not reflect the growing diversity of needs of modern city streets. The majority of Downtown and Midtown curb space is used for vehicular travel lanes, resulting in a small supply of curb space that is accessible for other uses.

Loading space at the curb is minimal - in the past, loading was assumed to take place internal to buildings and was based on code written before on-demand delivery and ride-hailing became prominent.

The curb space that is not used for vehicular travel is largely metered parking. While metered parking is an important and necessary part of the curb ecosystem, metered parking in Downtown and Midtown Atlanta is currently oversupplied. Data gathered for this curb study reveals that Atlanta’s metered parking is only 45% full at peak weekday usage, indicating an opportunity to repurpose some curb space for other uses. Maps on the following pages show Atlanta’s existing curb inventory and the utilization of existing metered parking spaces.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Figure 5: Double Parking on Park Place, Atlanta

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DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Figure 6. Existing Curb Regulations

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Figure 7. Existing Average Peak Weekday Metered Parking Occupancy

CHAPTER 02: KEY CHALLENGES

KEY CHALLENGES Atlanta faces a series of curb management challenges that fall into four basic categories: 5 Curb Operations 5 Policy and Regulations 5 Curb Flexibility and Performance 5 Physical Infrastructure and Curb Allocation A deep understanding of the challenges leads facing curbside management to a clear set of solutions. While the solutions follow naturally from the challenges, they are not always easy to implement. Implementation requires an approach from two directions: through technical solutions and political solutions. This chapter is intended to illustrate Atlanta’s curb challenges in such a way that the political solutions can align as closely to the technical solutions as possible.

Because the vendor handles day-to-day parking operations in accordance with a contract, the City of Atlanta must ensure that contract terms require the parking management vendor to engage in curbside management activities that align with the City’s broader goals. Chapter Five of this report details specific recommendations and considerations for negotiation of future parking and curb management contracts.

In the following pages we take each of these categories in turn and break the issues down into their component parts.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Privatization of parking management creates its own set of challenges. Atlanta currently benefits from the staffing, technology, and expertise offered by its current parking vendor, ATL Plus. However, this privatized model means that City of Atlanta staff do not have direct control over all aspects of curb management.

Figure 8: Golf Cart Parked in Turn Lane near Williams Street, Atlanta

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CURB OPERATIONS Key Challenges:

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Staff and departmental roles and responsibilities are not always clearly defined.

No single coordinator for curb management exists.

Clear objectives for enforcement of nonmetered parking violations are absent.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Curb operations involves the delineation and regulation of curb space and the administration of that space. Atlanta’s primary curb operations challenge is a lack of clarity regarding the assignment of roles and responsibilities with respect to curb operations.

Analysis shows there is neither a clearly defined set of roles and responsibilities, nor an identified position within ATLDOT that would have full jurisdiction for the array of curb operations and management issues that arise. This presents a circular problem in that a position with jurisdiction could define the responsibilities while at the same time, without well-defined responsibilities, it is hard to know where to invest the jurisdictional authority.

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Curb management responsibilities today are divided across ATLDOT and City Planning departments at the City of Atlanta. Within ATLDOT, the Parking Services team manages metered parking, valet parking, enforcement, and commercial loading and unloading, with an emphasis on metered parking collections and enforcement. Other staff within ATLDOT are responsible for broader planning activities which impact the curb. Staff within City Planning, a distinct department from ATLDOT, also plan and manage projects which may impact the curb. No singular position within ATLDOT exists which has full authority to manage curb-related activities, including operations, planning, and regulation.

Once roles and responsibilities can be defined and a single coordinator assigned, the next issue is developing clear objectives for broad enforcement and regulation, particularly for non-metered areas of curb. There are existing, adequate protocols in the City for addressing and regulating on-street metered parking demand; these protocols could be adapted and expanded to address other curb uses.

CHAPTER 02: KEY CHALLENGES

A singular Curb Manager position would set the template for formalizing communications across the various stakeholder groups (those with interest as well as those with authority). Groups with a stake in the curb that could be included in a broader curb communications scheme include transit operators, the business community, Central Atlanta Progress and Midtown Alliance, ride-hail operators, and freight forwarders –including small package delivery.

The final and most pressing challenge of curb operations is enforcement. At present, objectives for meter violation enforcement are clear but non-meter curb infractions are rarely enforced. Haphazard enforcement is a missed opportunity to manage and make the most of the City’s curbs and creates additional safety issues and intermodal conflicts on Atlanta’s streets. Managing vendor contracts more strategically and consolidating curb management into one position will pave the way for improved enforcement protocols.

Figure 9: The Universe of Curb Stakeholders

City Council & Committees

Policy Maker Code Enforcer Implementers Communicators Interpreters Implementers & Communicators

Office of Zoning & Department of City Planning

ATLPlus

Central Atlanta Progress

Third Party Logistics

Midtown Alliance

Shared Mobility Providers

Atlanta DOT

Information Management (AIM)

Transit Operators

Georgia DOT

Mayor’s Office of Innovation Delivery & Performance

Developers

Residents & Visitors

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

APD

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POLICY AND REGULATIONS Key Challenges:

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85% of Downtown and Midtown curbs are dedicated to either travel lanes or car parking.

New development is not required to adequately mitigate curb impacts.

On-street loading zones are absent or insufficient to meet demand.

The next category of challenges comprises the issues of policy and regulation. Atlanta’s primary challenge in this realm is a general lack of curb-specific policy and policy guidance. Key areas of policy concern include:

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

5 There is insufficient space designated for on-street loading and no formal policy or standard to guide when and where such designations should be made.

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5 When new development comes on-line, there is no formal requirement for curb-specific impact analysis to ensure that demands of the new development will be, or even can be, met within the existing curb setup.

5 There is no policy to indicate which curb uses and users should be prioritized where and at what times of the day.

5 There is no guidance with respect to some of the more modern demands such as space for ride-hail services to load and unload, 5 There is no guidance with respect to the placement of space for active transport and micromobility options.

While cities across the country have operated with a similar model (parking-centric) under historical demand scenarios, the host of new curb demands shines light on the inadequacies of existing policy even for old demands. New demands require new policy and regulatory approaches.

CHAPTER 02: KEY CHALLENGES

At present, 85% of curbs in the study area are devoted to automobile travel lanes, off-street access curb cuts and metered automobile storage. This leaves a small amount of curb real estate for other uses: 5 Safety functions including fire hydrants and sight-lines safe vehicle maneuvers.

5 Active space such as parklets and outdoor dining.

5 Access to the adjacent land uses for deliveries and passenger pick-ups/drop-offs.

5 Space for non-automobile mobility including transit, bicycles, and scooters.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Figure 10: Passenger Pickup and Truck Loading, Double Parked in Midtown Atlanta

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Figure 11: Atlanta’s Percentage of Total Curb Length

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PERCENTAGE OF TOTAL CURB LENGTH

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

90% 80% 78% 70% 60% 50% 40% 30% 20% 15%

10% 0%

7% Travel Lanes & Off-Street Access Curb Cuts

Metered Parking

Other Uses

CHAPTER 02: KEY CHALLENGES

CURB FLEXIBILITY AND PERFORMANCE Key Challenges:

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Parking and curb pricing are not performancebased, and performance targets are not in place.

Curb demand data is not collected regularly.

Parking spaces are only 45% full at peak.

Atlanta’s current pricing structure for curb access is limited. Pricing for metered parking and other priced uses is static and does not respond to demand. Clear performance targets are not in place to dictate when metered pricing should be raised or lowered, and performance of other pricing systems (such as the commercial loading zone permit program) is not tracked.

Due to the lack of clear performance targets and assessment tools that can be tied to regulatory objectives, existing on-street metered parking remains underutilized with a 45% utilization rate at times of peak parking demand. While some specific and popular blocks are highly utilized, much of the existing parking is empty most of the day. This usage statistic suggests that parking is either overallocated or allocated in areas where it is not needed. In spite of more than half the available parking being unutilized at any given time, the City has been reluctant to re-program the space as there is concern for lost revenue opportunities. While meter revenue may contribute to covering the cost of maintaining the system, the question of access value should also be considered as decisions are made with respect to pricing and regulation. Nonmetered curb uses, such as passenger and freight loading zones, are currently free to use. These nonmetered uses could be reviewed and priced appropriately , possibly closing any revenue gaps, but more importantly aligning the price signals with the objectives the City wants to achieve. Price can also be used to better distribute existing parking demand across the available spaces, charging more for popular, premium spaces, and less for more distant discount spaces.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

To date, curb disfunction in Atlanta has been primarily addressed on an ad hoc, as-needed basis. As a result, there is limited information available and limited ability to collect relevant information on how the curb functions and what needs are presently well served versus which are under-served. Furthermore, without clear curb objectives, regularly collected utilization data, and/or performance targets, the City has no ability to assess if the existing or future policies and regulations are furthering safety, economic development, sustainability, access, and other goals. Collection of curb inventory and utilization data must become a regular part of Atlanta’s curb management in order to achieve future goals.

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PHYSICAL INFRASTRUCTURE AND CURB ALLOCATION Key Challenges:

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Curb and right-of-way allocation does not align with mode share goals.

Limited opportunities for people space exist.

Playbook for curb and technology pilots is not in place.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

The fourth area of challenge is physical infrastructure and curb allocation. Atlanta’s current curb allocations are based on historic notions of curb demands. With new users and emerging uses trying to carve out space in a highly contested, fixed, and limited amount of curb real estate there are bound to be conflicts among users.

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Current curb allocation does not match the City’s goals with respect to open space (safe, comfortable, active, and inviting) or mode split (increases in active modes and transit). The over-allocation of curb space to travel lanes and metered parking fails to protect vulnerable users which, in turn, undermines other goals, and misses opportunities to promote travel choices that facilitate development while promoting quality of life.

Some conflicts can be mitigated with innovative design. There is a growing body of guidance related to design standards that lead to lower modal conflicts. There is also an increasingly sophisticated understanding of travel demand response to supply characteristics including pricing (discussed in the prior section), allocation of space (designated for different users), safety (such as provided by separated bike lanes), and enforcement. To the extent possible, curb regulations should be clear, well communicated and selfenforcing by their physical design in order to relieve administrative burden and bolster compliance.

Curb management technologies also continue to play a larger role in everyday curb management, with new platforms allowing for dynamic pricing and enforcement of the curb regardless of use. Atlanta currently has no playbook in place for procurement and piloting of these technologies.

CHAPTER 02: KEY CHALLENGES

Figure 12: Atlanta’s Existing Transportation Mode Share and Future Mode Share Goals

Future Mode Share Goals

TOWARD A CURB STRATEGY In summary, the challenges facing Atlanta with respect to curb management range in scale and scope from lack of data and lack of clear goals, to probable misallocations across different geographies and different times of the day. Strong curbside management is built on physical assets and technologies which can leverage the full potential of the curbside. Atlanta can begin to achieve its curb management objectives and adequately support the full breadth of curb uses by addressing the challenges described here.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Existing Transportation Mode Share

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ATLANTA’S CURB TYPOLOGY

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Atlanta’s curbs have tried to accommodate a growing number of competing demands over the past five years. As traditional freight loading, passenger loading, curbside delivery, micromobility and bicycle activity, and public transit continue to grow in importance in Atlanta, the need for a hierarchy of curb priorities is clear.

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Curbs cannot be everything to everyone.

Clear curb priorities are needed for all streets with regular curbside activity. Prioritization allows regulators, managers, developers, and street designers to effectively maximize where, when, and how curb activities take place. Curb prioritization: • Reduces conflicts between modes at the curbside and makes streets safer for all users

• Maximizes use of limited available curb space by assigning curb uses to areas where they are most in demand • Streamlines curb management and allows planners and regulators to use their limited time more effectively when planning for new development and changes to infrastructure

CHAPTER 03: ATLANTA’S CURB TYPOLOGY

WHAT IS A CURB TYPOLOGY? A curb typology is a framework to help planners decide how to prioritize Atlanta’s curbs across its varied blocks.

A curb typology categorizes all of Atlanta’s curbs into several curb types. Each curb type has a distinct set of curb priorities. These priorities reflect the context of the street and surrounding area. Each curb type considers:

Networks: Curbs must respond to the needs placed on them by regional transportation networks. Corridors with frequent transit service need curbs that can accommodate transit boarding and alighting while corridors with bike routes must accommodate cyclists, regardless of the adjacent land uses. Where these networks overlap, curbs may be asked accommodate multiple modes of transportation.

Street Dimensions: The width of various elements of a street often determines what curb uses are feasible. Narrow streets that must support many mobility uses may need to use curbside space for travel, while wide streets may have more opportunities to use the curb for various other uses. Similarly, narrow streets may be better used for pedestrian and programmable space at the curb due to their inherently more comfortable nature.

Stakeholder Needs: Stakeholder needs must always be considered when defining curb types.

Regardless of the contextual factors described above, curbs should reflect the needs and goals of the people who actually use them.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Land Uses: Land uses are the primary factor in determining what curb demands exist on a specific block. For example, areas with high concentrations of retail and restaurant use may need substantial space for curbside pickup and traditional freight loading. Areas with primarily residential use may require curb space for storing vehicles.

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THE CURB TYPOLOGY PROCESS Atlanta’s Curb Typology consists of three distinct parts:

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Curb Typology Map: The Curb Typology Map applies a specific curb type to each curb in Downtown and Midtown Atlanta.

Each curb type is associated with a specific set of curb priorities that are used to guide the design and management of that curb. The Curb Typology Map is a living document that will evolve as plans, technologies, and priorities change.

Atlanta’s Curb Typology Map is available here: https://arcg.is/1u9ie4

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Curb Type Guide: The Curb Type Guide is the foundation of the Curb Typology.

It defines and provides context for each specific curb type that appears on the Typology Map. It also sets clear curb priorities for each curb type. The same six possible priorities are listed for each curb type in rank order. The order of priorities establishes how a curb can best be designed and managed to meet planning and community goals. The top priority for each curb type is not the only priority which should be accommodated.

Street and curb uses are dynamic – it is often necessary to provide infrastructure and appropriate regulations for the top two, three, or more priorities, depending on context. The curb use priorities are not prohibitive – depending on the context and scale of the street, all priorities may need to be addressed somehow, but top priorities should always be addressed first.

Curb Design Menu: The Curb Design Menu provides a list of design elements and specific curb uses for each curb priority. These elements serve as a starting point for planners and designers working to redesign a street or curb to better serve the designated curb priorities for a street.

The Design Menu offers a mode-neutral approach that allows planners to select infrastructure for the appropriate modes based on local transportation networks and context. The Mobility Space priority in the Curb Design Menu, for example, offers mobility-centric infrastructure options that could support a variety of modes, from buses to bikes to personal vehicles.

CHAPTER 03: ATLANTA’S CURB TYPOLOGY

Figure 13. Outdoor Seating, New York City

2. Refer to the specified curb type to determine curb priorities. The planning team will refer to the Curb Type Guide to understand which curb uses are prioritized for the specified curb type. Planning and design for the street and curb changes should begin by addressing the top priorities, but may also need to address lower priorities depending on the context and scale of the study corridor.

3. Undertake a planning and outreach process to select final curb uses and design elements from the Curb Design Menu.

The Curb Design Menu is a menu of options for planners and designers to redesign a street or curb to better suit selected curb use priorities. A corridor planning process must be undertaken to understand the presence of local transportation networks, the study street’s role as part of these broader networks, and the needs and goals of the local community and stakeholders. With the information gained from this process, planners can effectively select elements from the design menu to incorporate into the final street concept.

4. Regularly update the Typology Map to reflect new plans and development. As regional and local plans evolve, Atlanta’s planners should update the curb typology map to reflect the latest thinking on curb priorities for specific corridors.

Curb Types for specific streets may change over time as new development takes place and regional transportation infrastructure evolves. Regular updates to the Map are necessary to ensure that it remains relevant over time.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Atlanta’s Curb Typology should be used as part of a planning process when studying and redesigning corridors. The Curb Typology can be integrated into the planning process as follows:

1. Consult the typology map for the specific block or corridor in question. The map will indicate the expected curb types associated with this corridor. The relevance of the indicated curb types should be verified by the planning team – refer to Step 4 for more information.

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THE CURB TYPE GUIDE Atlanta’s curb types are listed below. Each type is associated with a list of curb priorities. These priorities correspond to a variety of design elements as listed in the Curb Design Menu.

CURB TYPE

Commercial Centers

Entertainment Centers

TYPICAL STREET CLASSIFICATION

Principal Arterials and Collectors

Principal and Minor Arterial

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Commercial Principal and Mobility Corridors Minor Arterials

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Neighborhood Mobility Corridor Neighborhood Avenues

People Streets

Minor Arterials and Collectors

Minor and Collector Arterial

Non-arterials (Local Roads ), Minor Arterials

ADJACENT LAND USE AND CONTEXT High density office High density commercial and ground floor retail Moderate levels of high rise residential Access to parking lots/garages and transit On-street loading and parking is not prioritized on these streets but is provided on cross-streets High density corridors with mixed land uses including dining, social destinations, and museums or theaters Accessible through diverse modes of transportation Requires on-street access as well as access on cross-streets Sporadic businesses or entertainment options Mostly functions as connector into the urban core Primarily high density commercial and institutional areas Person throughput-oriented Storage occurs off-street or on cross-streets Predominantly low to mid rise residential Sporadic ground floor retail Little delivery demand Vehicle storage space on-street Moderate intensity retail and entertainment Low intensity office Low to mid-rise residential Accessible through diverse modes of transportation Limited right of way High intensity commercial Moderate residential density Ground floor retail High walkability Limited right of way

CURB USE PRIORITY

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Delivery Access People/Green Space

Storage

CHAPTER 03: ATLANTA’S CURB TYPOLOGY

THE CURB DESIGN MENU The Curb Design Menu lists potential street features and design elements for each curb priority. Picking from the Curb Design Menu requires a planning and outreach process. Please see the following pages for examples of how these elements can be deployed.

q

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Pedestrian walkways Recreational and relaxation space Parklets Street furniture Street art

Green areas Planting zones Street trees Permeable pavement

Programmable space Performance space Exhibits Event space

Retail space Outdoor dining Street cafes Food trucks Vendor space

Mobility Space

Passenger Access Space

Delivery Access Space

Storage Space

Transit priority / transit lanes

Passenger and valet loading

Freight loading zones

Car parking

Transit signal priority Queue jump lanes Bus lanes Bus Rapid Transit

Vehicular travel lanes Light individual transport space LIT Lane Cycle track Bus-bike lane Multi-use path

Passenger loading areas Valet loading areas

Ride-hail and taxi

Geofenced ride-hail loading areas Taxi stands

Transit loading

Bus stops with shelters Bus stop amenities

Loading zones (short-term) Loading zones (long-term) Street dimensions to accommodate necessary design vehicle

Food delivery

Short-term (15-minute) parking

Short-term (commercial oriented) Long-term (resident oriented) Permit parking

Bike Parking Bike racks Bike share hubs Protected / covered bicycle parking

Scooter Parking Scooter corrals Micromobility hubs

Bus layover space Bus-only parking

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

People/Green Space

3-6

1

Commercial Centers

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY 3-7

5

P A R K I P PARK Avail ING N Occuable: G pied 88 : 4

12

Q BB

Dedicated delivery areas allow loading to take place for the street's many commercial uses without conflicting with other modes.

ur 2 hoing Park 00PM M–9: 7:00A –SAT THUR

ur 2 hoing Park 00PM M–9: 7:00A –SAT THUR

Because this street carries a high volume of regional traffic by transit, a transit priority lane is in place.

4

q

The dynamic businesses and street uses present on these streets, passenger loading access remains a priority as well. Due to the competition for the curb seen on these streets, delivery access and vehicle storage are best handled on side streets or off-street on these corridors. Example streets: Peachtree and 14th and Andrew Young International Blvd.

On-street dining and parklet areas make the street pleasing to people and generate business.

7:00A M–9: THUR 00PM –SAT

3

q

Commercial Centers feature a wide variety of street and curb uses that must be balanced. Commercial Centers support high density office as well as ground floor retail uses in busy commercial districts, meaning that they attract a large number of pedestrians. These same streets often serve as arterials or major collectors for the city and region, meaning that they must also accommodate mobility needs and substantial person throughput.

2 ho Parkur ing

2

s Bu p Sto

CHAPTER 03: ATLANTA’S CURB TYPOLOGY

1

Entertainment Centers

2

and passenger access is also key – people often arrive to entertainment districts by means other than a personal vehicle.

Delivery needs are elevated as well in support of recreational use types. Recreational Centers must support people space first, passenger loading and delivery loading space next, and then mobility and storage space. Example streets: Peachtree Street and Marietta Street.

P H A R M A C Y

Dedicated passenger loading areas are in place to support elevated shares of taxi, valet, and TNC trips.

M U S I C

ur 2 hoking Par

Scooter and bike storage space is provided on-street to remove clutter from sidewalks.

00PM M–9: 7:00A –SAT THUR

ur 2 hoking Par 00PM M–9: 7:00A –SAT THUR

People space is prioritized on-street to support restaurants and other entertainment uses and make this a destination street.

s Bu p Sto

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

pied 88 : 4 12

+

7:00A M–9: THUR 00PM –SAT

5 q

Short and long-term loading areas are needed to support a variety of loading types.

2 ho Parkur ing

4

q

Recreational Centers, like Commercial Centers, feature a wide variety of street and curb uses. Recreational Centers are home to high density commercial or residential uses, but also feature a number of popular entertainment options including bars, restaurants, music venues, museums, and more. Due to the recreational nature of these uses, high pedestrian activity is expected and people space is in high demand. Multimodal

P A R K I P PARK N Avail ING G Occuable:

3

3-8

1

Commercial Mobility Corridors Commercial Mobility Corridors are home to high density office and institutional uses but lack ground floor retail and on-street active uses. This positions them well to prioritize mobility uses like bus lanes, cycle tracks, and travel lanes for cars. Commercial Mobility Corridors can afford to dedicate more right of way to throughput because there are fewer demands for people space

P A R K I N P PARK G Avail ING

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Occuable: pied 88 : 4 12

3-9

2

5 q

and passenger access (although adequate people space must always be prioritized). These streets are also strong candidates for on-street delivery loading. Example streets: Piedmont Avenue in Downtown and Memorial Drive.

These streets provide access to off-street parking and loading areas and can use on-street space for mobility uses. ur 2 hoking Par 00PM M–9: 7:00A –SAT THUR

00PM M–9: 7:00A –SAT THUR

s Bu p Sto

4 q

ur 2 hoking Par

Mobility space should support all modes that are in demand, including buses and bikes, when space is available.

3

CHAPTER 03: ATLANTA’S CURB TYPOLOGY

Neighborhood Mobility Corridors Neighborhood Mobility Corridors feature low or medium density residential and commercial uses with limited ground floor active or retail space. This positions them to prioritize mobility uses.

These streets must also support vehicle storage for low and medium density residential uses that may not feature off-street parking or bicycle storage areas. These streets have little freight

1

2

3

4

5

q

q

delivery demand and can deprioritize on-street freight loading.

Example streets: Piedmont Avenue in Midtown and Juniper Street.

These corridors provide on-street parking for adjacent residences which lack off-street parking areas.

ur 2 hoking Par

2 ho Parkur ing

ur 2 hoking Par 00PM M–9: 7:00A –SAT THUR

Passenger and freight loading is in low demand here so curb space can be used for storage. s Bu p Sto

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

00PM M–9: 7:00A –SAT THUR

7:00A M–9: THUR 00PM –SAT

3-10

1

Neighborhood Avenues

5

be prioritized. Passenger access and short-term food delivery access must also be prioritized on these streets to support retail use. Example streets: Edgewood Avenue, Auburn Avenue, and Crescent Ave.

On-street dining and parklet space supports local businesses.

Popular neighborhood restaurants and retail drive the need for passenger loading areas, including valet and TNC areas.

+

COFFEE

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

4 q

Provision of some front-door parking supports business vitality.

3-11

3

q

Neighborhood Avenues are complex streets which feature a variety of low and medium density commercial and residential uses, including retail and restaurants. They also serve as key mobility corridors for multimodal (and particularly transit) travel in lower density neighborhoods. Retail uses generate demand for non-automobile mobility so non-automobile modes should

As a key neighborhood corridor, the street must support the full range of modes used by the community, including transit, scooter, and bike.

2

P H A R M A C Y

CHAPTER 03: ATLANTA’S CURB TYPOLOGY

1

People Streets

2

3

4

5

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People Streets are a diverse group of streets that function primarily to provide people space and access for deliveries.

People Streets may be narrow and have limited ability to support substantial person throughput. Instead, these streets provide complementary functions to major throughput corridors – they support on-street loading and vehicle storage for nearby

corridors. However, these streets also provide primary access to ground floor retail uses and other commercial activity, meaning that they must always prioritize people space first. Example streets 6th Street and Fairlie Street.

On-street parking supports businesses and take parking pressure off of the major arterials.

Often cross-streets to major commercial corridors, these streets provide space for short-term and long-term freight loading for local businesses.

These streets are narrower and provide quieter gathering areas and space for outdoor business for people in busy commercial districts.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

COFFEE

3-12

Selecting specific design features for a street requires an outreach and planning process. The Curb Typology helps to define curb priorities, but must be supported by a combination of data collection, analysis, and planning study. The Decision Tree shown here provides a potential model for the planning process that must support street design decisions and incorporates the elements of the Curb Typology in appropriate steps.

INITIAL TEST

Is the primary use of this segment the intended use (consult Curb Typology)?

Yes

No

Is there a change planned in a local plan?

No

Is there a new development planned?

Yes

Yes

Consider curb needs that respond to future changes

Maintain existing facility

Plan for new use Examine Local Context

Is People Space being accommodated? Could there be more?

What are the street classification and adjacent land use?

What are the primary use of this segment if not the intended use?

Are there recurring conflicts between competing uses?

Refer to curb typology table

Is there sufficient curb or off-street space to support these activities

Identify top use

Identify loading needs

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Identify additional people space

Examine Broader Context

Does the segment represent a gap in the larger bike/transit network?

What is north and south of the segment?

What is east and west of the segment?

Does current lane configuration of daily traffic warrant a removal of repurpose of an outside lane?

Collect community and stakeholder input

Identify and prioritize gaps and needs Use curb typology table and identified uses, gaps, and needs to assign curb use

Delivery Access Space

3-13

How are passenger dropoff, loading, deliveries, and other access activities accommodated?

Mobility Space

Passenger Access Space

People Space

Storage Space

CHAPTER 03: ATLANTA’S CURB TYPOLOGY

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Figure 14: Curbside Scooter Parking on Sidewalk, Peachtree Street, Atlanta

3-14

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

04 RECOMMENDATIONS

4-1

Atlanta faces numerous challenges at the curbside. Addressing these challenges means adopting a prioritized, comprehensive approach to curb management with clear leadership, widespread integration into other planning initiatives, and close coordination with all curb stakeholders. Atlanta’s One Atlanta Strategic Transportation Plan calls for the implementation of a curbside management program within ATLDOT by 2022. This document serves as a guide to that implementation.

This chapter provides a roadmap for implementation of key strategies which directly respond to the challenges observed over the course of this study. Each strategy is prioritized, tied to key objectives, and coordinated with other strategies to ensure synergy through the implementation process.

Successful implementation of these strategies will lead Atlanta to a future with curbs that support community goals of livability, sustainability, equity, and economic growth.

CHAPTER 04: RECOMMENDATIONS

KEY OBJECTIVES The curb policy objectives are a direct response to the key challenges identified over the course of this study. These objectives were developed in close collaboration between this study team and Atlanta’s curb stakeholders. They reflect a long-term vision for the city.

Atlanta faces a series of curb management challenges that fall into four basic categories: 5 Curb Flexibility and Performance

5 Policy and Regulations

5 Physical Infrastructure and Curb Allocation

01

02

Reduce Conflicts Between Modes and Increase Safety

Ensure that Curbs are Equitable and Accessible for All

05

06

07

Manage Congestion Impacts

Improve Loading and Pickup/Drop-Off

Designate More Space for People

03

Expand Bike and Scooter Access

04

Improve Bus Performance and Access

08

Increase Curb Utilization

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

5 Curb Operations

4-2

01. Reduce Conflicts between Modes and Increase Safety Conflicts between transportation modes at the curbside are a major driver of safety issues on Atlanta’s streets. Achieving Atlanta’s goal of providing safe streets for all users means preventing these conflicts through smart design, regular enforcement, and adequate provision of dedicated and protected infrastructure for vulnerable users.

02. Ensure that Curbs are Equitable and Accessible for All Atlanta’s streets must support all users, regardless of their ability and comfort level. Access at the curb should function for people of all mobility level. Access at the curb should function for people of all mobility levels and meet or exceed all local and national ADA requirements.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

03. Expand Bike and Scooter Access

4-3

Bicycles and scooters continue to grow in popularity in Atlanta.

Protecting and supporting these modes will further adoption, ensure that these vulnerable road users are safe, and promote a more sustainable, livable lifestyle for Atlanta residents.

04. Improve Bus Performance and Access MARTA and regional transit operators can increase ridership by providing more efficient service. Effective curb management should provide transit priority on the most valuable routes and ensure that all passengers can easily access and ride buses and other transit vehicles.

05. Designate More Space for People Providing outdoor space for dining, recreation, and active street installations supports Atlanta’s goals for vibrancy, economic growth, and public health. The curb space is the most likely portion of the street to receive additional people space; smart curb management means providing this space strategically and in a manner which avoids conflicts with other modes.

06. Manage Congestion Impacts Congestion on Atlanta streets costs the businesses, residents, and visitors countless hours and dollars every year. Smart curb management should mitigate impacts from congestion and ensure that inevitable congestion due to traffic volumes is not worsened by irregular curb activities.

07. Improve Loading and Pickup / Drop-Off Loading and pickup / drop-off activities increasingly contribute to worsening street operations in Atlanta. As demand for loading and ride hailing continues to grow, incidences of double parking, improper loading, and loading in pedestrian or bicycle zones will also grow. Business activities will become more challenging as deliveries compete for the limited available loading space.

Improving loading must remain front and center in Atlanta’s curb strategy to mitigate these trends.

08. Increase Curb Utilization Increasing curb utilization means maximizing the use of Atlanta’s limited curb resources. Taking full advantage of this valuable civic resource means putting the right curb regulations in the right places at the right times. Pricing, policy, and curb regulations must intuitively match curb users with curb zones that meet the needs of their activity type.

CHAPTER 04: RECOMMENDATIONS

BIG MOVES Atlanta’s curb strategy should be implemented in four key phases. These phases will lead the City of Atlanta and its partners from the existing condition to a curb future which satisfies the aforementioned key objectives.

Organize for Curb Management The first step in achieving Atlanta’s curb goals is organizing for curb management. This means establishing a clear leader for curb initiatives within ATLDOT, formalizing communication between curb stakeholders, and developing a consistent performance framework for curb management.

Focus on Performance The second stage in Atlanta’s curb management process is focusing on performance. Atlanta’s curb leaders must bolster enforcement, allocate additional targeted space for loading activities, expand and maintain an inventory of curb regulations, conduct utilization studies to determine curb use levels in key areas, and regulate and price the curb in direct response to the adopted performance framework.

Step three is all about policy. Ensuring a positive future for Atlanta’s streets means adopting policies which strengthen curb management and empower decision-makers. Adoption of the Curb Typology by the City of Atlanta, requiring transportation impact studies for new development, and adopting design standards which reduce modal conflicts will allow decision-makers and planners to conduct their jobs efficiently and effectively.

Allocate, Price, and Manage Space With strong management, clear policy, and a performance focus in place, Atlanta can move to the final stage of curb management. This final stage means reallocating street space to meet key objectives and pricing that space to drive desirable behaviors. Formalizing right-of-way and technology pilots and allocating more street space for non-vehicle modes will push Atlanta toward the envisioned multimodal future.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Align Policy with Curb Goals

4-4

THE STRATEGIES The Strategy Matrix displayed on the following pages shows each key strategy recommended by this study. Each strategy is grouped by its theme and integrated into a multi-year timeline. The timeline for strategy implementation aligns with the Big Moves identified in this chapter.

The Strategy Matrix also indicates how each strategy aligns with the key objectives of this study and whether they fall into low, medium, or high tiers of cost, impact, difficulty of implementation, and overall priority.

Details for implementation of each strategy displayed below are contained in the strategy sheets on the following pages.

Figure 15: Atlanta’s Curb Strategy Matrix – Timeline 2022 Strategy Theme

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Curb Operations

4-5

Policy and Regulatory Changes Curb Flexibility and Performance Physical Infrastructure and Curb Allocation

Strategy Strategy Number A1

Consolidate Curb Management

A2

Formalize Communications

A3

Targeted Enforcement

B1

Adopt Curb Typology

B2

Require Developer Transportation Studies

B3

Allocate Targeted Loading Space

C1

Maintain Curb Inventory

C2

Performance-Based Curb Management

C3

Monitor Curb Demand

D1

Adopt Design Standards to Prevent Modal Conflict

D2

Allocate Multimodal Space

D3

Allocate People Space

D4

Curbside Use and Management Pilots

Q3

Q4

2023 Q1

Q2

Q3

2024 Q4

Q1

Q2

Q3

2025 Q4

Q1

Q2

CHAPTER 04: RECOMMENDATIONS

Figure 16: Atlanta’s Curb Strategy Matrix – Alignment with Key Objectives Alignment with Key Objectives

Curb Operations

Policy and Regulatory Changes

Curb Flexibility and Performance

Physical Infrastructure and Curb Allocation

Strategy Strategy Number

A1

Consolidate Curb Management

A2

Formalize Communications

A3

Targeted Enforcement

B1

Adopt Curb Typology

B2

Require Developer Transportation Studies

B3

Allocate Targeted Loading Space

C1

Maintain Curb Inventory

C2

Performance-Based Curb Management

C3

Monitor Curb Demand

D1

Adopt Design Standards to Prevent Modal Conflict

D2

Allocate Multimodal Space

D3

Allocate People Space

D4

Curbside Use and Management Pilots

Increase curb utilization

Reduce conflicts between modes and increase safety

Manage congestion impacts

Expand bike and scooter access

Improve bus performance and access

Ensure that curbs are equitable and accessible for all

Designate more space for people

Cost

Impact

Level of Difficulty

Priority

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Strategy Theme

Improve Loading and Pickup / DropOff

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A1 CONSOLIDATE CURB MANAGEMENT Designate a clear owner for curb management within the City of Atlanta and set curb performance targets.

COST Medium

IMPACT High

DIFFICULTY High

PRIORITY High

THE CHALLENGE TODAY Coordination across departments, agencies, and stakeholder groups regarding curbside management is challenging in Atlanta’s current environment. The City of Atlanta does not designate a single owner for curb issues. Staff dedicated to metered parking management and signage are in place, but no overarching curb leader is assigned. The Parking Services team manages most areas of curb operations, including metered parking, enforcement, and loading and valet zones, but engages in minimal coordination with planning elements within ATLDOT or City Planning. Enforcement does not meet its full potential without clear directives from dedicated staff within ATLDOT. The curb system will not meet its full potential without staff dedicated to a holistic approach to the curb. Dedicated curb staff should have decision-making authority to plan, manage, and regulate loading zones, bus stops, on-street dining or recreational space, and other non-metered parking curb uses.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

THE STRATEGY

4-7

Designating a curb management leader within ATLDOT will require consolidating authority into one existing position focused entirely on curbside management or creating a new position dedicated solely to curb management. The designated staff person would oversee planning , management, and regulation of all curb uses including parking, loading, and on-street dining and recreation, in coordination with existing staff who may manage specific elements (such as metered parking) in more detail. The Curb Manager would also coordinate closely with other staff involved with the planning and management of mobility uses such as bike lanes, bus stops, and bus lanes which impact the curb. The designated curb manager would field questions from stakeholders regarding the curb and would serve as the central figure in coordination between City departments and external agencies on curb issues. They would also track and manage progress toward established performance targets. Ultimately, this staff person will be the lead for implementation of the majority of strategies outlined in this document.

WHY IS IT IMPORTANT? This is the highest priority strategy for curb management in Atlanta. Clear leadership on curb issues is necessary to execute all other strategies outlined in this plan. Establishment of this position will immediately improve coordination across curb users, performance of the curb, and pave the way to a curb future that aligns with Atlanta’s community and mobility goals. Failure to designate this position and set clear performance targets will make advancement of curb uses other than metered parking much more difficult.

CHAPTER 04: RECOMMENDATIONS

ACTIONS

The Curb Manager position should sit within ATLDOT’s Planning and Strategy department and should directly oversee Parking Services. It is crucial that the Curb Manager has decision-making authority regarding all issues at the curb, including parking. Existing Parking Services staff can continue to manage day-to-day parking operations, but should report to the Curb Manager for key decisions. This relationship between Parking Services and the Curb Manager is key to ensuring that the overall curb system functions effectively.

The Curb Manager position should be one full time employee, with the potential to add supporting staff and expand project management capacity in the future.

The Curb Manager’s primary responsibilities should include: 5 Oversee planning, management, and regulation of existing and future curb uses, including parking, commercial and passenger loading, and on-street dining . This includes: Overseeing Atlanta’s valet permit program (currently managed by Parking Services) Overseeing Atlanta’s commercial loading permit program (currently managed by Parking Services) 5 Coordinate closely with peers who lead development of bicycle and bus infrastructure that also impacts the curb (see Strategy A2).

5 Oversee staff who manage metered parking and parking and curb enforcement (Parking Services) to ensure that metered parking and enforcement routines serve broader curb goals (see Strategy A3).

5 Oversee the management and update of curb data, including curb utilization data and freight and loading data (see Strategies C1, C2, C3).

5 Manage future pilots related to the curb (see Strategy D4 and Pilots Playbook).

5 Overseeing implementation of all other strategies contained in this plan in coordination with other related staff in ATLDOT, other departments within the City of Atlanta, and other agencies, including Central Atlanta Progress and Midtown Alliance.

5 Coordinating with the Department of City Planning regarding permit approvals for new development as they relate to curb uses.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Action

CREATE A NEW CURB MANAGER POSITION OR MODIFY AN EXISTING ONE WITHIN ATLANTA DEPARTMENT OF TRANSPORTATION TO SPEARHEAD CURB MANAGEMENT.

4-8

The Curb Manager should have the following skills: 5 Knowledge of how other city departments/agencies impact/utlize the curb 5 Proficiency and experience working with transportation data, including parking occupancy data, curb inventory data, spatial data and travel flows, etc.

5 Knowledge of curb management strategies and associated platforms and technologies, including curb data specifications and platforms, curb management technologies, the relationship between various transportation modes at the curbside, parking demand management strategies, and transportation demand management.

5 Experience communicating the benefits of a well-managed curb to a diverse audience and encouraging participation in curb management programs.

5 Knowledge of parking management strategies and platforms.

SET PERFORMANCE TARGETS FOR CURBSIDE MANAGEMENT. Action

Performance targets should not be purely parking-oriented and should relate directly to City and stakeholder community and mobility goals. The Curb Manager should set performance targets in close coordination with the stakeholders who require access to the curb, including transit operators, freight operators, local business owners, and others with a vested interest in the curb . Performance targets may include:

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

5 Maximization of curb utilization (including all curb uses, not just parking) to ensure that Atlanta’s limited available curb space is used effectively.

4-9

5 Reduction in crashes and near misses associated with curb activity.

5 A shift in allocation of the curb away from travel lanes and metered parking toward flexible uses like dynamic loading zones and shared spaces.

5 An increase in compliance with curb regulations as observed by enforcement staff.

5 A reduction in complaints and issues related to the curb.

ATLDOT should manage a limited set of performance targets that align with current resources available to collect data.

MONITOR PERFORMANCE AND UPDATE POLICY ACCORDINGLY. Action

The Curb Manager should monitor progress in relation to the established performance targets. Observed performance should guide adjustments to policies and management practices over time. For details regarding methods of tracking performance across specific indicators, please see Strategies C1, C2, C3, C4, and D1.

CHAPTER 04: RECOMMENDATIONS

BEST PRACTICE

SEATTLE’S CURB MANAGEMENT STRUCTURE The Seattle Department of Transportation (SDOT) maintains a specific unit called the Curbside Management Team. The Curbside Management Team has jurisdiction over the entire curb regardless of its designation. They have responsibility for planning, managing, operating, and maintaining the city’s curb space (including parking) to help achieve a number of mobility, access and sustainability goals for the city. They fall under the Transit and Mobility Division at SDOT and the team is divided into three groups.

The first group is responsible for policy, planning, and programs. This group works with other teams at SDOT to ensure coordination on transit and mobility capital projects. They manage the performance parking program including deciding on payment methods, and they oversee the restricted parking zone program, commercial vehicle permitting, and carshare. Their final responsibility is in communicating with the various neighborhood stakeholders to improve access and create common understanding.

The Parking Shop maintains and programs the pay stations, and they install and remove infrastructure (pay stations and signs) as needed. They also install and remove temporary use designations. Finally, they have a public facing function providing customer service support for paid parking inquiries.

The team has a well-articulated purpose: to “…manage the city’s finite amount of curb space to provide reliable access for people who live, work, and play in Seattle.” They have a clear statement of what is considered in decision-making: they “…consider various and often competing demands for the curb, whether from transit riders, business owners, drivers, residents, shared vehicles, ride hail, those making deliveries, or others.” Their decisions are data-driven and comport with SDOT’s broader goals for mobility, sustainability, safety, equity, livability, and excellence.

The team is tasked to produce SDOT’s Curbside Management Policy Report; The Paid Parking Study Report and the Curbside Management Team Annual report. Information about the Team’s accomplishments can be found in the Annual Report.

The Curbside Management Team includes 28 staff, inclusive of parking pay station technicians and maintenance staff. The team includes 14 dedicated managers and planning staff solely dedicated to curb and parking-related projects, policy, and regulation. See the organizational chart at this link for more details: seattle.gov/documents/Departments/SDOT/About/SDOT_OrgChart_April2022.pdf.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

The next group oversees curb space operations. The operations group decides where and when to manage the curb for ADA access, commercial loading, shuttle zones, passenger pick up and drop offs and other various curb zones. They design the street signs and provide customer service, responding to requests for sign replacements and changes. They review development proposals ensuring the curb use and access demands of new development are achievable. Finally, they write work orders instructing the third group, known as the Parking Shop, about what work needs to be done at the street/curb level.

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A2 FORMALIZE COMMUNICATIONS Create clear channels for communication between the Atlanta Department of Transportation and other curb stakeholders.

COST Medium

IMPACT High

DIFFICULTY Medium

PRIORITY High

THE CHALLENGE TODAY Changes to curb regulations and design impact a variety of different stakeholders. Transit operators, private businesses, various City departments including Atlanta Department of Transportation, Department of CIty PLanning and department of public works, and CIDs such as Midtown Alliance and Central Atlanta Progress all play a role at the curb. Under current curb management protocols, changes to signage, curb assets, and curb lane usage are not consistently vetted across this range of stakeholders. This can lead to conflicts when unilateral changes are made unexpectedly. General communication across stakeholders is also lacking. No clear owner for curb management currently exists at the City of Atlanta, meaning that stakeholders seeking guidance on curb issues are unsure who to coordinate with when seeking to make changes.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

THE STRATEGY

4-11

Atlanta’s designated curb manager (see Strategy A1) should establish clear communication channels with key stakeholder groups, including transit providers, local planning groups, business improvement districts, the Georgia Department of Transportation, freight couriers and micromobility operators, and property owners and managers. The designated curb manger should serve as the focal point for communications regarding curb issues and changes and should hold regularly scheduled coordination meetings with key stakeholders to ensure that the vision for Atlanta’s curb remains consistent.

WHY IS IT IMPORTANT? Clear communication throughout the curb management process ensures that conflicts between user groups can be resolved efficiently. Regular communication between groups allows these potential conflicts to be identified early in a planning process while decision-making is more flexible. Without establishing regular communication between groups and designating a regular point of contact for curb issues, many curb issues will remain unaddressed and new street design and development projects will continue to create unforeseen conflicts at the curb.

CHAPTER 04: RECOMMENDATIONS

ACTIONS CLARIFY THE ROLE OF THE DESIGNATED CURB MANAGER TO ALL KEY CURB STAKEHOLDERS. Once a curb manager is designated, individuals at other agencies who deal with curb-related issues should be notified of the nature of the new role and invited to work directly through this position to address curb issues as they arise. Agencies and groups to coordinate with include, but are not limited to: 5 Parking management and enforcement vendors ATL Plus 5 Transit operators Metropolitan Atlanta Rapid Transit Authority Atlanta-RegionTransit Link Authority Gwinnett County Transit CobbLinc 5 State-level and regional planning organizations Georgia Department of Transportation Atlanta Regional Commission 5 Ride-hail and on-demand delivery operators Uber Lyft DoorDash Grubub 5 Micromobility operators Spin Lime Bird Relay

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Action

4-12

5 City of Atlanta ATLDOT (the home of the curb manager position) Department of Public Works Department of City Planning Office of Innovation Delivery and Performance Office of Cultural Affairs Office of Film and Entertainment Atlanta Police Department CID’s in Atlanta 5 Local planning groups and CIDs Central Atlanta Progress Midtown Alliance 5 Major institutions Universities Atlanta Public Schools DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Cultural institutions

4-13

5 Major property managers or owners and associated organizations Hotels Stadiums, venues, and recreational sites Institutions Mixed use developments Business owners Bike couriers and associated organizations

CHAPTER 04: RECOMMENDATIONS

ESTABLISH CLEAR PROTOCOLS FOR COMMUNICATION REGARDING CURB ISSUES. Action

All relevant stakeholder groups should be informed to reach out directly to the curb manager and related staff at ATLDOT to coordinate curb activity or seek information regarding curb uses. Potential changes to the curb should be vetted with all stakeholder groups who may be impacted by the change. Each potential change should be accompanied by one or more stakeholder working sessions that include members from all relevant parties among the groups listed above. Issues identified in these conversations should be addressed to the extent possible before moving forward with a final plan for a curb redesign or reuse or a change in curb regulation. Examples of projects or changes to curb use which would necessitate a curb working group include, but are not limited to: 5 Implementation of bike facilities at the curb 5 Implementation of dedicated transit facilities (bus lanes) 5 Removal or addition of metered parking 5 Removal of a travel lane at the curb to provide curb access 5 Addition, relocation, or removal of a valet zone 5 Addition or removal of a loading zone, if the change in regulation impacts other curb uses 5 Permitting of major new developments HOLD REGULAR CURB CHAMPIONS COORDINATION MEETINGS TO MAINTAIN AND UPDATE THE OVERALL VISION FOR ATLANTA’S CURBS. In addition to plan- and project-specific curb coordination, the designated curb manager should organize and conduct biannual curb champions coordination meetings to open dialogue around broader curb issues, the vision for long-term needs, and to ensure that lines of communication remain open and well-used. These curb champions meetings should serve as an opportunity to bring stakeholders together and identify and respond to issues arising from curb conflicts. The meeting cadence may be more regular if addressing specific operational issues.

Curb champions coordination meetings should emphasize progress toward key curb objectives, discuss performance through the lens of performance metrics (see Strategy C2), and orient discussion around how all participating groups can come together to improve curb performance between meetings.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Action

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A3 TARGETED ENFORCEMENT Create a targeted enforcement plan for all curb regulations, not just metered parking.

COST Low

IMPACT High

DIFFICULTY Medium

PRIORITY High

THE CHALLENGE TODAY Clear objectives for enforcement of non-metered parking curb violations are currently absent. Several entities exist which play a role in curb enforcement. ATL Plus (the City’s parking enforcement and management vendor) enforces metered parking. Law enforcement agencies including the Atlanta Police Department and MARTA Police Department have the authority to enforce at the curb as well. However, no group is given clear objectives to enforce non-metered curb space violations, such as loading zone misuse, double parking, stopping in bike lanes, valet zone violations, or blocking a bus stop. SP Plus focuses primarily on metered parking while law enforcement does not proactively enforce curb regulations, instead taking action only when given a specific call. Adding to the barriers, only sworn law enforcement officers can legally enforce safety violations and other non-parking related curb issues, limiting the ability of vendor staff to enforce.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

THE STRATEGY

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Setting clear objectives for curb enforcement means empowering and directing the right agencies to target specific types of curb violations on a regular basis. Enforcement objectives should be tied directly to the performance targets set under the Curb Manager in Strategy A1 and Strategy C2. Enforcement objectives can be set by adjusting contract terms with the City’s parking enforcement vendor and by working with law enforcement agencies to devise a proactive curb enforcement plan to target areas where the most critical curb issues take place. This study does not recommend a shift away from privatized parking enforcement at this time. Vendors such as ATL Plus can provide effective parking management and enforcement for cities such as Atlanta where parking staff capacity is limited.

WHY IS IT IMPORTANT? Enforcement is critical to achieving curb management goals. Without enforcement, the effectiveness of regulations at the curb is extremely diminished. While metered parking maintenance and enforcement in Atlanta is mostly effective today, other curb uses like bike lanes and bus stops suffer from poor performance due to a lack of enforcement of these use types. Without improving enforcement for safety violations, curb management policies will be unable to reach their full potential and conflicts and safety issues between vehicles and other modes at the curb will persist.

CHAPTER 04: RECOMMENDATIONS

ACTIONS

The City’s current parking management and enforcement contract indicates that the parking vendor should enforce, maintain, and collect revenue for metered parking. It also indicates that off-duty sworn officers should assist in response to citizen complaints for parking violations and that they may be called to enforce violations such as parking on the sidewalk, parking in a bike lane, blocking a driveway, obstructing traffic, and more. The Curb Manager should lead an update to contract terms to clearly specify expectations for parking enforcement, both for metered parking and for safety violations. The City should consider the following suggested changes: 5 Encourage off-duty sworn officers to enforce safety violations along specific routes and locations identified in the contract.

5 Implement first time forgiveness for violations to promote compliance without creating undue burden for curb users.

5 Integrate performance targets directly into contract language, including: Total complaints, with a goal of reducing over time Violation events observed/addressed (with an emphasis on safety violations), with a goal of reducing violations over time and promoting compliance { This language should avoid specific citation quotas. It should emphasize compliance and reducing observed violations over time.

Percentage of vehicles within compliance of curb rules – with a goal of increasing this number year over year and aiming for 100% { This can be measured by surveys conducted by parking management vendor / enforcement staff, biannually, to track progress { Renewal of the parking contract can be tied to meeting specific compliance thresholds

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Action

UPDATE THE PARKING ENFORCEMENT VENDOR CONTRACT TO SET SPECIFIC EXPECTATIONS AROUND NONMETERED PARKING ENFORCEMENT OBJECTIVES.

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ADJUST CITY CODE TO ALLOW NON-SWORN OFFICERS TO ENFORCE SAFETY VIOLATIONS AT THE CURB. Action

Action

The Atlanta Code of Ordinances currently does not allow non-sworn officers to enforce safety violations at the curb.

This limits the number of staff who are available to enforce these types of safety violations. The City should update code to allow all parking enforcement staff to enforce these types of regulations, including loading zones, double parking, parking in bike lanes or bus stops, and parking on the sidewalk.

WORK WITH LAW ENFORCEMENT AGENCIES TO TARGET PROACTIVE CURB ENFORCEMENT IN AREAS WHERE THE WORST ISSUES TAKE PLACE.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

The Atlanta Police Department, MARTA Police Department, Georgia Tech Police Department, and Georgia State University Police Department all can issue citations for safety violations at the curb. In order to supplement the limited non-law enforcement staff resources for curb enforcement, the City of Atlanta should work with leadership at these law enforcement agencies to devise targeted enforcement plans that give officers specific objectives for proactive enforcement of safety violations. Targeting issuance of a certain number of citations or warnings in specific areas over the course of a month will provide an incentive for law enforcement officers to enforce these issues proactively rather than only in response to specific calls.

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CHAPTER 04: RECOMMENDATIONS

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Figure 17: Metered Parking, New York City

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B1 ADOPT CURB TYPOLOGY Adopt a Curb Typology to guide curb allocation and provide a framework for decision-making.

COST Low

Medium

DIFFICULTY High

IMPACT

PRIORITY Medium

THE CHALLENGE TODAY Nearly 78% of Downtown and Midtown Atlanta’s curbs are currently regulated as “no parking” or “no stopping.” Another 7% of Atlanta’s curbs feature metered parking. This means that 85% of existing curb space is unavailable for dedicated use by curb activities other than driving and parking. Expansion of multimodal transportation networks is difficult under the current regulatory and design framework and prevents mode shift toward non-driving modes. It also leaves little flexibility for non-driving uses such as short-term and long-term loading, bicycle and scooter storage, outdoor dining, and expanded pedestrian space, as dedicating space to these uses typically requires taking a travel lane.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

THE STRATEGY

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Atlanta should adopt a Curb Typology framework that accommodates the full range of curb demands and defines specific curb use priorities across Atlanta’s diverse curb environments. The City should partner with other stakeholders to define curb priorities in a consistent and comprehensive manner, with the rank order of priorities shifting depending on the land use and network characteristics of different street types. ATLDOT should map and maintain a record of curb types throughout the city, and the Curb Typology should be referenced for street design and regulatory guidance when changes are made to city streets and when new developments are proposed.

Please refer to Chapter 3 of this report to understand block-level elements and implications of Atlanta’s Curb Typology. Strategy B1 recommends adoption of the Curb Typology described therein and putting it into action as design and regulatory decisions are made on city streets.

WHY IS IT IMPORTANT? Implementation of the Curb Typology will guide future curb design and regulatory processes with clear principles and priorities.

This framework will ensure that adequate space for non-driving and non-parking uses is included as curb behaviors change, streets are redesigned, and new developments come online. If a Curb Typology is not adopted, street designs will adhere to the status quo and travel lanes and metered parking will continue to be prioritized over other increasingly needed uses.

CHAPTER 04: RECOMMENDATIONS

ACTIONS ADOPT THE CURB TYPOLOGY AS PART OF THE CITY’S STREET DESIGN AND CURB REGULATION PROCESSES.

Action

The City should formally adopt the Curb Typology as a guiding document to inform curb planning, design, and regulatory processes. The City and its partners should reference the Curb Typology whenever new street designs or curb regulations are proposed, when major new developments are planned, and during long-term planning and corridor study processes. The Curb Typology should also be distributed to the curb stakeholders identified in Strategy A3 to ensure that all relevant parties understand the vision for Atlanta’s curb and how they fit into it.

ASSIGN OWNERSHIP OF THE CURB TYPOLOGY AND UPDATE IT OVER TIME. The designated Curb Manager should serve as the primary owner and champion for the curb typology. The curb manager should work closely with the stakeholders listed in Strategy A3 to advance the vision outlined in the Curb Typology and foster support.

The Curb Typology should not remain static and is intended to serve as a living document. As conditions change, long-term planning evolves, and new technologies emerge, the City should update the Curb Typology to reflect latest conditions and shifting demands. This means updating the Curb Typology map to adjust how curb types are assigned as well adjusting the items featured on the Curb Design Menu to reflect design standards. See Chapter 3 for more details on the Curb Typology usage and update process.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Action

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BEST PRACTICE

FLEX ZONES IN SEATTLE The Seattle Department of Transportation (SDOT) pioneered the notion of a curb typology and the concept has been adopted in a series of cities as they have sought to manage their curbs. SDOT began by developing a robust concept of what the main functions of the curb lane can and should be. At the highest level, the curb is a transition zone between the fast-moving vehicles in the roadway and the slower moving sidewalk. This transition is required to access adjacent land uses.

Two functions of the curb then are Access for People and Access for Goods. Access for People can be achieved via passenger load zones, bus stops, and parking spaces; Access for Goods can be achieved with loading zones. Another function they defined is mobility.

The curb lane serves a mobility function when it is used as a travel lane for buses, cars, bikes, or as is typical in Atlanta, designated for all light vehicles. It also serves a mobility function when portions are reserved for turn pockets. Safety is another function of the curb whether the space is reserved around the fire hydrants or at the ends of the block for daylighting.

Three other curb functions identified by SDOT are Activation, Greening and Storage. Activation became particularly important in many cities as open streets and open restaurants became part of the COVID-19 response. Greening serves to increase quality of life, air quality, and water management as swales or rain gardens. In the Seattle context, Storage included private vehicle parking, spaces where commercial service providers (such as appliance repair) can store vehicles while working on a job, and also bus layover space.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

The illustrations below show how SDOT understands curb functions and uses and how they are prioritized according to land uses.

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Flex zone functions are prioritized based on surrounding land use Residential

Commercial & Mixed Use

Industrial

1

Support for Modal Plan Priorities

Support for Modal Plan Priorities

Support for Modal Plan Priorities

2

Access for People

Access for People

Access for People

3

Access for Commerce

Access for Commerce

Access for Commerce

4

Greening

Activation

Storage

5

Storage

Greening

Activation

6

Activation

Storage

Greening

CHAPTER 04: RECOMMENDATIONS

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Figure 18: Curbside Pickup and Drop-Off, Seattle

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B2 REQUIRE DEVELOPER TRANSPORTATION STUDIES Require multimodal transportation and curb impact studies for large new developments in parallel with transportation management plan requirements.

COST Low

Medium

DIFFICULTY High

IMPACT

PRIORITY Medium

THE CHALLENGE TODAY New development is often required to file a traffic impact and mitigation plan. These plans often assume that 100% of access will be by private automobile. Mitigations then tend to be geared toward automobile access which in turn invites automobile access at the expense of other access options. Institute of Transportation Engineers trip and parking generation guidance tends to be followed without adequate reframing to suit the dense urban context that Atlanta represents. The challenge is to anticipate and plan for multimodal access which promotes safe conditions for loading and unloading and for bus, bicycle, scooter, TNC, and other nonprivate automobile access modes.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

THE STRATEGY

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In order to accommodate the full range of potential curb uses and users, Atlanta should require developers to acknowledge the multimodal nature of site access and develop multimodal impact analyses and mitigation plans. Atlanta can learn from peer cities like Washington, DC and prioritize an array of access alternatives. By accommodating space efficient modes, the City will have more curb resources to accommodate the array of demands it is called on to satisfy. Atlanta should implement transportation impact study requirements that would apply to developments of 25,000 square feet or more and would function in parallel with existing transportation management plan requirements.

WHY IS IT IMPORTANT? New development drives rapid changes in curb use and adds new activity types to curbs which may not be designed to support them. Operations on city streets will deteriorate when new development comes online if expected curb and transportation impacts are not studied and mitigated. Leveraging developer initiative to study street operations and make critical changes is a key approach to improving transportation in Atlanta, particularly given the pace of development in the city.

CHAPTER 04: RECOMMENDATIONS

ACTIONS Action

REQUIRE DEVELOPMENTS ADDING AT LEAST 25,000 SQUARE FEET OF FLOOR AREA TO COMPLETE A TRANSPORTATION STUDY THAT EVALUATES IMPACTS TO BIKE, TRANSIT, LOADING, AND CURB INFRASTRUCTURE, INCLUDING IMPACTS FROM RIDE-HAILING AND DELIVERY. Atlanta Downtown and Midtown Alliance should coordinate with the City of Atlanta to implement a multimodal transportation impact study (TIS) requirement for new development over 25,000 square feet within their districts.

The multimodal TIS would be completed by developers in parallel with the Transportation Management Plan, which is already required. TIS work should be delivered by approved consultants with experience in multimodal transportation planning and analysis. The TIS would require developers to: 5 Confirm an initial land use program (subject to change) that would serve as the basis for all transportation and trip generation analysis.

5 Conduct a person-trip generation and distribution analysis that identifies how many people will travel to and from the development daily and during peak hours and by which modes, including ride-hailing, transit, bicycle, walking, and automobile modes.

5 Assess impacts to key intersections and roadways near the development in terms of delay, safety, capacity, circulation/directionality, and comfort for all modes.

5 Propose mitigation of impacts to improve comfort, safety, and operations for all impacted modes and facilities.

Checklist items in the existing Transportation Management Plan could be used as elements of the mitigation proposal, although additional items might be needed to satisfactorily mitigate all identified issues Action

CREATE TEMPLATES OR OTHER ASSISTANCE BY WHICH DEVELOPERS CAN ESTIMATE TRIP GENERATION AND MODAL ACCESS PRIORITIES. Create templates or other assistance by which developers can estimate trip generation and modal access priorities.

Developers will need a methodology for estimating multimodal travel impacts generated by their development.

Such a template should consider curb impacts and broader impacts like VMT throughout the city. The City should establish person-trip generation analysis standards to ensure that the TIS process is consistent across applicants.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

5 Confirm that adequate curb space exists for anticipated commercial, passenger, and short-term loading activities.

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BEST PRACTICE

MULTIMODAL IMPACT STUDIES Cities including Decatur, GA; San Luis Obispo, CA; and San Francisco, CA require multi-modal impact studies and related mitigations.

The Washington, DC Department of Transportation (DDOT) presents a best in class assessment strategy. Their process begins with person trips generated rather than vehicle trips. A comprehensive transportation review (CTR) is triggered when a new development generates 100 person trips/hour in both directions. A traffic impact analysis is triggered for 25 vehicle trips per hour in the peak direction. These traffic impact analyses include TDM elements to mitigate rather than accommodate the volume of automobile trips.

The DDOT process is illustrated below.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Design Elements

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Managing Travel Demand

Traffic Impact

1

Site Access + Curb Cuts + Connectivity

2

Leading Design + Operation

Must have head-in/head-out truck maneuvers from loading berths and alley entrances; no backing through public realm; must accommodate trash storage on private propery, Leading Management Plan (LMP)

3

Vehicle Parking Supply

Minimize # of parking spaces particularly near Metrorail stations; parking pricing for on-site spaces; if ratios exceed DDOT’s preferred max rates in CTR Guidelines then provide add’l TDM or non-auto commitments

4

Vision Zero + ADA + Public Realm Design

High quality streetscape; ADA accessible pedestrian facilities; implement Vision Zero ped safety improvements (curb extensions, close slip lanes); do not externalize private site operations into the public right-of-way

5

Bicycle Facilities

6

Multi-Modal Trip Generation

Understand development’s anticipated market area and who is coming to the site (regional vs neighborhood-oriented); which modes do people use to travel to the site; person trip generation + mode splits

7

TDM Programming

Must provide robust TDM plan to encourage non-auto travel; additional TDM programming to offset induced demand from over-parking and traffic impacts; TDM plan tailord to each land sue and anicipated users

8

Curbside Management

Determine and address anticipated curbside needs; address rapidly evolving pick-up/drop-off trends; minimize truck conflct with bikes and pedestrains

9

Traffic Impact Analysis

Analyze traffic impacts if trip thresholds are met OR a change a change to readway operations is proposed (i.e., directional change or closure); waiver if near transit, low parking, TDM Plan, ped/safety improvements

DDOT may waive study if statisfied with #1-8 above

Access must be alley if available; minimize # of curb cuts; break up mega-blocks; re-establish stree grid; provide connection with neighboring properties; community amenities, and transit

Meet or exceed zoning requirements for bicycle racks and shower/changing facilities in easily accessible locations; look for opportunities to convert traditional bike lanes to protected lanes

CHAPTER 04: RECOMMENDATIONS

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Figure 19: Metered Parking and Bike Lane, Washington DC

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B3 ALLOCATE TARGETED LOADING SPACE Allocate targeted space for loading and pickup/drop-off activity.

COST Low

IMPACT Medium

DIFFICULTY Medium

PRIORITY High

THE CHALLENGE TODAY The explosive growth in ride hail trips and food and parcel delivery has created a tremendous demand for short-term loading and pick-up/drop-off activity. Without sufficient loading space, Downtown and Midtown curbs exhibit a state of chaos as drivers pull up wherever is convenient for them and their passenger without regard for other users. At the same time, exponential growth in e-commerce and just-in-time delivery has increased demand on the curb for freight, small package, and other commercial/residential loading. The insufficient space devoted to meet these demands results in vehicles double parking and stopping in travel lanes, bike lanes and blocking bus stops, especially when the curb lane is used for mobility.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

THE STRATEGY

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Formalize and manage both commercial and passenger loading to ensure that businesses and households receive their goods delivery and people get to their destinations with minimal conflicts with other users of the street, curb, and sidewalk. The City should coordinate with stakeholders and use new data sources to identify loading hotspots. Loading expansion will require formalizing processes to add or modify loading zones. This strategy should coordinate with the Transportation Management Plan and the proposed Transportation Impact Study (Strategy B2) to ensure that loading zones are adequately provided at new development.

Atlanta DOT should monitor new loading zones over time to ensure that they are performing adequately and that dimensions are appropriate.

WHY IS IT IMPORTANT? Creating and enforcing loading zones in loading hotspots will reduce conflicts between modes and increase safety and efficiency for all road users. The current inability of delivery vehicles to easily access their delivery targets causes disruption to the business, not to mention inefficiencies that cause excess idling and related air pollution and greenhouse gas emissions. Implementation of this strategy will enable all users of the street to benefit from a system that allows for easier access for all, regardless of mode choice.

CHAPTER 04: RECOMMENDATIONS

ACTIONS Action

IDENTIFY AREAS WHERE PICK-UP/DROP-OFF LOCATIONS AND COMMERCIAL LOADING ZONES ARE INADEQUATE OR UNDER-PERFORMING BY COORDINATING WITH STAKEHOLDERS AND INTEGRATING EMERGING DATA STREAMS. ATLDOT must assess city streets to understand where deliveries are easily made and where interventions are called for in collaboration with local stakeholders, including Central Atlanta Progress and Midtown Alliance. Areas will also need to be identified where passenger loading is to be prioritized. A hierarchy of needs, such as the Curb Typology (Strategy B1), should be established to determine where loading zones are appropriate. The City and its partners should also identify opportunities to coordinate with stakeholders and to integrate new and emerging data streams in support of this loading zone analysis. Populus data acquired for this study provides a map of existing loading conditions. Please refer to this data using the Populus dashboard managed by Atlanta Downtown. The City should integrate the following stakeholders and data sources into loading zone planning whenever possible: 5 Local business owners and operators who may require short or long-term delivery access for their businesses to function 5 Valet operators who need curb access to conduct operations 5 Property managers 5 Developers planning for new development or new uses 5 Aggregated loading activity data, such as the Populus data acquired for this Curb Strategy.

5 Data provided in cooperation with ride-hailing and micromobility operators such as Uber, Lyft, Lime, Bird and food delivery services such as DoorDash and GrubHub. 5 Data gathered in cooperation with couriers such as UPS and FedEx

Action

CREATE CLEAR PROTOCOLS WITHIN ATLDOT TO INSTALL NEW LOADING ZONES AND USE GEOFENCING TO CREATE PICKUP/DROP-OFF LOCATIONS IN CRITICAL CIVIC SPACES. ENFORCE THE EXISTING LOADING ZONE PERMIT PROGRAM. ATLDOTDOT should formalize the process of identifying and installing new loading zones. This means identifying a primary point of contact, the Curb Manager, to facilitate and manage all loading zone placement through a standardized process. This process should rely on similar metrics and analysis standards as the loading zone assessments developed for the proposed Transportation Impact Study process.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

5 Transit operators whose vehicles interact with the existing curb

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In addition, the City should make targeted use of geofencing to ensure that short-term delivery and passenger/ micromobility pickup/drop-off activity is well managed in key areas. Several cities have already established cooperative relationships with ride hail companies to ensure that pick-up/drop-off activity occurs in sanctioned locations. In some cities, ride hail apps alert the prospective passenger where to expect the driver and indicate to the driver where they may pull over for passenger loading. These locations can be identified in accordance with the City’s instructions. In other cases, ride hail apps can indicate to passengers when and where it is safe to exit a vehicle, discouraging them from requesting a drop-off in an unsafe or conflicting location.

The City’s existing loading zone permit program, managed by ATLDOT, provides an effective platform to charge for loading and offers flexibility for commercial vehicles, allowing them to load in dedicated loading zones or in metered parking areas when those are available. This permit program should be enforced to ensure that commercial vehicles are paying for their use of the curb.

Action

REGULARLY ASSESS PERFORMANCE OF LOADING ZONES AND ADJUST REGULATIONS AND ZONE DIMENSIONS ACCORDINGLY. Loading zone management must take into account performance of existing zones as well as siting of new zones.

ATLDOT should monitor newly installed zones to determine whether the allocated space is sufficient and whether operating procedures are followed. If loading activity exceeds the capacity of the zone, the zone may need to be expanded. If valet or other loading operators do not comply with the regulation then targeted enforcement should be used to ensure compliance. Performance assessment of loading zones can be conducted in the field or by video and should:

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

5 Identify any issues with compliance from regular valet or other loading activity operators.

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5 Determine if the zone capacity is enough to accommodate all vehicles or if additional space is needed.

5 Determine if regular conflicts, near misses, or other safety issues between modes occur in order to determine if design standards are functioning correctly.

5 Determine whether vehicles using the loading zone hold the correct loading zone permit, if needed, as established by the City’s existing loading zone permit program

CHAPTER 04: RECOMMENDATIONS

BEST PRACTICE

COLORED CURBS IN LOS ANGELES Many cities use color-coded paints to communicate parking regulations. Painted curbs can be used instead of, or in addition to, signage. The Los Angeles Department of Transportation uses a system that incorporates red curb paints to indicate that parking and standing is prohibited. Red curbs are most often used to indicate bus stops and safety zones at intersections. The safety zones are to provide adequate sight-distance (daylighting) at intersections and to provide visibility buffers at crosswalks. Adopting the standard color scheme to indicate disabled access, blue curbs are accessible parking zones. White curbs are designated for passenger loading and unloading and have a five-minute maximum stay permitted. These three color zones are in effect 24 hours/day seven days/week.

Los Angeles Department of Transportation considers the curb paint preferable to posting signs and it is, therefore, their first choice for communicating the curb regulation. Signage is used if there are exceptions, for example, some industrial areas may have requested yellow load zones to begin earlier than 7am. Green zones may be effective after 6pm. Signs are also used where visibility may be obstructed, sometimes by parked cars. For example, a mid-block white zone will be difficult to see by an approaching driver; in that case, where the driver could have difficulty identifying the passenger loading zone, a sign that is visible at a greater distance will be posted. There are cases where the penalty for a violation will be to have the vehicle towed –in particular there are parts of Los Angeles where daily parking is more expensive than a parking ticket, in those areas, signs will be posted indicating that the penalty for parking at a restricted curb is to have the vehicle towed. In the case of an exception the DOT will paint over the colored curb with gray and install signs. They are attentive to any possible contradiction that could lead to confusion or litigation.

The choice to paint or sign red curbs can be situational. At the ends of the block, for daylighting, for example and for distances under 100’ curb paint is almost always preferred.

Some shortcomings of painted curbs include the cost and administrative overhead of refreshing paint. Painted curbs can also be difficult to see at night, and they can be obscured by mud and trash. Nevertheless, the City has determined that the cost to maintain painted curbs is less than the cost to maintain equivalent signs Note: This study does not recommend implementation of color curbs in Atlanta at this time. Color curbs require substantial administrative time and Atlanta should focus its limited staff resources elsewhere until curb management fundamentals are established.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

In addition, the City maintains yellow and green curbs. Yellow indicates commercial loading; it is in effect Monday through Saturday from 7am to 6pm. Vehicles with commercial plates may remain in these zones for up to 30 minutes if they are actively loading and/ or unloading. Vehicles with non-commercial plates may also use these zones under the same conditions as the white zones—i.e. for passenger loading and unloading and for no more than five minutes. Green curbs indicate short term parking. The parking duration is stenciled over the curb paint; parking in these zones is generally for up to 15, or up to 30, minutes. Green curb regulations are in effect Monday through Sunday from 8am to 6pm.

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C1 MAINTAIN CURB INVENTORY Create and maintain a curb inventory to facilitate changes to curbside regulations.

COST Medium

IMPACT High

DIFFICULTY Low

PRIORITY High

THE CHALLENGE TODAY ATLDOT does not currently collect or manage curb inventory data in a comprehensive way. Multiple organizations, including the City of Atlanta, Central Atlanta Progress, Midtown Alliance, and other partners, track curbside uses and physical assets, primarily those that relate to parking meters and signage. Differences in approaches to data collection, data standards and formatting, and data update frequency has created a fragmented understanding of current conditions of curb assets within the public right-of-way. A digital record of the location of curbs and how they are managed is also not available, making it difficult to regulate uses in real time or determine where modal conflicts may occur when on-street regulations are changed.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

THE STRATEGY

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A curb inventory compiles the various sources of curb asset data, regulations, and even digital policies (e.g., geofences, timebased geographic requirements, etc.) into a single database and builds on that data with field observations and new entries.

The curb inventory should include the actual location of curbs, current regulations governing the curb, signage, and other physical curbside assets such as meters, bus stop shelters, bike lanes, and parklets. The curb inventory should interface directly with curb utilization data (Strategy C3). Agencies involved in creating the inventory should identify a curb data standard—this enables different agencies and stakeholders to produce, share, and consume data in a common format. The Coord platform, used to create an initial curb database for Atlanta over the course of this study, provides one such standard. However, the Curb Manager should continually evaluate curb data platforms for accuracy, operational needs, and intersections with other programs in partnership with the Director of Data and Analytics. Formalizing a process for ongoing maintenance of the inventory is also necessary to ensure physical and regulatory changes within the public right-of-way are documented and communicated to planners, policymakers, and stakeholders.

WHY IS IT IMPORTANT? The critical first step toward an effectively managed curbside is to understand what assets exist in the public right-of-way, how they function, how they are regulated, and who regulates them. Creating a robust inventory of curb assets and regulations helps to identify gaps and misalignment with existing or changing demands while establishing a clear picture of the enforcement structure and policy environment.

CHAPTER 04: RECOMMENDATIONS

ACTIONS IDENTIFY A CURB DATA STANDARD. Action

The City of Atlanta should identify a curb data standard and manage curb data accordingly. The selected standard should enable agencies to store and share essential curb information and to incorporate asset information that is linear referenced onto the street to produce a curb regulations database. It should also enable third-party developers to build open-sourced tools to manage, map, analyze, and share curb data. Given its existing relationship with Coord through this project, the City should consider familiarizing itself with Coord’s data standards as well as others, such as the Curb Data Specification and CurbLR, to determine which standard best aligns with long-term curb management goals.

Action

COLLECT THE INITIAL DATA FOR THE CURBSIDE INVENTORY. Atlanta’s curbside inventory should be digitized, map-based, and include both the physical location of curb assets as well as the regulations and policies that govern them. Existing and new curb assets and regulations should be updated within the format of the identified curb data standard. The City should build upon the curb data already collected for Downtown and Midtown. The inventory created through this project should be updated at least every six months and whenever changes are made to regulations at the curb. A change to a curb regulation could occur when new roadway projects are implemented, or when new signage is placed on the street. In any case, the inventory should be updated to reflect the change. Data collection should extend beyond Midtown and Downtown to the rest of the city over time, following the same methodology used for this project and focusing first on key urban centers.

ESTABLISH AND FORMALIZE A PROCESS FOR REAL-TIME INVENTORY UPDATES. Updates to the curb inventory should be part of the process whenever an agency changes, does maintenance on, or creates a new curb asset (signs, bus stops, meters, hydrants, new development, etc., anything that impacts curb regulations) and should involve close coordination with the Curb Manager. Important moments to conduct an update include street redesigns, ad-hoc asset replacement, updates to signage, and the creation of new bicycle and pedestrian facilities for new developments. The Curb Manager identified as part of Strategy A1 should work with key stakeholders to develop clear guidance determining who is responsible for inventory updates, how the inventory should be updated, and the frequency in which it should be maintained. Building from Strategy A2, this process may include: 5 Designating ATLDOT as the primary entity for updating the curb inventory 5 Creating a digital portal partner agencies can use to communicate changes 5 Requiring developers to report construction of new curb assets 5 Confirming changes to curb assets during biannual curb champions coordination meetings 5 Collaborating with key curb stakeholders such as ATLPlus to identify opportunities for integration across systems

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Action

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C2 PERFORMANCE-BASED CURB MANAGEMENT Adopt a performance-based curb management program and use policy to meet curb performance targets.

COST Medium

IMPACT Medium

DIFFICULTY Medium

PRIORITY Low

THE CHALLENGE TODAY Atlanta does not currently maintain a clear set of performance indicators for curbside or parking assets. A holistic, performancebased curb management program is also not in place. The City’s parking management vendor, ATL Plus, maintains key performance indicators for their efforts in collecting fees, enforcing metered parking regulations, and issuing citations, but these performance expectations are focused on parking and less on curb objectives and the comprehensive multimodal vision the City is working towards. Parking performance indicators are not oriented towards increasing utilization of curb assets and are detached from pricing.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

THE STRATEGY

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ATLDOT should adopt a performance-based curb management program to optimize curb utilization in service of the Curb Typology’s curb priorities as well as citywide economic and transportation objectives. The Curb Manager designated as part of Strategy A1 should collaborate with key stakeholders, including transit operators, local businesses, and other city agencies, to establish clear performance metrics that align with these objectives. Once performance metrics are established, the program should evaluate how well existing curb assets perform relative to the established metrics to determine the appropriate policy, pricing, or technology solution needed to shift performance towards optimal curb utilization.

WHY IS IT IMPORTANT? Establishing performance measures as part of a curb management program is critical for achieving specific desired outcomes.

Performance measures are an essential ingredient for effectively monitoring progress and clearly communicating desired outcomes to policymakers and stakeholders. Pricing parking and commercial loading zones according to demand can also help to manage supply and reduce congestion, improve safety, and encourage people to use other forms of transportation.

CHAPTER 04: RECOMMENDATIONS

ACTIONS ESTABLISH CLEAR PERFORMANCE METRICS THAT ALIGN WITH BROADER CITYWIDE GOALS. Action

Building from Strategy A3, the Curb Manager should collaborate with stakeholders who access the curb to set performance targets. Performance targets should optimize curb utilization (see Strategy C3) to help advance broader mobility, safety, and economic development goals. Performance targets may include the following categories and measures: 5 Safety: Decrease in the number of crashes, incidents, and complaints involving bicyclists, pedestrians, and transit users at the curb in support of a Vision Zero program.

5 Multimodality and Flexibility: Increase in the number of trips involving non-driving modes (e.g., walking, biking, transit) along key commercial corridors.

5 Compliance: Decrease in the number of curbside violations.

5 Parking Utilization: On-street parking utilization of 70 to 85% is maintained throughout the day.

5 Turnover and dwell time: Dwell times in pickup / drop-off, valet, or short-term loading areas do not exceed five minutes.

5 People activity and number of people accommodated: Total person-capacity of civic spaces and total foot traffic on key commercial corridors and increase total foot traffic.

Action

ESTABLISH DEMAND-BASED PRICING FOR ON-STREET PARKING. Existing pricing mechanisms for on-street parking are detached from performance—metered parking within the study area is consistently priced at $1.00 per half hour of time allowed. The Curb Manager designated in Strategy A1 should work with ATL Plus and local business owners to establish utilization targets for on-street parking. On-street parking should ideally be regulated and priced in a manner which achieves an efficient use of available space while still preserving some availability at any given time on each block face for users seeking open spaces. According to best practice, the City should aim to keep blocks 70% to 85% full. Blocks more than 85% full should be priced higher and blocks under 70% full should be priced lower or regulated differently to ensure efficient usage of available space. Pricing should be updated on a semi-annual basis to reflect changing demands.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

5 Curb-related congestion: Decrease in incidences of double parking and/or loading in improper zones.

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ESTABLISH DEMAND-BASED PRICING FOR ON-STREET COMMERCIAL LOADING.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Action

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Similar to on-street parking, the City of Atlanta should consider establishing a demand-based pricing program for on-street commercial loading zones building off of the existing Commercial Loading and Unloading Permit program.

Commercial loading zones along major retail corridors where commercial and passenger loading activities are highest should be priced higher than other loading zones. Varying pricing by time of day should also be considered to distribute loading activity more evenly throughout the day and week. Analysis of utilization data from the City’s existing commercial loading permit program should establish the baseline for utilization of existing loading zones.

The City and its partners, including Midtown Alliance and Central Atlanta Progress, should engage with local business owners and third-party logistics companies to promote and encourage the use of the Commercial Loading and Unloading Permit program. This program must be supported by adequate enforcement and placement of loading zones (see Strategy A3 and Strategy B3).

CHAPTER 04: RECOMMENDATIONS

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Figure 20: Parklet, San Francisco

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C3 MONITOR CURB DEMAND Monitor curb demand through regular curb utilization studies and use data to adjust policy.

COST Low

IMPACT Medium

DIFFICULTY Medium

PRIORITY High

THE CHALLENGE TODAY More data is needed to fully assess demand for the various curbside uses in the City of Atlanta. Utilization data for metered parking is currently available through ATL Plus transaction data. However, it is unclear how busy or full curbs are for other uses, particularly for app-based and non-automobile modes and for loading activity. There is also no nuanced understanding of when and where different curbside activities are occurring. ATLDOT should develop an accurate assessment of parking availability and curb uses to answer the question of current and future parking demand and provision. Without an understanding of demand for different uses, current curb regulations may fail to adequately support actual curb demands in parts of Downtown and Midtown.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

THE STRATEGY

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Atlanta DOT should conduct regular curb utilization studies to assess demand for parking and other curb uses, including loading and shared and personal micromobility. The Curb Manager designated as part of Strategy A1 should spearhead this effort. Curb utilization data may be collected through the Coord platform, as done for this study, or through other means including ArcGIS Onlinebased surveys. Curb utilization data for priced parking can be collected directly through partnerships with ATL Plus and/or mobile app vendors without requiring additional field data collection. Additional targeted field work should be conducted to monitor loading activity in key areas where multimodal conflicts are present and to assess usage and presence of off-street loading bays. ATL Plus enforcement staff could be enlisted through contract updates to support in-field data collection efforts. All forms of curb utilization data should be used to support changes to pricing and curb regulations throughout Atlanta.

WHY IS IT IMPORTANT? Regular monitoring of curbside demands helps to establish a comprehensive, detailed understanding of curbside capacity that can be used to inform how the curbside is allocated between uses, maximize utilization of limited curb resources, and minimize safety issues between conflicting travel modes. Monitoring fluctuations in demand for different curb uses such as on-street parking, long-term loading, and staging for micromobility services is critical to evaluating how people respond to policy changes and new curb investments. It also equips planners, policymakers, and operators with knowledge of current conditions to regulate the curb and identify where incremental adjustments can and should be made as conditions evolve.

CHAPTER 04: RECOMMENDATIONS

ACTIONS FORMALIZE PROCEDURES FOR DIFFERENT TYPES OF UTILIZATION STUDIES. Action

The Curb Manager should work with key staff across departments to formalize procedures for different types of utilization studies. Methods for conducting parking utilization studies should vary slightly depending on the use.

The City and its partners should start by reviewing existing utilization data collected for this study. Physical counts can be used to capture baseline utilization for all curb uses regardless of regulation and can be done within a curb data platform, such as the Coord platform used for this study, to allow seamless integration with other curb data. Utilization data for priced parking areas can be gathered by reaching out to ATL Plus and mobile parking app vendors without additional field work. ATL Plus staff can be enlisted to support utilization study field work.

Action

CONDUCT UTILIZATION STUDIES EVERY SIX MONTHS. The Curb Manager should work with the City’s parking management vendor (ATL Plus) and other stakeholders, such as Midtown Alliance and Central Atlanta Progress, to conduct utilization studies every six months. Utilization data should be captured in a manner which can integrate with the curb inventory and asset information (Strategy C1).

Utilization studies should also be completed after any policy change, such as increased pricing for metered parking, changes to time-limited parking, or piloting smart loading zones, to evaluate impacts to utilization and how people respond to policy changes.

REQUIRE VENDORS TO REGULARLY SHARE UTILIZATION DATA AND SEEK PARTNERSHIPS WITH MOBILITY SERVICE PROVIDERS. In order to work towards a more digitally-represented management of the right-of-way, the City should consider including data sharing requirements for mobility permit applications and contracts with vendors—similar to the requirements adopted for the shared micromobility program. The City should require ATL Plus and any future parking vendors to regularly report on parking meter utilization as part of their contract—meter data can provide license plate information from which the City can determine who is using spaces and for how long. The City should also require micromobility providers to send the Curb Manager notifications around specific events the company undertakes within the public right-of-way within a specific time frame, and vice versa. Adding data sharing requirements for freight operators, tied to the commercial loading permit, could also provide a verifiable picture of activity at the curb digitally, which will improve compliance, safety, and street design planning long-term.

Action

MONITOR LOADING ACTIVITY IN KEY AREAS AND ASSESS OFF-STREET LOADING SPACE. In coordination with Strategy A3, the City of Atlanta and its partners should monitor loading zones in key areas to assess their performance and the presence of any conflicts between modes. In addition, a broader effort should be undertaken to identify the location and capacity of off-street loading bays and ensure that these are well utilized, pulling unnecessary loading activity away from the limited curb space.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Action

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D1 ADOPT DESIGN STANDARDS TO PREVENT MODAL CONFLICT Adopt design standards that reduce conflicts between modes in coordination with the Curb Typology.

COST Low

IMPACT Medium

DIFFICULTY Medium

PRIORITY High

THE CHALLENGE TODAY Existing bus stop, bike lane, on-street parking, and loading zone designs do not always provide adequate safety and comfort for users and may lead to unnecessary multimodal conflicts at the curb. While dedicating space for these uses is part of the curb puzzle, ensuring that dedicated space is protected and adequately separated from other uses is equally important. As curb uses continue to diversify and overlap with one another, this separation and need for context-specific design elements will continue to grow. Conflicts between pedestrians, cyclists, and scooter operators, the road’s most vulnerable users, and loading vehicles is a common source of near miss and crash events and must be mitigated through smart design.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

THE STRATEGY

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ATLDOT should adopt specific design standards, drawing from national best practices, that can be implemented citywide when planning for new loading zones, bike facilities, bus stops, and other specialized curb facilities. These design standards should ensure the conflicts between modes are minimized and should prioritize safety over other elements. New design standards may take the form of updates to the existing Streets Atlanta Multimodal Design Guide. Design standards may be drawn from national resources such as the NACTO Street Design Guide. Conflicts between vulnerable road users and loading vehicles, in particular, should be addressed through adopted design standards.

WHY IS IT IMPORTANT? Adopting national best practices in bus stop, loading zone, and bike facility design will reduce safety concerns and conflicts between modes. As Atlanta continues to allocate space to these emerging curb uses, designs must adequately separate and protect users. Without adopting clear design standards, conflicts between modes will persist despite additional right-of-way being set aside for emerging activity. Design standards will also facilitate Vision Zero goals and provide a reference point when designing new facilities in the future.

CHAPTER 04: RECOMMENDATIONS

ACTIONS Action

CONTINUE TO REFER TO NATIONAL GUIDANCE SUCH AS NACTO’S URBAN STREET DESIGN GUIDE WHEN DESIGNING ROADWAY IMPROVEMENT TO MITIGATE NEGATIVE IMPACTS TO NON-AUTO MODES. A variety of resources exist which explicitly address conflicts between modes through curb interventions and design mitigations. Design features in NACTO and other resources that are most prominent and impactful when reducing conflicts between modes include: 5 Curb extensions and bus bulbs 5 New curb cuts 5 Curbside loading zones 5 Dedicated bus lanes 5 Pedestrian safety islands 5 Leading pedestrian intervals 5 Public space activation features 5 Separated and protected bikeways 5 Floating bus stops and loading zones ENSURE THAT BUS, BIKE, AND LOADING FACILITY DESIGNS PREVENT MODAL CONFLICTS. The City of Atlanta and other planning organizations should carefully consider curb uses when planning for roadway improvements. For example, implementation of a new bike lane must consider loading needs to determine if protection is needed or if other specific design elements are necessary. Areas with a large amount of loading activity will result in parking in bike lanes if no protection or separation is provided. Bus activity must also be considered when adding bike facilities. Buses must not pull over into and across bike lanes; bus stops should be floating in order to ensure that cyclists always have a clear right of way at the curb. Other examples of conflict between modes when designing new facilities exist and should also be addressed through application of design standards in reference to the national best practices referred to in Action 1 of this strategy. The Curb Typology developed for this study should also serve as a reference when selecting design elements which may complement one another and ensuring that the most protected and robust design features are allocated to the highest priority curb uses on any given street.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Action

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D2 ALLOCATE MULTIMODAL SPACE Allocate dedicated space for non-auto modes on Atlanta’s streets to promote mode shift goals and create a more livable environment.

COST Low

IMPACT Medium

DIFFICULTY Medium

PRIORITY High

THE CHALLENGE TODAY 85% of Atlanta’s curbs are dedicated to metered parking or general purpose travel lanes. Dedicated space for non-automobile modes is scarce which makes these modes less attractive, comfortable, and safe than driving and parking. Atlanta’s mode share goal of only 65% driving (alone or together) mode share laid out in the Atlanta Transportation Plan will not be met if right of way allocation does not align with future goals of reduced auto mode share.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

THE STRATEGY

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The City of Atlanta should continue to allocate dedicated space for bicycles, scooters, buses and other non-auto transportation modes on city streets. This effort should be conducted in alignment with the recommendations of the Curb Typology. However, the Curb Typology itself does not define modal priorities for Atlanta’s streets. Atlanta should undertake a comprehensive modal prioritization study to understand where certain modes should take precedence. This study would reference the themes and findings of this report and the Curb Typology, but would conduct additional analysis to determine specific modal needs. The study would emphasize reallocation of underutilized curb space and overbuilt roadways to form the foundation of new multimodal networks.

WHY IS IT IMPORTANT? Multimodal improvements and transportation demand management form a virtuous cycle. TDM policies free up space for multimodal use by reducing traffic. The additional multimodal space makes those modes more attractive and strengthens the effectiveness of TDM. This relationship is key to achieving long-term mode shift goals and moving toward a more sustainable, livable mobility ecosystem in the future.

CHAPTER 04: RECOMMENDATIONS

ACTIONS Action

DEVELOP A MODAL PRIORITIZATION PLAN THAT BUILDS OFF OF THE WORK CONDUCTED FOR THE CURB TYPOLOGY BUT INCORPORATES SPECIFIC ANALYSIS AROUND MODAL NETWORK NEEDS FOR BUSES, BIKES, AND OTHER NON-AUTO USES IN COORDINATION WITH OTHER REGIONAL NETWORK PLANS. A Modal Prioritization plan would identify specific corridors where bike, bus, or other networks should be prioritized above other mobility uses. This does not conflict with the Curb Typology as the Curb Typology identifies “mobility space” as a priority, but does not assign specific modes to this mobility space. The Modal Prioritization plan is the natural next step in defining this mobility space in a rational way. The Modal Prioritization plan should: 5 Define specific modal priorities for corridors throughout Atlanta in coordination with other regional network plans such as MARTA’s Bus Network Redesign, Atlanta’s Transportation Plan, and Cycle Atlanta. These plans must be brought into alignment to ensure that modal prioritization is rational.

5 Conduct analysis to determine the potential benefits of installing mode-specific infrastructure on key corridors.

This analysis should focus on person throughput, travel times, VMT, comfort, and safety.

5 Target underutilized curbs and overbuilt roadways for reallocation of curb lanes for multimodal use.

Action

USE TRANSPORTATION DEMAND MANAGEMENT (TDM) TO REDUCE VEHICULAR TRAVEL DEMAND AND FREE UP SPACE FOR MULTIMODAL IMPROVEMENTS. TDM is a critical piece of the multimodal puzzle. While changes to on-street infrastructure can promote multimodal uses, broader policy is needed to support mode shift and reduce travel and parking demand over time. Atlanta should strive to implement and adhere to TDM policies as outlined in the City of Atlanta Transportation Demand Management Strategy and the Transportation Management Plan Development Guide which requires new development to provide specific TDM measures. Adhering to these measures will ensure that new development supports mode shift goals and will serve as a key complement to multimodal infrastructure. The relationship between TDM and multimodal infrastructure forms a virtuous cycle that can propel Atlanta into a more sustainable and livable future.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

5 Reference the Curb Typology to determine where curb lanes are best suited for mobility uses, and where they might be better used for storage or active loading. However, multimodal infrastructure may still take space at the curb on corridors that must support storage and loading as long as those uses can still be safely accommodated nearby.

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Action

USE FLEXIBLE ROADWAY DESIGNS TO REDUCE COMPETITION FOR THE RIGHT OF WAY AND ALLOW MULTIPLE USES TO FUNCTION SAFELY IN THE SAME SPACE. Adding infrastructure for one mode does not always mean taking it away from another. Flexible infrastructure can reduce competition for the right-of-way and allow multiple modes to take advantage of the same space while benefiting both. This infrastructure must be designed in a thoughtful manner to ensure that all impacted modes are benefiting and, in many cases, dedicated infrastructure for one mode may be preferred. However, this type of flexible space can serve all users of the roadway in areas where space is at a premium. This strategy must be coupled with adequate enforcement. Examples of flexible roadway designs include: 5 Hybrid bus-bike lanes which allow buses and bikes to travel in the same space in a safe manner.

5 Loading zones which operate at specific times of day but transition to bus lanes or storage space at other times.

5 Shared spaces where pedestrians, cyclists, and scooters can comingle.

5 Transit signal priority and queue-jump lanes which are in effect during peak hours but allow cars to have priority when transit frequencies are lower.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

5 On-street dining and parklet areas which are implemented during favorable seasons and removed to make space for other uses during off seasons.

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CHAPTER 04: RECOMMENDATIONS

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Figure 21: Cycling in the Curb Lane, San Francisco

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D3 ALLOCATE PEOPLE SPACE Allocate more space for people using parklets, outdoor dining, and recreational areas through the Tactical Urbanism Permit.

COST Medium

DIFFICULTY Medium

IMPACT Medium

PRIORITY Medium

THE CHALLENGE TODAY In normal times residents and visitors appreciate outdoor space for dining, congregating, and other recreational purposes. The COVID-19 pandemic has under-scored the shortage of public outdoor space across the world and Atlanta is no exception. Atlanta presently lacks parklets, outdoor dining areas, and recreational areas such as public plazas and gathering spaces. The tactical urbanism permit process is in place but engagement with the program is not at its full potential.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

THE STRATEGY

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The City of Atlanta, Midtown Alliance, and Central Atlanta Progress should work directly with stakeholders and businesses to identify areas where parklets, outdoor dining, and recreational areas are desirable, helping them navigate the tactical urbanism permit process. With innovations in curb management as described throughout this report more space can be made available for people by maximizing the use of curb space that remains allocated for storage or vehicular movement. People space can be programmed to best suit the needs of adjacent businesses and residences and ensure that they offer substantial value. The assumption is that these spaces will be privately maintained by individual business owners or, in the case of collectively used areas (parklets), groups of businesses or community improvement districts. Previous efforts were made, particularly during the COVID-19 pandemic, to engage local businesses in this regard; future efforts should acknowledge this and continue education/outreach. These efforts continue through the Tactical Urbanism permit.

WHY IS IT IMPORTANT? People space should be the priority on most urban streets. Making streets welcoming for people supports business vitality, public health, and safety and comfort for all. For good health and well-being residents and visitors to Atlanta need to enjoy the benefits and offerings of outdoor space. Furthermore, activity on the street begets additional street life and an active, lively street improves quality of life and commerce throughout the neighborhood.

CHAPTER 04: RECOMMENDATIONS

ACTIONS Action

DETERMINE APPROPRIATE STREETS, DISTRICTS, OR AREAS TO ESTABLISH AS “SHARED” STREETS WHERE STREET SPACE, AND, IN PARTICULAR, CURB SPACE, CAN/SHOULD BE CONVERTED TO PEOPLE SPACE IN REFERENCE TO THE CURB TYPOLOGY. Using the curb typology suggested in Strategy B1 and related criteria, develop a priority map showing where curb space conversions would be most appropriate. For example, if the curb is used as a travel lane in an area where it might be better suited to passenger loading, placement of parklets or dining areas could help define the load zones. In this scenario the complementarity of open space and passenger loading creates a synergy that promotes a dynamic street life. Parklets implemented on Spring Street in Midtown represent an existing example of effective use of curb space as active people space.

Midtown Alliance and Central Atlanta Progress should review the Curb Typology provided with this report to identify these priority areas and then conduct direct outreach to businesses in those areas to determine their interest in shared space installations.

Action

PROMOTE THE STANDARDS AND PROCESSES FOR OUTDOOR STRUCTURES AS DESCRIBED IN ATLANTA’S TACTICAL URBANISM GUIDE THROUGH CONTINUED OUTREACH TO STAKEHOLDERS.

Action

DEVELOP AN AWARD PROGRAM FOR INNOVATION IN DESIGN. Outdoor structures can be built in a variety of ways using all kinds of materials and design concepts. To engage those providing outdoor seating areas, Atlanta should develop an awards program. This awards program would recognize the top people space projects throughout the city across series of categories and promote the winning projects, creating a boon for businesses in those areas.

A consortium of three NGOs in New York City came together to develop such a program, creating the “Al Fresco” awards recognizing the top projects in categories of “Sustainability, Innovation and Design,” “Community Partnership, Integration and Promotion of Values,” and “Safety and Mobility.”

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Atlanta’s Tactical Urbanism Guide provides clear guidance on the form and function of potential reallocations of curb space for people. The City of Atlanta, Midtown Alliance, and Central Atlanta Progress should promote the Tactical Urbanism Guide through active engagement with businesses and other stakeholders who may benefit from tactical urbanism installations.

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BEST PRACTICE

OAKLAND’S SLOW STREETS The need for open space in most US cities had simply been an unmet need prior to the COVID pandemic. With the onset of the pandemic, the need was amplified, and several cities initiated Open Restaurants and Open Streets programs. The Oakland Slow Streets program is an exemplary case.

The program was implemented in April of 2020 to create space for physical activity without impeding other essential street functions.

Early concerns highlighted differing priorities among different socio-economic groups with wealthier, white, residents registering the highest levels of approval for the program. Traffic safety remained a greater concern for residents of some of the poorer neighborhoods where traffic violence was most pronounced. The majority of Oakland’s traffic crashes are concentrated on 6% of Oakland’s streets.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Several rounds of expansion and modifications including important expansions of community engagement, were made to the slow streets program. After the first expansions, the emphasis was shifted from open space in neighborhoods to meeting safe access needs to essential places. Essential places included grocery stores and medical facilities. A second shift in emphasis brought safe streets into the spotlight.

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Lessons learned from the program include: the need for greater attention to disparate needs of different communities –this is not a one-size-fits-all program. Temporary barriers and street treatments really should be temporary; they incur higher maintenance costs and are not sustainable in the long-term. Introducing slow streets has left residents more open to street use innovations beyond the traditional conduit for automobiles.

The Slow Streets program, as an emergency pandemic response, is now officially ending. The goals of the program will be incorporated in the City’s Department of Transportation mission. Oakland Department of Transportation Director, Ryan Russo, notes that the Slow Streets program was “…an awakening about what our right of way can be…[it] is such an important asset for the community. There is still so much potential of what these spaces can do.”

CHAPTER 04: RECOMMENDATIONS

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Figure 22: Curbside Retail and Pedestrians, Oakland

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D4 CURBSIDE USE AND MANAGEMENT PILOTS Pilot and evaluate curbside changes and management tools, while gathering public feedback.

COST Medium

IMPACT Medium

DIFFICULTY Medium

PRIORITY Low

THE CHALLENGE TODAY Making substantial changes to Downtown and Midtown’s limited street space can seem risky. It can be difficult to build consensus around reallocation of street space when many different uses compete for that space. In the current political climate in Atlanta, many street overhauls may face substantial opposition if they appear to impact traffic and parking or fail to communicate the benefits of dedicated space for non-auto modes. Furthermore, Atlanta does not currently have the technology to implement more advanced curb management strategies such as automated enforcement of loading zones and dynamic pricing for non-parking curb uses.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

THE STRATEGY

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The City of Atlanta and its partners at Central Atlanta Progress and Midtown Alliance should plan and execute curbside use and management pilots to test changes to streets and curb regulations and provide an opportunity for public feedback. These pilots should make use of temporary materials and/or low-cost vendor tools to keep costs low and make changes easy to navigate. Pilots may include taking travel lanes for shared spaces, as with the Peachtree Shared Space project, or may involve taking space specifically for bike lanes, bus lanes, parklets, or other infrastructure. The City should test advanced curb management technology such as camera-based automated enforcement and utilization monitoring and reservation-based loading zones. See the Atlanta Curbside Use and Management Pilot Guidebook provided with this plan as well as the Tactical Urbanism Guide for more details. The Curb Manager should play an integral role in the development and management of these pilots.

WHY IS IT IMPORTANT? Pilots allow municipalities to test minor curb changes, substantial roadway overhauls, and policy changes in a flexible and inexpensive environment while gathering real feedback. This means that stakeholders and the public have an opportunity to experience proposed changes in action before deciding their preferences. Pilots give planners an opportunity to better communicate the benefits of proposed changes, which will lead to more positive outcomes and more multimodal space over time. Pilots also give curb management staff hands-on experience with emerging management technologies that may be implementable at scale in the near future.

CHAPTER 04: RECOMMENDATIONS

ACTIONS Action

GATHER A RESOURCE POOL OF FLEXIBLE MATERIALS THAT CAN BE USED TO RAPIDLY AND INEXPENSIVELY DEPLOY RIGHT-OF-WAY PILOTS. Flexible materials allow the City and its partners to test changes to streets in a way that is low-cost, easy to implement, and easy to adjust in response to stakeholder and public feedback. The City, Central Atlanta Progress, and Midtown Alliance should retain a pool of flexible resources that can be deployed on short notice to test roadway changes as part of pilot programs.

Action

USE OUTREACH AND SURVEYS TO DETERMINE WHAT PILOT TYPES ARE IN DEMAND. Pilots will be most effective when they are direct responses to the needs of local stakeholders. Substantial outreach prior to and during any pilot implementation will ensure that the program is successful. See the Curbside Use and Management Pilot Guidebook for more details.

Pilots are a rare opportunity to engage the community on street improvements in a way that be seen and felt.

Rather than using abstract concepts like signal delay and bicycle level of traffic stress to convey street operations, pilots allow users to understand the real implications of a change to the street. All pilots should be accompanied with outreach at regular intervals. This will allow pilot managers to shift designs, reallocate space, and make tweaks as needed to achieve positive outcomes and long-term success.

PILOT CURB MANAGEMENT TECHNOLOGIES TO BETTER MANAGE THE CURB AND UNDERSTAND CURB BEHAVIOR. Curb management pilots are an opportunity for curb management staff to test emerging technologies in a lowcost environment. Curb management pilots may allow for advanced management techniques such as automated enforcement and monitoring of loading zones or reservation-based loading space systems. Please see the Curb Use and Management Pilot Guidebook for more details. Curbside management technology pilots should: 5 Align goals with the established performance targets for the broader curb system, as defined in Strategy A1.

5 Use technology to support pricing and enforcing the curb for all uses, not just parking.

5 Avoid allowing technology to outpace municipal curb management capacity. The Curb Manager and supporting staff should play a major role in ensuring that pilots align with City needs.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Action

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05 IMPLEMENTATION This chapter describes specific curb management processes, operational procedures, and key implementation steps tied to several of the key strategies discussed in Chapter Four of this report. ATL DOT and other implementing agencies should refer directly to these processes when addressing the following items:

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

5 Creation of a Curb Manager position within ATL DOT

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5 Siting new Passenger Loading Zones 5 Managing the Commercial Loading Zone Permit Program 5 Managing the Valet Zone Permit Program 5 Updating the parking vendor contract 5 Implementing time of day vehicle restrictions for trucks

CHAPTER 05: IMPLEMENTATION

KEY PROCESSES AND IMPLEMENTATION STEPS Recommendations made in this curb strategy document (see Chapter 4) are intended to lead directly to implementation within specific curb management processes at the City of Atlanta. Clear processes for several key curb management actions are described below. The City of Atlanta will need to undertake these processes in the immediate future in order to achieve successful implementation of the Curb Strategy.

CURB MANAGER AND ATL DOT STAFF STRUCTURE Successful implementation of strategies documented in this Curb Strategy hinges on the provision of dedicated curb management staff within ATL DOT. Curb management staff often bridge the gap between parking staff and transportation planning staff. In some cases, parking departments at municipalities are transitioned to a more comprehensive curb management department (see Providence, RI). In other cases, a dedicated curb management position is created within a mobility or planning department and coordinated closely with an existing parking department (see Somerville, MA). The second option is more appropriate for the City of Atlanta given the current organization structure of ATL DOT. In order to achieve the correct staffing structure and availability for curb management, the ATL DOT should do the following immediately: 5 Create a dedicated Curb Manager position within ATL DOT. This should be a full time position. (see Strategy A1 for more details).

5 Establish a hierarchical relationship between the Curb Manager position and the Parking Department. Coordination between these positions will be critical to implementation. The Curb Manager should lead decision-making on curb issues, with the Parking Department directly reporting to the Curb Manager and assisting with implementation where necessary. ATLDOT’s Deputy Commissioner should have final approval authority.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Figure 23. Outdoor Seating, Atlanta

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5 Give the Curb Manager decision-making authority to lead and implement the following, with implementation assistance from Parking Services which will report directly to the Curb Manager: Overseeing Atlanta’s valet permit program, including issuing approvals, conducting compliance checks, and making updates to processes. Parking Services (current valet permit program managers) should support the Curb Manager in this role.

Overseeing Atlanta’s commercial loading permit program, including issuing new permits, monitoring program growth, and coordinating with enforcement staff. Parking Services (current commercial loading permit program managers) will support implementation of the permit program by directly reporting to the Curb Manager.

Coordinate closely with peers at ATLDOT and other departments (City Planning) who lead development of bicycle and bus infrastructure that also impacts the curb (see Strategy A2).

Oversee staff who manage metered parking and parking and curb enforcement (Parking Services) to ensure that metered parking and enforcement routines serve broader curb goals (see Strategy A3).

Oversee management of parking vendor contracts, including updates to the contract as described in this Curb Strategy, in close coordination with Parking Services. (Recommended parking contract updates are described comprehensively in the “Parking Vendor Contract Management” section of this chapter.)

Oversee the management and update of curb data, including curb utilization data and freight and loading data (see Strategies C1, C2, C3), as well as the procurement of any necessary curb management platforms.

Manage future pilots related to the curb (see Strategy D4 and Pilots Playbook).

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Overseeing implementation of all other strategies contained in this plan in coordination with other related staff in ATLDOT, other departments within the City of Atlanta, and other agencies, including Central Atlanta Progress and Midtown Alliance.

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With these immediate steps complete, ATL DOT should expect to add further planning staff to support curb management projects over the next five years on an as-needed basis.

ATL DOT may also consider shifting Parking Services to report directly to the Curb Manager position within the next three to five years in order to streamline decision-making

CHAPTER 05: IMPLEMENTATION

Figure 24. Truck Loading, Atlanta

PASSENGER LOADING ZONE SITING Supplying and enforcing an adequate number of Passenger Loading Zones in Downtown and Midtown Atlanta is a key objective for Atlanta’s Curb Strategy (see Strategy B3). The Passenger Loading Zone siting process should take place as follows: 5 Assign decision-making power for Passenger Loading Zone placement to the Curb Manager, with implementation support from Parking Services.

5 The Curb Manager should lead a review of Populus data acquired for the purposes of this Curb Strategy. This review should consider where existing loading activities are taking place versus where loading are currently located. If and when additional loading activity data is acquired in the future, conduct an annual review to reassess loading needs.

5 In areas where high volumes of loading are taking place without a Passenger Loading Zone, the Curb Manager should assess whether a new loading zone is warranted and propose how that zone may be regulated.

5 Create a simple Passenger Loading Zone Application worksheet that businesses and other stakeholders such as staff at Midtown Alliance and Central Atlanta Progress can fill out to request a new loading zone. This worksheet should ask applicants for: Their name, address, and other contact information.

A short statement describing the need and intended use for the loading zone.

The desired location for the loading zone.

The total number of weekly deliveries expected at the zone.

The days and times when deliveries are expected.

The expected size of delivery vehicles.

5 The Curb Manager should provide an initial review of the Passenger Loading Zone application and/or potential zone location from Populus data and issue any follow-up questions directly to the applicant or local businesses adjacent to the zone. Parking Services staff should assist with the review.

5 The Curb Manager should issue a decision regarding the need for the Passenger Loading zone, the necessary days and times for the loading zone to

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Figure 25. Truck Loading, Atlanta

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be enforced, and the location and size of the zone. The decision to place a new loading zone should consider the following: How will placement of the loading zone impact existing curb regulations?

If any existing curb uses will be displaced, is adequate space for those uses still available in the nearby area?

Does the location of the potential loading zone present any safety issues?

Can the loading zone be properly designed to avoid conflicts with vulnerable road users? (pedestrians and cyclists) Are existing loading zones nearby that could be used for the intended loading activity instead of creating a new zone?

Does placement of a new loading zone in this area align with the indicated Curb Typology as outlined in this report?

For short-term loading zones for deliveries and pickup / drop-off, the loading zone length should be based on the expected amount of activity as well as the expected vehicle size. Loading zone lengths for short-term loading zones and pickup / drop-off zones may be initially set in accordance with the following formula: D = Expected average dwell time at the curb of loading vehicles, in seconds (typically 30-60 seconds for pickup / drop-off, longer for short-term loading depending on context) X = Expected total number of loading activities in a peak hour

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

L= (D*X)3600/20+20

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5 The Curb Manager should pass the decision to Parking Services for final implementation. Parking Services should install any necessary signage and make any other needed changes to roadway geometry to provide a safe loading zone in the approved location.

5 The Curb Manager should work with Parking Services to conduct a compliance check of the new loading zone once it has been under operation for one month. The compliance check should assess the following: Are vehicles using the loading zone at the correct days and times?

Are loading vehicles exceeding the available space provided by the loading zone?

Do loading vehicles have the required permits (if any) to use the loading zone?

5 If the compliance check discovers any issues, the original applicant should be notified of the issue for resolution. If the issue cannot be resolved by the applicant, the Curb Manager may consider altering regulations at the valet zone to provide a better fit with expected activity.

5 An additional compliance check should be conducted six months after loading zone implementation to confirm that it operates within expectations.

CHAPTER 05: IMPLEMENTATION

COMMERCIAL LOADING ZONE PERMIT The City of Atlanta’s Parking Services department currently manages a commercial loading zone permit program. Municipal code requires that any “commercial vehicles other than commercial trucks” must apply for and display a commercial loading zone permit in order to park in commercial loading zones, or for free in metered spaces, to conduct loading activities. Commercial vehicles over 10,001 pounds are considered “commercial trucks” and are exempt from this permit requirement. ATL DOT should do the following to improve and manage the commercial loading zone permit program and achieve proper monetization of loading activities at the curb: 5 Amend City code to require all commercial vehicles to display a commercial loading zone permit in order to park in commercial loading zones, regardless of vehicle size.

5 Parking Services should continue to administer the permit program.

5 Provide the Curb Manager with oversight authority of Parking Services’ administration of the permit program. This should include: Reviewing the number of enrollees in the program over time.

Reviewing policy related to enforcement of the program and coordinating with ATL Plus to ensure that loading zone permits are adequately enforced.

Proposing adjustments to permit pricing and management.

5 The Curb Manager should review the above information regarding the status of the commercial loading zone permit program at quarterly intervals.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Figure 26. Truck Loading, Atlanta

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Figure 27. Valet Parking, Peachtree Street, Atlanta

VALET ZONE PERMITTING AND MANAGEMENT ATL DOT currently manages a valet parking permit program. Any stakeholders wishing to conduct valet parking in the City are required to submit a valet parking permit application, receive approval, and adhere to the permit regulations. The valet parking permit program is currently managed by Parking Services.

ATL DOT should do the following to continue to manage, update, and enforce the valet parking permit program: 5 Assign decision-making power for valet zone placement to the Curb Manager, with implementation support from Parking Services.

5 The Curb Manager should review the existing valet permit program process and recent permit applications to understand permit program expectations.

The valet permit application currently requires the following: The on-street valet parking permit application form.

A notarized affidavit by the property owner.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Figure 28. Valet Parking

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A traffic flow plan that describes the routes that vehicles will be driven and the radial distances between the proposed valet zone and the valet reservoir area.

A site plan that communicates the dimensions of the proposed pickup / drop-off zone , the location of any proposed valet parking service stand, the width of the sidewalk at and surrounding the zone, and dimensioned widths of other relevant street features.

Site photographs Other forms, including proof of insurance, business license, application fee, and more. See the application checklist for full details.

5 The Curb Manager should lead an update to the site plan and traffic flow plan requirements to ensure that they include the following: The total expected number of valet and pickup / drop-off activities to take place during a typical operating hour, as well as a peak hour.

CHAPTER 05: IMPLEMENTATION

The proposed maximum dwell time for incoming vehicles awaiting valet at the curb. This may typically be set to 180 seconds.

The proposed valet staffing plan, to ensure that adequate staff are provided to move vehicles in a timely manner.

Documentation of how long it will take a vehicle to be shifted from the valet zone to the valet reservoir by a valet staff member, and for that staff member to return to the valet stand.

5 The Curb Manager should provide an initial review of any incoming valet permit applications and issue any follow-up questions directly to the applicant. Parking Services staff should assist with the review.

5 The Curb Manager should issue a decision regarding the approval of the permit zone and issue any required changes to the proposal. The final permit authorization to place a new valet zone should consider the following: How will placement of the valet zone impact existing curb regulations?

If any existing curb uses will be displaced, is adequate space for those uses still available in the nearby area?

Does the location of the potential valet zone present any safety issues, for either the zone users or other users of the street?

Can the valet zone be properly designed to avoid conflicts with vulnerable road users (pedestrians and cyclists)?

Are existing valet zones nearby that could be used for the intended loading activity instead of creating a new zone?

Does placement of a new loading zone in this area align with the indicated Curb Typology as outlined in this report?

Review the total amount of time it will take for a valet vehicle to be moved to the reservoir, and for the associated valet staff member to return to the valet stand. This is the valet cycle time and it should typically not be greater than the proposed average dwell time of valet vehicles at the curb to avoid queueing.

Based on the expected number of vehicles arriving in an hour, determine how many vehicles may arrive during one valet cycle time. This may be calculated by the below formula: F = Number of valet vehicles arriving during one valet cycle C = Valet cycle time, in seconds X = Expected total number of valet activities in an hour

F= X/3600*C

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Will the proposed staffing allow vehicles to be moved in a timely manner? This can be assessed through the following process:

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The proposed number of valet staff should be at least equal to the number of vehicles expected to arrive during one valet cycle.

Valet zone length should be based on the expected amount of activity as well as the expected vehicle size. Loading zone lengths for short-term valet zones and pickup / drop-off zones may be initially set in accordance with the following formula: D = Expected average dwell time at the curb of loading vehicles, in seconds (typically 180 seconds for valet activity, 30-60 seconds for general pickup / drop-off) X = Expected total number of loading activities in a peak hour Desired total length, in feet, of the loading zone. The total length must be at least 20 feet, and should always be rounded up to the nearest twenty feet.

L= (D*X)3600/20+20 5 The Curb Manager should pass the valet permit decision to Parking Services for final implementation. Parking Services should install any necessary signage and make any other needed changes to roadway geometry to provide a safe valet zone in the approved location.

5 The Curb Manager should work with Parking Services to conduct a compliance check of the new valet zone once it has been under operation for one month. The compliance check should assess the following: DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Are vehicles using the valet zone at the correct days and times?

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Are valet vehicles exceeding the available space provided by the loading zone?

Are vehicles being moved from the valet zone to the valet reservoir in a timely manner and within the expectations laid out in the valet permit?

5 If the compliance check discovers any issues, the original applicant should be notified of the issue for resolution. If the issue cannot be resolved by the applicant, the Curb Manager may consider altering regulations at the valet zone to provide a better fit with expected activity, or revoking the permit.

5 An additional compliance check should be conducted six months after valet zone implementation to confirm that the zone operates within expectations.

5 All valet parking permits should be required to be renewed on an annual basis. The renewal process should follow the same process as the initial application. Any changes to the current valet operations plan should be indicated during the renewal.

CHAPTER 05: IMPLEMENTATION

PARKING VENDOR CONTRACT UPDATES Updating the City of Atlanta’s contract with ATL Plus and any other future parking management and enforcement vendors will support the implementation of multiple strategies described in this plan. This plan does not recommend a shift away from third party parking management in Atlanta at this time. Third party vendors such as ATL Plus can be effective in supporting cities with limited staffing resources during parking management and enforcement. This is described in Strategy A3.

Key updates to the parking vendor contract that should be implemented at the next contract renewal period are: 5 Encourage off-duty sworn officers to enforce safety violations along specific routes and locations identified in the contract. Add contract language which specifies specific streets, neighborhoods, or street features which should be closely monitored for safety violations.

5 Implement first time forgiveness for violations to promote compliance without creating undue burden for curb users.

5 Integrate performance targets directly into contract language, including: Total complaints, with a goal of reducing over time Violation events observed/addressed (with an emphasis on safety violations), with a goal of reducing violations over time and promoting compliance This language should avoid specific citation quotas. It should emphasize compliance and reducing observed violations over time.

Percentage of vehicles within compliance of curb rules – with a goal of increasing this number year over year and aiming for 100% This can be measured by surveys conducted by parking management vendor / enforcement staff, biannually, to track progress Renewal of the parking contract can be tied to meeting specific compliance thresholds

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Figure 29. Parking-protected Bike Lane, Detroit

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5 The parking contract should explicitly require that the enforcement vendor enforce commercial loading permits and any other parking permits which are instituted by the City of Atlanta.

5 Require parking management vendors to share parking utilization data that they collect during their management routines.

ATL Plus was able to share parking utilization and transaction information to support this study. Sharing of this data should be formalized in future contract updates. The vendor should share this data at quarterly intervals with a brief memorandum discussing trends and key findings.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Figure 30. Truck Parked on Sidewalk, Midtown Atlanta

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CHAPTER 05: IMPLEMENTATION

Figure 31. Cars Parked in Travel Lane, Midtown Atlanta

TIME-OF-DAY VEHICLE RESTRICTIONS FOR TRUCKS The City of Atlanta does not currently enforce time-of-day restrictions on trucks for specific streets. As the City continues to pilot shared spaces and other street features which will conflict with truck loading, time-of-day restrictions may be put in place to limit conflicts between trucks and other street users.

Programmable, pedestrian-oriented, or shared street spaces should not permit truck access during periods when these areas are most active. Truck loading in these streets can be limited to morning hours. This process may be implemented as follows: 5 The Curb Manager should determine the need for time-of-day restrictions for trucks. This need will typically be tied to implementation of a shared space or other pedestrian-oriented street treatment.

5 Set a size limit for vehicles entering these areas during the restricted period.

This limit is typically 2.5 tons.

5 Determine the hours during which trucks will be restricted. Trucks should only be permitted during times when street programming and pedestrian volumes are limited, typically the morning hours before 11 AM. 5 Require commercial vehicles accessing these truck-limited streets to have commercial loading permits. Offer special exemption permits to the timeof-day restrictions for specific vehicles if they have a specific loading need that cannot be successfully accommodated on another street or during the unrestricted hours.

5 Publish a list and map of time-of-day restrictions for trucks and make this map and list available for easy access online.

5 Post signage at entry points to the restricted corridors that indicate the truck restriction.

5 Update the online list and map of time-of-day restrictions whenever these policies are modified.

5 Work with the Atlanta Police Department to conduct enforcement of truck restrictions in the designated areas.

DOWNTOWN AND MIDTOWN ATLANTA CURB STRATEGY

Figure 32. Micromobility Maintenance, Parked in Travel Lane, Atlanta

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