Live from Austin, Texas Vision for a 21st Century Mobility System Beyond Traffic: The Smart City Challenge Beyond Traffic: The Smart City Challenge CONTENTS 1. Austin’s smart city vision—and how it will be achieved...... 1 5.10 Architecture and Standards...... 18 Why Austin?...... 1 5.11 Low-Cost, Efficient, Secure, and Resilient ICT...... 19 Our Challenges ...... 2 5.12 Smart Land Use...... 20 Our Future ...... 3 6. Risk Management...... 21 Austin’s Mobility Innovation Center ...... 4 7. Team Narrative ...... 21 Austin’s 21st Century Smart City Mobility Initiatives...... 6 8. Existing Transportation Infrastructure ...... 23 Initiative #1: Automated and Connected Vehicles...... 6 9. Define Existing Data Collection...... 25 Initiative #2: Electric Fleets...... 8 10. ITS and Connected Vehicle Standards...... 26 Initiative #3: Sensor Systems...... 8 11. Measurable Goals and Objectives ...... 27 Initiative #4: Travel Access Hubs ...... 9 12. Evidence of Capacity to Succeed ...... 29 Initiative #5: Packaged Mobility Service ...... 10 13. Opportunities to Leverage Federal Funds...... 30 Moving Beyond Traffic...... 10 b 2. Population Characteristics...... 11 3. Smart City Characteristics ...... 11 4. Annotated Preliminary Site Map ...... 13 5. Smart City Vision Elements ...... 13 5.1 Urban Automation ...... 13 5.2 Connected Vehicles ...... 14 5.3 Intelligent Sensor-Based Infrastructure ...... 16 5.4 Urban Analytics...... 16 5.5 User-Focused Mobility Services and Choices ...... 17 5.6 Urban Delivery and Logistics ...... 17 5.7 Strategic Business Models and Partnering ...... 17 5.8 Smart Grid, Roadway Electrification, and Electric Vehicles ...... 18 5.9 Connected, Involved Citizens...... 18

February 2016 Beyond Traffic: The Smart City Challenge 1. AUSTIN’S SMART CITY VISION—AND HOW IT WILL BE ACHIEVED “Igniting Austin’s spirit of innovation to accelerate mobility that creates real opportunity for all.” As the USDOT Smart City, Austin, Texas, will harness the power of technology and data to … temperatures allow year-round testing. And, of … help people shift their travel behaviors in ways that work for them. Faster, better, cheaper. course, Austin is a major U.S. hub for the high-tech industry, known as an Research and Development 1… advance big societal goals for climate action and sustainability. Cut vehicle emissions. center. In 2015, Austin was named the “#1 city for … keep people far safer on our streets. Prevent fatal and serious injury crashes. tech job growth” by Forbes. In the last four years, …. power up economic vitality. Create services, products, companies; give people a hand up. we’ve seen a 73 percent job growth in the tech industry, resulting in more than 53,000 tech jobs. It will take a Smart City to seize the moment and figure it all out. Meet Austin, Texas! Austin’s potential was also recently recognized by Rocky Mountain Institute (RMI) when it was WHY AUSTIN? chosen after a nationwide selection process to Austin is America’s “IT” City. We are the capital film, and music festivals. We are a progressive, be the lead partner for a new mobility trans- of the state of Texas. We’re home to both the and innovative community that embraces climate formation initiative. Austin is making robust University of Texas at Austin (UT Austin)—one with early adoption of all things green. Due to investments in new transportation options 1 of the nation’s premier research universities, our younger demographics and an innovative and – Bus Rapid Transit (BRT), rapid implementation and a USDOT Tier 1 University Transportation vibrant high-tech community, there is a demand for of a bicycle network featuring new protected Center for Data-Supported Transportation Opera- more choices for transportation that incorporate facilities, the first U.S. City for Daimler’s Car2Go, tions and Research – and within close reach of the technology and keep people connected. Austin is a the B-Cycle Bike Share system, and more. nationally renowned Texas A&M Transportation growing city that still has a connected, small town Austin’s public transit agency has received Institute (TTI). We are internationally known as community feel that is part of our allure and charm. national recognition for its innovation with a “creative class” magnet where the mantra Austin is already recognized by industry as the mobile ticketing. Additionally, and importantly, is “Keep Austin Weird.” We are “the live music place to demonstrate smart transportation tech- Austin owns its electric utility, Austin Energy, capital of the world” home to SXSW interactive, nology. Austin is the first mid-size test city for the which has been a leading innovator for climate Google Car, a first city for Google Fiber, and Gener- protection, clean power, electric vehicles, and a al Motors recently expressed interest in testing its smart grid. automated vehicles in Austin in partnership with Among mid-size cities, Austin’s need for smart ridesharing company Lyft. Austin was chosen by transportation solutions may be the greatest due Daimler as its pilot U.S. city for Car2Go, which has to its rapid growth and booming economy. since expanded nationally. The business climate Austin is the fastest-growing mid-size city in the is seen as friendly toward autonomous vehicles U.S. (1.8 million regional population, a 2.8 percent and smart technologies more generally. The warm growth rate), absorbing tens of thousands of new

The City of Austin, Texas Beyond Traffic: The Smart City Challenge

residents annually. A city in such constant flux 2010, about 35 percent of annual greenhouse provides a fertile environment for innovation as Jolene gas emissions were from the transportation people adopt new travel options and behaviors. 2016 Challenges: sector. The Austin region is currently in attain- Austin is prepared to take advantage of this op- Works in catering. ment due to an early action compact with the portunity to hasten its transition to a Smart City. Dreams of having EPA, but is at the tipping point of falling into Many of the ideas in this proposal have resulted her own taco trailer. non-attainment for air quality. from discussions with the City’s partners for over Can’t quite afford a Perhaps even more importantly, our community a year. Additionally, Austin has several relevant car. faces significant Economic Disparity. We plans in place that have been crafted within an 2020 Smart City Future: Takes transit to a recognize that daily life is a struggle for many extensive public process. These include plans great job in marketing autonomous vehicles. people – especially for our low-income residents, for smart growth (Imagine Austin Comprehen- Uses an app to rideshare to culinary school who are disproportionately female and people sive Plan, 2012), climate action (Community Cli- at night. Happily car-free. of color. Austin is a diverse “majority minority” mate Plan, 2015), zero traffic fatalities (recently city and the most economically segregated large selected as a Vision Zero Network city), and more. delay is projected to more than double in the metro area in the US, according to a recently Further, Austin is committed to tech incubation next 20 years. released study by the Martin Prosperity Institute. and was recently listed by Entrepreneur Magazine ƒƒSprawl: Like many U.S. cities, Austin grew in In Travis County, Hispanics (now about 35 percent as the #1 city for startups. sprawling patterns in the latter half of the 20th of the population and growing) are 3.4 times more 2 century. In our outlying car-dependent areas, likely than Whites to be living in poverty; African OUR CHALLENGES people lack good transportation options and Americans are 2.8 times more likely. Austin is also on some “top” lists we are not so often have no access to transit. proud of, and from which our residents want to ƒƒSafety: Transportation system safety has been escape. Despite the incredible advantages we Jayla enjoy, we are too often stuck in traffic, frustrated, a huge concern for the City as 2015 proved to and demanding mobility solutions: be a record year for traffic fatalities with 102 2016 Challenges: deaths. The City is seeking ways to leverage Needs a path out of ƒƒTraffic: Austin routinely rates as one of the smart transportation technologies and data to poverty at 15. Too most congested cities in the country (with address unsafe conditions and provide more young for a job or I-35 through Downtown among the very worst educational opportunities before a serious driver’s license. Solo freeway segments in the nation). In Texas A&M injury or fatality occurs. vocalist in her church University Transportation Institute’s (TTI) 2015 choir. Urban Mobility Scorecard, Austin commuters ƒƒClimate Change and Emissions: Austin’s suffered the third greatest delay – 52 hours transportation infrastructure has been nega- 2020 Smart City Future: Takes a “green” per year - for “large” urban areas in the U.S. tively impacted by recent droughts - floods,­ and EV taxi home from her band’s late-night gigs. If the growth trajectory continues, peak hour wildfires as documented in a recent City cli- Rides an EV shuttle to college campus; doing mate resiliency project funded by FHWA. As of internship at a traffic-sensor tech start-up.

February 2016 Beyond Traffic: The Smart City Challenge

things. We need to demonstrate, in tangible The suburbs and exurbs feel different too. On The Mendez ways, how mobility can be more accessible, safer, the perimeter of the city, Travel Access Hubs Family cleaner, and more affordable for all citizens. With bustle with activity. People drop off their personal 2016 Challenges: the funding behind the Smart City Challenge – and vehicles, or exit trains and buses, and step into Altogether, they the additional investment that we attract from waiting autonomous transit and shared electric commute by car 150 our partners – we believe that we will be in an vehicles where they relax or check email on the miles a week to work, excellent position to drive this change. way. Suburban commuters drop off their kids at school, and soccer; an on-site daycare, grab a coffee at the coffee two car payments; behind on savings for the OUR FUTURE bar, and hop into an electric, automated bus that kids’ college. We intend to move Beyond Traffic to achieve will whisk them to their job. Large trucks drop off a future of new transportation possibilities. In 2020 Smart City Future: Shifted some trips the Austin of tomorrow, our downtown remains to transit; commute time is reliable, thanks vibrant, but people no longer need to assume Florence to better traffic flow; avoided cars for teens, they’ll drive their own car to get there. Instead, and George put the money toward college instead. they think first of on-demand automated electric 2016 Challenges: Our fastest-growing population sector is children vehicles, transit, biking, shared and on-demand Live in suburban living in poverty. According to the Brookings Insti- vehicles, and other options. Prime sites once Round Rock; car- dependent, love their tute, the Austin metro area ranks #2 in the nation devoted to parking garages have redeveloped as 3 for percentage growth of poverty in the suburbs mixed-use projects with homes. On the major cor- old GM; help out with between 2000 and 2011. Our suburban poor are ridors of the city, automated and electric vehicles the grandkids in Austin. generally not well transit-connected, nor within and drones zip along; they interweave alongside 2020 Smart City Future: Use Metropia app reasonable walking or biking distance of jobs; they personal vehicles through intersections with on smart phone to navigate traffic; get points are painfully burdened by the costs of car owner- minimal need to stop and wait for a traffic light. for shifting travel off peak. Take grandkids on ship, which can drive them further into poverty. These corridors connect compact “Activity Centers” electric bikes for in-town adventures. New transportation options, coupled with smarter around Austin -- cool, interesting, “Austiny” places land use decisions and housing policies, are need- where people are enjoying car-free or low-VMT packages and goods, which will be transported ed to provide our disadvantaged communities the lifestyles in walkable, mixed-use, transit-oriented by small, agile automated vehicles. Low-income “Ladders of Opportunity” they need to overcome areas. Thanks to thoughtful rezoning, new mixed- residents have access to low-cost and convenient income and transportation inequality. use redevelopments have sprung up around the mobility options that provide them access to jobs central city. People of all races, incomes, and Reversing these trends will not be easy. The in any part of the city. Not only is this new mobility ages live in them together – and enjoy choosing conventional solutions to Austin’s challenges are system faster and less expensive, but it is also between many travel options to get to good neither scalable nor sustainable. Even incremental much safer, since the vehicles and infrastructure jobs, good schools, live music venues, and other progress will require a great many people to shift have advanced communication and sensor tech- opportunities. their assumptions and familiar ways of doing nology. Private vehicles throughout the core are still present, they just aren’t the predominant

The City of Austin, Texas Beyond Traffic: The Smart City Challenge

mode of travel and are only one of many choices AUSTIN’S MOBILITY INNOVATION proposed two-way portal will allow data to flow each resident and visitor has to choose from. CENTER in to and out from all partners, including both With investment in smart transportation, this is The Mobility Innovation Center authoritative as well as crowdsourced data. Our a viable and possible future. The critical question (MIC) will serve as a “Center of proposed Two-Way Open Data Portal will provide is: “How do we get to this vision from where we Excellence” for incubating cut- a “one stop shop” to facilitate easy access to data are today?” ting-edge ideas and deploying and streams that are currently siloed among many operating a 21st Century Mobility disparate sources and governed by fragmented The answer is: “Make Austin, Texas the innova- licensing terms. These include traffic and trans- tion epicenter for introducing, testing, evaluating, System. The MIC is operational; a think tank; an economic generator; public-facing; and most portation information systems; users’ refining, commercializing and scaling a 21st Cen- smartphones tury Mobility System.” importantly, multi-jurisdictional. It also serves as project management central, But how? In collaboration with some of the vehicle for managing the the world’s most innovative companies, City’s Smart City effort. cutting-edge universities, and world-renowned Electric experts, the City of Austin has identified five A. Two-Way Open Automated Fleets immediate opportunities that will engage a Data Portal & Connected variety of public and private partners to deliver As described in Section Vehicles 4 enhanced mobility and economic opportunities 9, the City of Austin already has an Open Data Mobility for Austinites of all income groups. These Innovation Center initiatives are consistent with the ideals of Portal (data.austintexas.gov). (MIC) A 21st Century Mobility System, however, USDOT’s Smart City Challenge and are the A. Two-Way Open concepts which will be refined – with an eye will generate an enormous amount of Data Portal towards implementation and ensuring an new and very valuable data from mo- B. Urban Analytics and equitable distribution of benefits for all members bility and other sectors. Policy Research Center Sensor of our community. While the systems are C. Regional Operations Systems one-way, the new Management Center Before we describe these initiatives, however, Packaged D. Connected Traveler transportation por- Initiative it is important to first discuss a unique and Mobility collaborative feature of Austin’s 21st Century tal, operated by the Service Mobility System—Austin’s Mobility Innova- The University of Texas at Austin tion Center (MIC). The MIC is the foundation of Figure 1: Integration our proposed Smart City network, consisting of Center for Trans- Travel of MIC and Five four components, which will work synergistically portation Research, will allow for accelerated open data sharing. The Access Initiatives to deploy our Smart City initiatives in a holistic Hubs and integrated fashion.

February 2016 Beyond Traffic: The Smart City Challenge

(anonymous and/or opt-in); private data (such as The University of Texas at Austin Center conducting sensitivity analysis for different pene- third party location, weather, or schedule data); for Transportation Research, Texas A&M’s tration levels of the C/AV class. and transit vehicle location systems. Existing Transportation Policy Research Center, UT Through collaborative partnerships with the information will be complemented with access to Austin’s Lyndon B. Johnson School of Public brightest public and private sector minds, the the new and unique data elements within data Affairs, and Southwest Research Institute) UAPR Center will build a foundation for a commer- streams associated with our Smart City initiatives. and work with technology businesses to share cialization cluster dedicated to sustainable growth The Portal will: newly created knowledge with decision-makers. and “smart” mobility innovation. ƒƒBe multi-dimensional, serving data consumers The UAPR Center will provide resources such as technical and analysis papers that will help poli- C. Regional Operations such as city traffic managers who optimize Management Center traffic flow and private application developers cymakers understand and balance potential social wishing to develop Multi-modal planning tools. benefits and risks in a dynamic, fast-changing A common challenge for cities around the country market. This includes research to evaluate and en- is the fractured, isolated nature of transportation ƒƒProtect privacy and security of data through sure that these benefits are equitably distributed management – freeways are managed separately measures such as anonymization, especially across the city’s diverse socio-economic groups. from arterials, state centers are independent from for crowd-sourced consumer data from private city management centers, traffic operations are companies; and UT Austin’s Tier 1 University Transportation Center for Data-Supported Transportation managed independently from transit needs, etc. ƒƒBroker agreements with private transit and Operations and Planning (D-STOP UTC) team As part of our effort, Austin will launch a new software companies to incorporate their data will develop novel methods for working with the regional operations management center (ROMC), 5 and establish common, replicable accessibility large-scale data coming into and out of the portal. at first in a virtual setting until a brick and mortar and licensing practices. They will develop applicant programming interfac- facility is established. The ROMC will be an oper- ational arm of the Mobility Innovation Center, and B. Urban Analytics and Policy Research es (API) and other tools to allow for ease of use by the forum for multi-jurisdictional governance and Center – A multi-disciplinary team of profession- third-party companies. This partnership with the engagement described in Section 7. It will serve als will engage in ongoing support to help us bet- UTC will ensure that the work is done at the state as a unified “command center” for both traffic and ter understand and analyze the performance data of the art and that the Austin Smart City effort transit operations, supervising everything from we collect, and model future impacts on travel pushes the boundaries of what is possible. incident management to transit route planning demand. The Urban Analytics and Policy Research Performance management is also a vital compo- and optimization. Working with data made (UAPR) Center will manage the deployment of our nent in our 21st Century Mobility System. Having available from the Two-Way Open Data planned Smart City initiatives and other projects an advanced data team reviewing trends and Portal, ROMC personnel will optimize signal and share lessons learned throughout the nation. analyzing characteristics will help us to better systems, engage existing and future traffic As we enter a new era of unprecedented change understand important variables like defining management tools, proactively communi- in the established models for mobility, aligning a new vehicle class to represent connected/ cate live travel conditions and alternatives supportive public policy and regulations is essen- automated vehicles, defining driver behavior pa- to travelers, and begin mainstreaming V2I tial. We will leverage established research and rameters for the new Connected and Autonomous applications as they become available. university expertise in technology policy (e.g., Vehicles (C/AV) class with smaller headways, and Operationally, the ROMC will support existing

The City of Austin, Texas Beyond Traffic: The Smart City Challenge

functions but also provide an optimal transition initiatives. The public communications capability INITIATIVE #1: AUTOMATED AND to the 21st Century Mobility System as the home will include program and project websites, feed- CONNECTED VEHICLES for the newly deployed initiatives. back and input loops such as focus groups, and Consumer-Facing Deployment The ROMC will further function as a training opportunities for the public to contribute to the of Connected and Automated ground for new mobility professionals as they enhancement of the effort through crowdsourc- Mobility Services graduate from local trade schools and univer- ing. SpeakUpAustin.org (administered by the Goal: Implement automated sities – giving them first-hand experience in City’s Communications and Public Information and connected vehicles in a utilizing predictive, real-time, and historical data Office) and MobilityATX.com (administered by a variety of settings, helping solve a number in pursuit of reliable and safe transportation private organization) are two local examples of of mobility challenges and demonstrating throughout Austin. Finally, the ROMC will serve existing online platforms we can build upon. We their safe and efficient benefits to Austinites. as the maintenance hub for Austin’s 21st Century will expand the toolkit to add features integrated With leading tech company partnerships and an Mobility System, monitoring the health of technol- with social media (such as Twitter and NextDoor, enabling Federal, state and local regulatory envi- ogy devices, working with technicians to manage already used by the City). Promising ideas submit- ronment already in place, Austin is in a unique posi- up-time of services and systems, and generating ted by the public will directly reach transportation tion among US cities when it comes to deployment performance statistics that are the life-blood of engineers and planners. of connected & automated vehicles (C/AV). This ensuring long-term sustainability of the program. AUSTIN’S 21st CENTURY SMART CITY deployment will be coordinated with the evolving public transportation system, as well as bicycling 6 D. Connected Traveler Initiative – Every user MOBILITY INITIATIVES of Austin’s transportation network – residents, With the MIC serving as the platform for manage- and walking, to create a comprehensive network delivery services, visitors, etc. – will have access ment and innovation, we will launch a coordinated of mobility options within the region. Since auto- to real-time and predictive information to make program that leverages all of the technology, inno- mation without connectivity won’t help us realize travel decisions that work for them. The connected vations, and forward-thinking of the leading uni- the level of safety and mobility benefit we seek, traveler also will be a source of information to versities, experts, and private sector companies connectivity is a fundamental component of all enrich the reliability of information being dissem- right here in Austin. Each initiative synergizes and automated elements. Technology leaders Google inated. Innovative companies can use this same overlaps with the others, and is focused on mov- and Car2Go (Daimler) are already “on the ground” data to develop new products and services that ing Austin’s transportation mobility infrastructure in Austin, and we will further partner with leading further serve travelers. We will also assure that systematically towards our holistic vision. Under private sector companies to deploy their technolo- residents and visitors who might be technology the institutional, functional and operational guid- gy in several different environments -- considering challenged have access to data via public systems ance of the MIC, we can deploy these initiatives, Austin’s Five Smart City Initiatives such as on-street wayfinding tools, dynamic mes- manage them long term, and learn from them for sage signs, etc. future enhancements and sharing. 1. Automated and Connected Vehicles 2. Electric Fleets This connected traveler initiative (CTI) will also Below are our five priority initiatives to be imple- 3. Sensor Systems serve as the interface for community engagement mented during the Challenge grant period and why 4. Travel Access Hubs for Austin’ 21st Century Mobility System. Citizens they are “ready for success.” can provide feedback and ideas to help influence 5. Packaged Mobility Service

February 2016 Beyond Traffic: The Smart City Challenge dedicated short-range communication (DSRC) and ƒƒDowntown On-Demand Automated existing parking to increase the number of connectivity requirements, specific needs of the Vehicle Service Electrified, automated, dedicated car share parking/storage oppor- public, and different business models to fit each on-demand vehicle and shuttle services have tunities, creating several specific routes that situation. the potential to increase safety and reduce the an automated car share vehicle could use to ƒƒAirport Automated Shuttles/Circulators cost of mobility. Smaller vehicles and mid-size arrive at your departure point, and increasing Through a partnership with Capital Metropoli- transit shuttles can be used for first/last mile the visibility of car sharing options in currently tan Transit Authority (Capital Metro) and tech applications to enhance transit use, while under-served areas. Varying levels of vehicle partners who specialize in electric-powered larger transit vehicles can themselves be in- automation would be present so that once a automated shuttles, and based on interest strumented to facilitate a shift to automation of driver accesses their car share vehicle they already expressed by the industry through an transit. These vehicles can be most effectively have an option to manually take over control “Accelerate Texas” request for interest (RFI) deployed by integrating them directly with “A and navigate outside the boundaries of the solicitation (conducted in 2015), the City of to B” commuting solutions that are already network – but being able to re-engage when Austin will deploy transit circulators and smart being planned in downtown Austin. These they return to a specific area so that the car infrastructure to Austin’s international airport, vehicles will also benefit from connectivity could drop them off at the nearest transit or as an early testbed for future full automation and sensor-based infrastructure described in centralized hub and then return itself to a of the Austin transit fleet. The first component Sections 5.2 and 5.3. The City and its partners nearby storage/parking facility. will be a low-speed automated and connected will closely examine access to the system to ƒƒUrban Package Delivery Unmanned shuttle that moves passengers between the make sure service is available to everyone, to Vehicles (UVs): In exploring the concepts 7 main terminal and a new mobility hub and improve the lives of all Austinites, including above, several private companies indicated staging area to be located in conjunction with a those with low incomes, the elderly, and the an interest to pilot commercial parcel delivery cell phone parking lot. This reduces the number disabled. Specifically, this demonstration proj- with autonomous drones. We are open to this of vehicles entering the terminal road system ect will seek to bridge the jurisdictional gap possibility and other ground and aerial pack- (thereby reducing congestion and pedestrian for urban residents outside the Capital Metro age delivery concepts as large delivery trucks safety hazards), and increases the visibility and service area that lack access to transit, despite can cause congestion in our urban core. If safe, “comfort level” for our customers with adopting their growing need. reliable drones could perform last-mile delivery, automated vehicles. Because of the simplified ƒƒUrban and Suburban Automated Car perhaps integrating with our extensive bike urban street network located wholly on airport Share Vehicles Austin has some of the facility network in our downtown or Mueller property, it will provide a valuable learning world’s most innovative car share and logistic Neighborhood, they could reduce the number of environment for future deployments in more companies, but the service areas are often large trucks that need to enter and navigate our complicated urban street networks and to other limited to high density areas due to the logistics community. Already, Whole Foods and H.E.B. areas like business parks and eventually in the of repositioning vehicles; parking is still a chal- Stores, two leading grocery corporations in future to full public transit routes including lenge in the urban core; and some citizens can’t Austin, provide free home delivery. Automat- on-demand paratransit and transit shuttles in or won’t walk to pick up a vehicle. We seek ing these services could likewise help travel our downtown. to minimize these challenges by repurposing

The City of Austin, Texas Beyond Traffic: The Smart City Challenge

impaired or homebound residents of Austin costs (even with very low gasoline prices). And boast state-of-the art V2V and V2Cloud technol- achieve their daily food needs. when these vehicles are eventually automated, ogy systems that will be very valuable to our MIC Ready for Success: With leading tech company we believe they will be cost-effective and conve- and other projects. Our deployments build upon partnerships and an enabling regulatory environ- nient enough to start displacing personal vehicles efforts to standardize DSRC-based V2I and other ment already in place, Austin is in a unique position at a very high rate. wireless communications. EVs, especially those among U.S. cities when it comes to deployment Our approach will be to provide a first of its kind fueled by 100 percent renewable energy, can of connected & automated vehicles (C/AV). This and nationally-scalable “Fleet Electrification create an unparalleled benefit to environmental deployment will be coordinated with the evolving Marketplace” that connects fleet owners like quality. Our utility partner, Austin Energy (a public transportation system, as well as bicycling TNC and taxi companies (many of whom have wholly owned agency of the City of Austin), is and walking, to create a comprehensive network expressed keen interest in electrifying their fleets) a recognized national leader in demonstrating of mobility options within the region. Technology to companies specializing in electrifying fleets clean energy generation, energy efficiency pro- leaders Google and Car2Go are already “on the which are just now getting off the ground. Vision grams and electric transportation initiatives. The ground” in Austin, and we will further partner Fleet’s Evercar and Green Wheels are having National Electric Drive Transportation Association with leading private sector companies to deploy success with initial deployments in Los Angeles and ChargePoint have recognized Austin as a top their technology in several different environments, and Chicago and are eager to scale their business “plug-in ready” city in the U.S. due to infrastructure addressing specific needs of the public, and models to enabling environments like Austin. The already installed and utility programs which signal considering different business models to fit each Marketplace will clarify the value of electrification, our commitment to EV adoption. In addition, Capi- 8 situation. help fleet owners strategically plan for adopting tal Metro already operates several electric hybrid electric vehicles, provide the latest quick-charging buses and is now pursuing a phased transition INITIATIVE #2: ELECTRIC FLEETS infrastructure for fleet owners (and assist in plan- of the full fleet to sustainably powered electric Electrification of ning future infrastructure), provide incentives and propulsion. High-Mileage Fleet Vehicles innovative finance options to mitigate some of the INITIATIVE #3: SENSOR SYSTEMS Goal: Mainstream the accep- upfront purchase cost (for both EV and charging Intelligent, Sensor-Based tance and usage of electric infrastructure), and provide education to fleet Infrastructure vehicles to lower traveler costs owners and drivers. In addition, this initiative will and reduce emissions in the city. In order to create significant community awareness by using Goal: Collect more robust data accelerate proliferation of electric vehicles, Aus- a service in Austin to accelerate the adoption of to make operating decisions tin has identified several public mass transit and EVs, and link EVs to public transportation, walking and traveling decisions in real high-mileage vehicle fleets as the next interven- and bicycling networks to provide a suite of en- time. Comprehensive and coordinated intelligent tion point for electrification. Taxi, transportation ergy-efficient mobility choices for the community. transportation sensors will provide robust data network companies (TNC) like Uber and Lyft, and and safety information to more efficiently operate Ready for Success: With GM’s recent invest- and maintain the mobility network and commu- some municipal vehicles travel up to 70,000 miles ment of $500 million in Lyft, we are exploring annually. At this mileage, Electric Vehicles (EV) nicate with travelers to make more informed the possibility of deploying large numbers of GM decisions and provide future connected vehicles make pure economic sense due to lower operating electric TNC and taxi vehicles. GM’s EVs also

February 2016 Beyond Traffic: The Smart City Challenge

with real time information needed for guidance of view. The presence of the MIC and its Two-Way the “park-and-ride” into a “one-stop shop” for a and optimized travel. Open Data Portal are critical components in this large number of mobility options including public The Smart City Challenge grant will enable both program – it’s much more than simply “hanging transit buses, trains, car share, automated taxi/ public and private partners to advance our infra- devices on poles” – it’s about 360 degree con- TNC, bike share, and other services that have yet structure-based detection and verification net- sideration of devices, benefits to the citizens, and to be introduced. work to the next level by considering deployment long term sustainability of the program. Its about While some existing park-and-ride facilities will of strategies such as: putting the “I” in “V2I.” be converted, the aim of this program is to also ƒƒAcquiring private sector data for operations Ready for Success: The City of Austin has identify new locations. Hubs on the perimeter of (e.g., real-time alerts, performance monitoring, already made a strong initial investment in the urban core will reduce single occupant VMT etc.) and to accelerate network coverage while intelligent sensor based detection including into and out of the core, while additional hubs reducing costs. video-based detection for adaptive signal control, beyond the perimeter will target employment GPS-based transit signal priority on BRT corridors, centers and high-traffic corridors, including those ƒƒIntegrating rainfall sensor data, speed data and an app-based bike detection system that provides supporting suburb-to-suburb commutes. Hubs can the traffic signal system to adjust signal timing. trajectories/paths through the network, and low target areas underserved by transit—including ƒƒInstalling temperature sensors on bridge struc- water crossing monitoring stations. Likewise, the lower-income neighborhoods – thus benefitting tures for early detection of icing conditions. Texas Department of Transportation (TxDOT) has first and last mile transit solutions and even just approved a new initiative that will re-envision enabling on-demand tech-enabled automated ƒƒDeploying detection systems to monitor pe- 9 destrian activity in crosswalks and dynamically how ITS and traffic signal control technologies can mobility services. change pedestrian clearance times. be integrated with roadway operations and first The mobility hub concept will extend to high ca- responders. Their program includes a number of pacity transit nodes in the urban core to support ƒƒImplementing a red light running and near-col- enhancements such as a new performance-based modal transfers. The hubs will also give us the lision identification system using advanced and preventive maintenance programs based on opportunity to pilot advanced smart infrastructure detection techniques at signalized intersections. new data collection schemes. Additionally, Capital technology like low-cost parking sensors and auto- ƒƒExtending app-based services to the visually Metro buses will become probes in the traffic mated garages, advanced electric vehicle charging, impaired community to navigate work zones, stream providing information regarding position, automated on-demand car sharing and ride shar- for push-button activation at signals, and for travel times, schedule reliability, and passenger ing systems that are synced in real time with the notification of when walk signals are displayed. loadings. arrival of buses and trains through advanced trip This is also an opportunity to show the intercon- INITIATIVE #4: TRAVEL ACCESS HUBS planning software, V2V connectivity, and more. In nectedness of the overall Smart City effort. By Increased Multi-modal the future, a strategic network of these hubs could considering additional infrastructure-based sensor Options eliminate the need for human-driven vehicles in technology in concert with C/AV needs, and cou- the urban core altogether. Goal: Put transportation pling it with smart open data exchange protocols, options and access where Ready for Success: Austin has many well-used we have an opportunity to advance the state of people need it. We will remake park-and-ride locations that can be outfitted with operations from both the public and private points

The City of Austin, Texas Beyond Traffic: The Smart City Challenge

sensors and transformed to include more modal of this type of service. Capital Metro already has – critical for low-income households that are options and connectivity. efforts underway in this space. RideScout, an Aus- disproportionately burdened by transportation tin-born transportation technology and transporta- costs. Even our C/AV deployment contemplates INITIATIVE #5: PACKAGED MOBILITY tion aggregator company, chose Austin specifically rolling stock of different sizes to accommodate SERVICE for its early adoption of innovative transportation different markets and car share opportunities. Pilot of a “One-Pass/One-App” options like bike share, car share, and ride hailing Underlying all of it, the City’s recently adopt- Multi-modal Mobility Service services and opportunities to deploy a seamless ed Imagine Austin Comprehensive Plan and Goal: Make traveling on differ- payment system across modes. CodeNext development regulations provide ent services effortless, with Ready for Success: Capital Metro, RideScout for the densification of new development and payments that are affordable and others are already working on solving mobil- promote a non-car dependent quality of life. and easy for travelers. We will develop a fully ity service interoperability, and connectivity for ƒƒHow We Will Move Things – While the functioning service system where users access Austin. focus of our Smart City initiatives is the move- their customized mobility service package (e.g., ment of people, the City of Austin understands MOVING BEYOND TRAFFIC transit, car share, ride hailing services, bike share, that Smart Cities of the future will also need to etc.) with a “one-pass and pay”’ through a single As Austin’s Smart City Challenge Grant proposal develop technologies and strategies to handle interface. demonstrates, our vision and our initiatives are urban freight delivery more efficiently and ef- The idea of “one-pass/one-app” Multmodal mo- consistent with USDOT’s goals for our Nation to fectively. Our 21st Century Mobility System will 10 bility service is not new. Cities in Europe and Asia move Beyond Traffic, placing a priority on improv- address, through pilot testing and implementa- have implemented systems of this type success- ing safety, enhancing mobility, and addressing tion, several issues related to freight delivery fully. However, the U.S. is lagging in this mobility climate change. With the implementation of Aus- for commercial businesses and individuals arena, largely because of barriers such as the tin’s Smart City vision, we will be able to positively within the city. With ridesharing and intelligent interoperability of data, competition among mo- address the following: traffic management contributing to less con- bility providers, and logistics of single-payment/ ƒƒHow We Will Move – Our proposed Smart gestion, traditional freight shipments will move revenue sharing. City initiatives and complementary land use through Austin more quickly and safely than The City aims to accelerate the roll out of this type strategies strive to optimize Austin’s existing ever before. The exploration of other innovative of service in the U.S. by piloting a “one-pass/one- transportation infrastructure, rather than at- freight strategies and solutions will be a part of app” program despite the barriers listed above. It tempt to build our way out of congestion. Our the next stage of Austin’s Smart City concept will be a fully functioning service system where Travel Access Hubs will be a place to match refinement. users access their customized mobility service individuals with unused passenger capacity, ƒƒHow We Will Move Better – The City package (e.g., transit, car share, ride hailing ser- TNCs, and new bike and car share opportunities, and its partners are driven by the desire for vices, bike share, etc.) with a single pass, paying thus reducing single occupancy vehicle travel continuous improvement. The proposed MIC for services through a single account. We want to and reducing greenhouse gas emissions. Our will serve as the vehicle for how Austinites see how the system would work with real people Packaged Mobility Service provides users with – and eventually all urban Americans – will to demonstrate its value and grow the market size options for trip-making without an automobile move better. The Urban Analytics and Policy

February 2016 Beyond Traffic: The Smart City Challenge

Research Center is our think tank, bringing The City’s CodeNext land use regulation pro- together experts from the public, private, and cess emphasizes the need for compact and 2. POPULATION academic sectors to cultivate new ideas and connected development, minimizing sprawl technologies, with a commitment to advanc- and the reliance on automobiles, while further CHARACTERISTICS ing transportation as a ladder of opportunity supporting resilient and sustainable land use. The City of Austin is a mid-size city with a popu- and an eye on commercialization. The MIC’s ƒƒHow We Will Align Decisions and Dollars lation of 790,390 inhabitants (as of the 2010 U.S. Regional Operations Management Center – Working closely with our public and private Census). Austin is an urban city with 83 percent will implement the deployment of Smart City partners, Austin will continue to prioritize of the city’s land area located in the Austin urban- initiatives – the first step towards experiencing ized area (UZA)2 and 2,653 people per square mile transportation investments based on the most improved mobility – and monitor and evaluate critical needs of residents as defined by the across the Census Designated Place (CDP) land their performance. The MIC – indeed Austin’s eight priorities set in Austin’s comprehensive area. The City of Austin’s population accounts for entire Smart City effort – is supported by a plan, Imagine Austin, such as providing low-in- 58 percent of the UZA. foundation of rich, open source data managed come residents transit oriented affordable through a Two-Way Open Data Portal. housing and increased transportation options 3. SMART CITY ƒƒHow We Will Adapt – Austin is actively to access the workforce. If selected as a Smart engaged in reducing and reversing the nega- City Challenge finalist, the next phase of the CHARACTERISTICS tive climate change impacts associated with application process will define a prioritization urban sprawl and an overly auto-dependent plan and schedule for the implementation of 3.a Existing public transit system 11 population. The City Council approved Austin our proposed initiatives, as well as outline how Capital Metro is a full and enthusiastic partner Community Climate Plan, authored by its Office these projects will meet the objectives already in all aspects of the proposed MIC and its Smart of Sustainability, which sets a long-term net identified our comprehensive plan. City initiatives.3 Capital Metro serves Austin and zero community wide greenhouse gas emission As our Smart City Challenge proposal demon- is already innovating in Smart City ways: the goal by the year 2050. Our Smart City concepts strates, we have already established strong agency has established a goal to fully electrify its fully align with the City’s proposed solutions to partnerships with cutting-edge research and fleet; has executed partnerships with technology achieve this goal. In 2015, Austin produced the technology entities, and have made the founda- companies specializing in flexible, real-time route Central Texas Extreme Weather and Climate tional investments in technology infrastructure planning, mobile ticketing, and ride sharing; and Change Vulnerability Assessment of Regional that make us “ready” for this extraordinary grant has plans underway to deploy automated vehicles Transportation Infrastructure report which has opportunity. With the help of the Smart City into its fleet. Section 8 provides more details on identified critical resiliency needs and vulnera- Challenge grant and the anticipated financial Capital Metro’s current services. ble areas and assets in the city’s transportation investment from our partners that the grant will 3.b Environment that is conducive to network, and has provided possible solutions unlock, Austin looks forward to being the U.S.’s demonstrating proposed strategies for agencies citywide to collectively pursue. first true Smart City of the 21st Century. The City and Capital Metro have partnerships with major software companies devoted to im- proving transit information and access, including

The City of Austin, Texas Beyond Traffic: The Smart City Challenge

Capital Metro recognizes that in an age of As a business environment, Austin consistently continuity not only for the three-year USDOT Chal- automated vehicles and big data, urban tran- ranks #1 or high up on virtually every “Top 10 lenge period but beyond, to carry on implementing sit agencies need to innovate. Its leadership Cities” list. Forbes magazine this month named future projects. Our many stable, established is prepared to embrace electrified, automat- Austin “America’s next boomtown.” The recently partners will ensure both continuity and capacity. ed, on-demand vehicle services with flexible published Dell Future Ready Economies Model Austin is investing in this for the long haul and routing. Elements of the Smart City Chal- projects that Austin will be one of the nation’s has already started down the path towards a new lenge that Capital Metro transit is excited to fastest growing city economies over the next five smart mobility system. Our big-picture goal is to join include: to 10 years. Austinites are famously open-minded, launch a whole new economic sector in Austin in and eco-conscious early adopters – providing an addition to solving our transportation challenges, ƒƒNew airport “circulators” and smart applica- ideal base of mobility service consumers with give residents a range of safe and automated tions that pilot consumer-facing, automated which to pilot innovative new ideas that require mobility choices, and improve our environment public transit. individuals to try new ways of getting around the through electrification of our region’s fleets. ƒƒNew agreements with private transit and city. 3.d Commitment to integrating with the software companies. 3.c Continuity of committed leadership and sharing economy ƒƒFuture automated public transit that can capacity to carry out the demonstration Austinites are enthusiastic participants in the increase service frequency, service area, throughout the period of performance sharing economy; it’s the corporate home of Ho- and route flexibility. 12 Mayor Steve Adler, who began a four-year term meAway and a top AirBnB city as well. Austin is ƒƒTransit route optimization and the new in 2015, ran on a platform of improving transpor- the fastest-growing market for TNCs in the nation; Mobility HUBs. tation in Austin. The USDOT Smart City Challenge Austinites have embraced not only Uber, Lyft and has been embraced by the Mayor and City Council GetMe, but newer app-based peer-to-peer vehicle ƒƒDeveloping seamless connectivity between as an ideal fit with their two top policy priorities: sharing services such as BuddyTruk and FlightCar. transit and on-demand, tech-enabled, auto- transportation and affordability. City Manager Both ZipCar and Car2Go maintain active and large mated mobility services. Marc Ott, Capital Metro President and CEO Linda Austin fleets. It’s no surprise that Austin is cited Hacon, Bytemark, RideScout and others. South by Watson and their executive teams (and the leader- as a model in the National League of Cities report, Southwest Interactive, among other Austin events, ship teams of the Core Team partners identified in “Cities, the Sharing Economy, and What’s Next.” provides a globally watched forum for sharing Section 7) have pledged their full commitment to Due to the explosive growth of TNC utilization, demonstration project innovations with other cit- the project throughout its period of performance. elected officials have been developing a protocol ies and agencies. As discussed in Section 1, Austin To provide continuity independent of political to provide enhanced safety for Austin users. Uber, also has an outsized presence in the investment cycles, an “Austin Smart City Consortium” will Lyft, and GetMe have expressed interest in partic- and startup community. The City is recognized as be established with a Joint Executive Team (JET) ipating in our Smart City effort, and we welcome a third center, after Boston and San Francisco, for and dedicated full-time staff to oversee imple- the opportunity to continue working closely with Angel/VC investment in innovation and startup menting the Smart City project; the Consortium is TNCs. companies. described in Section 7. This structure will provide for stability, expanded capacity, nimbleness ,and

February 2016 Beyond Traffic: The Smart City Challenge

3.e Clear commitment to making open, and purchasing data. The City remains actively machine-readable data engaged in a national dialogue on standards for 5. SMART CITY As a tech innovation center, Austin is already municipal open data initiatives. VISION ELEMENTS deeply engaged with open data. As described in Capital Metro already shares both static data in Sections 1 and 9, the enhancement of our existing General Transit Static Feed Specification (GTFS) Austin’s MIC will serve as a focal point for deploy- Open Data Portal is a major initiative within the format and its real-time (RT) fleet information ment and coordination of all aspects of our Smart proposed MIC. It will serve as a regional, two-way (in GTFS-RT format) on state and city open data City Challenge initiatives – current and future. We open data center “warehouse.” portals, as well as its own website. This data share USDOT’s5 vision of a successful Smart City and understand that only through a combination The effort builds upon the City of Austin’s existing has allowed mobile ticketing through a partner- of a) cutting edge technology; b) innovative ap- municipal open data portal which utilizes the ship with Bytemark and a head start toward a proaches to urban transportation development platform Socrata. This open government resource next-generation Multi-modal trip planning and and delivery; and c) “smart” architecture, commu- offers the public data sets, downloads and APIs. payment tool currently in development through a nication, and land use can this vision be achieved. The portal is enhanced for smartphone use, and partnership with Hacon. intended to improve both accessible government Our Smart City Challenge partner, the Center for We have developed our proposed initiatives Transportation Research at UT Austin, is already accordingly. The following sections and table Austin’s Open Data Initiatives working with the City to develop an open data describe how Austin’s Smart City vision aligns with USDOT’s 12 vision elements for a truly Smart Code for America – Partnership since 2011 project, the “Data Discovery Environment.” It 13 yielding model projects that benefit cities na- allows sharing of Central Texas real-time and City – and a 21st Century Mobility System. tionwide. Austin maintains an “Active Brigade” historical trip and traffic data (from the City 5.1 URBAN AUTOMATION and Capital Metro), and provides a framework within the City’s thriving tech community of The safe, optimized introduction of urban automa- for using big data to help transportation agency civic hackers, innovators, and urbanists. tion is a cornerstone element of our application. staff and decision makers. The data platform is City Innovation Office – Created in 2013 Clearly, our Autonomous and Connected Vehicle web-based and the project includes developing to further engage civic tech transparency and Services initiative is a multi-dimensional effort to appropriate protocols for access and governance. growth. deploy urban automation boldly and safely in order This will give us a huge Smart City head start on to pave the way for proliferation of automated ATX Hack For Change – Hosts events using the proposed MIC’s Two-Way Open Data Portal. open data to develop innovative community vehicle services across the nation. In addition, based solutions. Projects have included local Travel Access Hubs will serve as physical (and bus, bike, and walking travel apps. 4. ANNOTATED visible) epicenters for the introduction of urban automation. and private sector innovation and collaboration. It PRELIMINARY SITE With an eye beyond our initial deployments, the also maintains an open government platform, Aus- MIC will monitor and iterate our efforts related to tinGo. Austin Finance Online is an award-winning MAP urban automation. The technology and business tool that allows citizens to access city financial See Figure 2 4on page 15. models are evolving so rapidly that we need to The City of Austin, Texas Beyond Traffic: The Smart City Challenge

Mobility Innovation Center Table 1: MIC’s Fulfillment of Project Highlight 12 Vision Elements A critical aspect of Austin’s Autonomous and Connected Vehicles initiative is coordi- nating the deployment of such vehicles with the evolving public transportation system, car share/ car pool/van pool networks, as well as bicycling and walking, to create a robust A/C Vehicle Electric Sensor Travel Packaged network of mobility for the region. Services Fleets Systems Access Hubs Mobility Services remain agile and continue to learn from 5.1 Urban Automation    and replicate our efforts to ensure optimal 5.2 Connected Vehicles      deployment of urban automation. 5.3 Intelligent, Sensor-Based     Infrastructure 5.2 CONNECTED VEHICLES 5.4 Urban Analytics      As we implement electric and automated vehicle projects throughout Austin, we will 14 5.5 User-Focused Mobility      Services and Choices enhance their benefits through advanced 5.6 Urban Delivery and   connected vehicle applications. Connectivity Logistics (V2X) will help us realize the level of safety 5.7 Strategic Business      and mobility benefit we seek, and thus it is Models and Partnering a fundamental component of our approach. Opportunities We will work with companies like Google 5.8 Smart Grid, Roadway    

VISIONELEMENTS and Daimler, along with Savari (DSRC) and Electrification, and Electric Vehicles NAUTO (V2Cloud) that make aftermarket 5.9 Connected, Involved      systems that can be installed in existing Citizens vehicles. We will then be able to test DSRC, 5.10 Architecture and      3G/4G/5G, cellular Wi-Fi, Satellite (XM Siri- Standards us) and other V2X technologies side-by-side 5.11 Low-Cost, Efficient,      to demonstrate that devices from various Secure, and Resilient ICT suppliers are interoperable and that various 5.12 Smart Land Use    communication technologies can coexist without harmful interference, particularly

February 2016 Beyond Traffic: The Smart City Challenge

Figure 2: Annotated Map of Austin’s Smart City Projects Beyond Traffic: The Smart City Challenge – Austin Location Map F Network-wide expansion of existing sensor based data collection system on all highways and major arterials 3

New Operations Management Center; along with network-wide instrumentation, puts the “I” in “V2i” and manages operations for the advanced automated transportation

Transit technology integration corridors for express transit

Transit technology integration Travel Access HUB: located at ABIA; corridors in conjunction with variable Automated transit shuttle, toll lanes transportation company coordination & E 1 fleet electrification demonstration, acts Network-wide integrated as a test bed for early adoption fare/payment system – the one card B technologies

Travel Access Hub: Typical Suburban P&R Austin Smart City Partners: location (Oak Hill); automated vehicle A. University of Texas Center for 2 last mile and vehicle repositioning site, Transportation Research carpool and alternative mobility 15 B. Texas A&M Texas Transportation coordination with surrounding Institute employment sites C. Rocky Mountain Institute D. Capital Metro 4 Transit Access Hub: Suburban City E. TxDOT Austin District G outside Capital Metro service area F. Central Texas Regional Mobility A C 3 (Pflugerville); carpool electrification, Authority G. Austin Transportation mobility as a service and transit system Department extension demonstration site

Travel Access Hub: Mueller D neighborhood; automated urban district 4 solution demonstration site, connectivity to bike-share, car share and new technologies investments

Travel Access Hub: Downtown rail station last mile alternatives demonstration site for emerging technologies

2

1 ABIA

The City of Austin, Texas Beyond Traffic: The Smart City Challenge

Unfortunately, these onboard sensors are some- connected vehicles ties the vehicle, infrastructure Project Highlight times occluded from directly sensing the vulner- and data analytics together. In the Airport Automated Shuttles/ able road users due to buildings, other vehicles, Circulators component of our Au- and intersection geometries – or simply lack the 5.4 URBAN ANALYTICS tomated and Connected Vehicles depth of full system awareness with other vehi- A critical aspect of Austin’s Autonomous and project, we have a unique opportu- cles, pedestrians, and road geometry. Intelligent, Connected Vehicles initiative is coordinating the nity to utilize CV technology in the infrastructure-based sensing can fill in these gaps, deployment of such vehicles with the evolving electric automated vehicles to help with any and in many cases can be more robust, utilizing public transportation system, car share/car pool/ intersection crossing or interaction and transit higher-end sensors and processors than can be van pool networks, as well as bicycling and walk- stop safety or conflicts with human-driven accommodated on a vehicle. ing, to create a robust network of mobility for the vehicles, to present real-time car location to region. Our program will focus on adding infrastruc- patrons waiting in the cell phone lot, and to ture-based detection technology at strategic react or respond during differing weather or Project Highlight positions near highly-dynamic intersections and environmental conditions. Our Urban Analytics and Policy transit stops. The data from these sensors will Research component of the be analyzed in real-time by detection and clas- to safety critical systems. The MIC will collect MIC can also help us better sification algorithms to identify key objects of and analyze performance data so that we can understand, analyze, and interest – and leveraging infrastructure-to-vehicle continually improve the system and make relevant model future impacts on travel demand. By 16 communication, such as (DSRC), the data will be data available to innovators. reviewing trends and analyzing characteristics transmitted to connected vehicles for use in V2V We will work with emerging companies that re- we will define a new vehicle class to represent and V2I applications. Whether human-driven or sponded to the Accelerate Texas Request For C/AVs, and conduct a sensitivity analysis for automated, these connected vehicles will benefit Interest (RFI) to deploy technologies already being different penetration levels of the C/AV class. tested in other parts of the world here in Austin, from the shared situational awareness provided exposing our community of early adopters and by the infrastructure. Furthermore, the infrastruc- The MIC features an Urban Analytics and Policy tech industries to the opportunities and realities ture’s ability to collect new, unique data from Research Center which will serve as Austin’s presented by electrification and automation. primary vehicle for analyzing Smart City data. Project Highlight The data from MIC’s Regional Operations and 5.3 INTELLIGENT SENSOR-BASED In our Sensor Systems proj- Management Center will be used to improve INFRASTRUCTURE ect, we intend to leverage real-time traffic management, transit operations A key element in Austin’s 21st Century Mo- ongoing projects by City of and traveler communication to reduce the effect bility System is awareness. With the advent Austin and TxDOT through of traffic incidents in the City. This real-time of sensor-equipped vehicles, automakers are the introduction of several application of data can also be used to facilitate implementing systems that use these sensors additional and new sensor programs to further the use of automated and connected vehicles on to warn drivers of vulnerable road users, such as enrich our data sets and open the door to new arterials and highways. The integrated nature of pedestrians, construction workers, and cyclists. and innovative applications. the MIC’s multiple functions lends itself to the

February 2016 Beyond Traffic: The Smart City Challenge

data optimization and sharing techniques critical management tools, the limited automotive space for technologically Smart Cities to develop plans to the creation – and sustainability – of Smart at these hubs will be prioritized for car sharing, for managing UAV traffic within the urban core Cities. vanpooling, and rideshare or automated vehicle and for distribution of packages delivered in this pick-up and drop-off. Designed to make travel manner is still urgent. Likewise, the use of small 5.5 USER-FOCUSED MOBILITY SERVICES sustainable and easy, these transportation hubs automated low-speed electric ground vehicles AND CHOICES would be a national model for connecting people could also be considered for package delivery, Our Packaged Mobility (one-card/one-app) Ser- and places. perhaps operating safely and conveniently within vice is specifically designed to provide mobility Austin’s extensive bike network. choices to all Austinites and visitors. We believe 5.6 URBAN DELIVERY AND LOGISTICS that seamless integration of multiple modes of Austin’s 21st Century Mobility System will address, As our effort progresses we will seek out methods public transportation, combined with compact through pilot testing and implementation, several for accommodating UAV- & autonomous low- and connected land use and automated vehicles issues related to freight delivery for commercial speed vehicle based deliveries while preserving will decrease dependence on personal vehicles businesses and individuals within the urbanized public safety through proper interface with V2I/ and increase walking, biking, shared vehicle and core of the city. Several large package delivery V2V systems, ensuring security of the packages transit use. corporations are testing a variety of automated and citizens, and to limit the potential for UAV vehicle types for potential delivery of small- to failure or collisions. Project Highlight medium-sized packages with implementation hori- 5.7 STRATEGIC BUSINESS MODELS AND A cornerstone of Austin’s vision zons as short as 3-5 years. FAA is still considering PARTNERING 17 is a mobility subscription, or “Mo- how it will regulate or restrict general airspace to The City of Austin has a proven track record in bility as a Service” - the idea that the use of unmanned aerial vehicles (UAV); while partnering with the public and private sector on users should be able to purchase the number and/or level to which such deliveries innovative transportation initiatives. We see our a package of mobility options including transit, will become commonplace is unknown, the need partners as being both technology innovators bike, car sharing, and ridesharing, as well as wanting to improve the transportation system critical services to enable a nearly car-free life- Project Highlight in the Austin area and employers who wish to style such as grocery delivery in a prepackaged expand mobility options for their employees. smartphone app or card. The Urban Package Delivery compo- nent of our Automated & Connected As just one example of a strategic partnership to Likewise, the creation of Travel Access Hubs Vehicles initiative is made possible advance Smart City concepts, the City and the will create the physical epicenters for citizen en- thanks to several private companies Rocky Mountain Institute (RMI) are working over gagement with the 21st Century Mobility System. who indicate an interest to pilot the next several years to develop innovative mo- These hubs are envisioned as great public spaces commercial parcel delivery with autonomous bility solutions emerging from local and national where users can connect to many transportation drones. If proven safe, reliable drones could businesses, industry leaders, and entrepreneurs. options, co-working spaces, and other travel perform “last mile” delivery, and we could The program through its Urban Analytics Initiative amenities such as showers and lockers for cyclists. reduce the number of large trucks that need will improve the information available to the Using dynamic parking pricing and new parking to enter and navigate our city. public through mobility apps and other

The City of Austin, Texas Beyond Traffic: The Smart City Challenge

technologies. This will help people know what the port. We believe we can affect a rapid con- Project Highlight Project Highlight their options are when they are deciding how they version of these fleets to electric modes of travel want to get somewhere. through education, incentives, and infrastructure. The Connected Traveler For our Sensor Systems Initiative within the MIC will initiative, we will rely on Federal investment has been critical to removing become an epicenter for com- existing ITS standards and Project Highlight barriers to EV adoption and has directly supported munity engagement through- developing C/AV standards The City of Austin and the Texas an effective and diverse EV advisory group across out the Smart City process. The MIC will to ensure regional and A&M Transportation Institute (TTI) utilities, academia, government, and private indus- continuously provide live, reliable information, nationwide interoperability. Existing NTCIP have partnered to advance Acceler- try. The City values its Federal partnerships, and create an opportunity for interaction among standards for detection, cameras, and DMS ate Texas, focused on deployment especially looks forward to partnering with USDOT users and providers, and will offer citizens will be expected, and using tools like the of connected and/or automated to continue to advance – and implement - its a platform to provide insights and ideas for CVRIA to document planned V2I interactions technologies, and adoption of the necessary Smart City vision. policies, to deliver near-term benefits today. ongoing initiatives. will be foundational in our approach. TTI is providing technical support in the devel- Project Highlight that our innovations offer workable solutions to opment of strategies and applications that fuse Austin’s public and fleet EV real daily needs, we will seek out people with a connected vehicle and infrastructure sensors charging stations are powered by variety of socioeconomic, language, and mobility for mobility & safety applications. 100% green-e certified renewable perspectives and experiences. Our 21st Century Mobility System provides ways to engage the 18 energy credits, so each electric 5.8 SMART GRID, ROADWAY vehicle mile traveled displaces the maximum travelling public – while also motivating them to ELECTRIFICATION, AND ELECTRIC CO2, oil-dependence, and pollution of a gaso- try new travel tools and behaviors. We will want VEHICLES line mile. Austin is the ideal city to show that to know how the new services offered are work- Our Electric Fleets initiative is aimed at eliminating electric vehicles can affordably run on wind ing for seniors, parents juggling the transportation the barriers to widespread electric vehicle prolif- and sun power. Low, fixed charging costs - just of children, students, and low-income people with eration. This initiative will enable and incentivize $4.17 per month (Austin Energy also provides multiple jobs. electric vehicle adoption by high-mileage fleets charging station rebates) - greatly improves the Our program will also provide real-time informa- through innovative business models and financing. business case for electric vehicles independent tion valuable in every-day decision making. Mode In addition, we will deploy charging infrastructure of current gasoline cost. choice, route choice, time-of-day, and even wheth- intelligently and effectively to support our fleet er or not to make a trip – all can be influenced by work and encourage consumer adoption of electric 5.9 CONNECTED, INVOLVED CITIZENS readily-available and easy-to-digest data that will vehicles as well. Through this Connected Traveler Initiative, we come from our 21st Century Mobility System. will engage diverse community voices – traveler Austin also owns and operates its own interna- 5.10 ARCHITECTURE AND STANDARDS tional airport. As such, we control the operating input will be an R&D resource – and cultivate partners in mobility change. Austinites will not Our approach to the Smart City Challenge is to parameters of the taxi and transportation network use existing or near deployment-ready ITS, com- fleets that have access to passengers arriving at hesitate to voice their views and contribute to decisions that directly affect them. To ensure munication, and connected vehicle technology

February 2016 Beyond Traffic: The Smart City Challenge

and device manufacturers to build our V2V and DSRC, cellular and Wi-Fi technologies based upon Project Highlight V2I applications, it is critical they are built from communication medium availability, data transfer For our Sensor Systems a platform that supports the safety, mobility, and costs, and application requirements. initiative, we will rely on environmental applications developed by USDOT The Austin team also recognizes the importance existing ITS standards and sponsored research and complies with the stan- of physical security, communication security and developing C/AV standards dards and requirements referenced in the NHTSA device access control to ensure user privacy, to ensure regional and Advanced Notice of Proposed Rulemaking to trusted communications and secure information nationwide interoperability. Existing NTCIP create Federal Motor Vehicle Safety Standard processing and storage. For communication standards for detection, cameras, and DMS (FMVSS) 150 to require DSRC technology in future security and privacy protection, we will uti- will be expected, and using tools like the vehicles for V2V Safety. lize the established USDOT Security Credential CVRIA to document planned V2I interactions Management System (SCMS) to ensure trusted, will be foundational in our approach. 5.11 LOW-COST, EFFICIENT, SECURE, AND RESILIENT ICT secure communications and user privacy for that our innovations offer workable solutions to standards, architectures, and certification pro- While the City’s existing Information and Commu- DSRC devices communications. Furthermore, real daily needs, we will seek out people with a cesses as part of all the systems and applications nication Technology Infrastructure (as introduced we will implement security solutions for other variety of socioeconomic, language, and mobility developed through the partnership. The Austin in Section 3) provides a solid foundation, this internet of things (IOT) devices using non-DSRC perspectives and experiences. Our 21st Century partnership is committed to developing applica- program will make it necessary to integrate new communications mediums that comply with Mobility System provides ways to engage the tions and systems that can be extended to a na- industry standards and best practices and utilize connected, automated, and electrified technolo- 19 travelling public – while also motivating them to tionwide or broader deployment based on accessi- gies; intelligent infrastructure; a data repository; compatible cryptographic processes as necessary try new travel tools and behaviors. We will want ble, well-defined standards. In those cases, where USDOT’s Security Credential Management to interoperability and establish a necessary chain to know how the new services offered are work- viable standards and architectures do not exist, System (SCMS); and other existing back-end sys- of trust. For physical security and privacy pro- ing for seniors, parents juggling the transportation the partnership is committed to documenting the tems that support new mobility and environment tection, we will analyze system level and device of children, students, and low-income people with situations and circumstances as to why current applications. Our IC T will feature a Smart City requirements to ensure adequate conformance to multiple jobs. standards and architectures were insufficient to architecture that integrates information from a Federal Information Processing Standards (FIPS), Our program will also provide real-time informa- permit the desired functionality. variety of sources and a mixture of communication specifically FIPS 140-1 and 140-2 for cryptographic tion valuable in every-day decision making. Mode The Austin partnership plans to follow standard mediums. Project Highlight choice, route choice, time-of-day, and even wheth- system engineering practices and utilize tools Plans for communication security, physical securi- The MIC’s Regional Opera- er or not to make a trip – all can be influenced by such as the CVRIA, SET-IT and others to docu- ty, and device access control will be developed to tions Management Center will readily-available and easy-to-digest data that will ment planned and deployed systems. Critical to comply with all federal standards and to include be designed with hardened come from our 21st Century Mobility System. this will be documenting the interfaces and data the latest technologies. As part of our collabora- communication architecture in exchanges required to integrate projects with tive environment, we will seek mutually beneficial 5.10 ARCHITECTURE AND STANDARDS mind. As the epicenter of data collection and existing traffic management and data manage- opportunities to partner vehicle and device suppli- Our approach to the Smart City Challenge is to dissemination this facility requires maximum ment functions currently deployed in the Austin ers with IT service providers who provide proven use existing or near deployment-ready ITS, com- up-time of systems and secure connections to/ area. As we pursue opportunities with original technology which seamlessly switches between munication, and connected vehicle technology equipment manufacturers (OEMs) and vehicle from devices and back-office systems.

The City of Austin, Texas Beyond Traffic: The Smart City Challenge

Table 2: Technical, Policy, and Institutional Risks and Mitigation 5.12 SMART LAND USE Project Highlight Risks Mitigation To better help real people, our Smart City tech innovations must be focused on connecting key Our Travel Access Hubs will ƒƒData formatting incom- ƒƒFrequent collaboration during project functional requirements stage to ensure format transform parking lots into trans- patibilities compatibility places and supporting denser, walkable, transit/ mobility-oriented new development in areas with portation centers for people in ƒƒAutonomous vehicle ƒƒExplore accelerating deployment of technology needed for vehicle connectivity so suburban/exurban areas. Transit capabilities ready before that all new programs feature connected & automated in combination jobs and affordable homes. That same focus will lower our carbon footprint. Fortunately, Austin lines will converge with automated Connected capabilities ƒƒSystem network & architecture designs will focus on ensuring maximum security, has recently laid the foundation with the plans and vehicle drop offs, PEV charging stations, bike Technical ƒƒNumerous communica- and frequent collaboration meetings will take place (and ongoing) to ensure we are facilities, and more . tion mediums make us always considering the latest security measures policies needed to achieve this shift. They call for vulnerable to security/ redirecting our city’s rapid growth into compact hacking areas and “activity centers” – which need rich ƒƒFractured community ƒƒEarly in the planning process we will engage Community members through our mobility links. The City’s 2012 Imagine Austin support for an initiative Connected Traveler component ƒƒSocio-economic partici- ƒƒOur program will engage the full range of residents, cater programs to both young tech pation balance savvy riders as well as older residents, and consider all neighborhoods for services Project Highlight Policy ƒƒLegislative barriers to ƒƒOur team has already begun exploring any potential policy barriers and will work with Our proposed Travel Access Hubs implementation legislators to overcome them. would transform parking lots into 20 ƒƒFocus on capital costs but ƒƒA fundamental component of every project initiative will be to include a focus on intelligent and bustling transpor- not operating costs sustainability (i.e. funding, policy, labor, revenue, etc.) tation centers. Transit lines will ƒƒNeed a labor force ƒƒOne of our key strategies is to include recent graduates as employees to train the converge with automated vehicle trained in mobility ser- leaders of tomorrow and broaden the skill sets of our workforce and develop special- drop offs, EV charging stations, bike facilities, vices ized training tracks in degreed and non-degreed university programs and more. By transforming the typical suburban

Institutional ƒƒPartners are at differing ƒƒOne of the basic tenets of TSM&O is consideration of partners with differing levels park-and-ride into a Smart City facility, these capability & maturity of maturity with technology, we will address this early and often in coordination hubs are the epitome of smart land use. levels meetings so that the entire program advances independent of individual agency levels

modules and their physical and operational secu- extend beyond the connected and automated Comprehensive Plan and supporting “CodeNEXT” rity levels. Additionally, we will require that our devices and intelligent infrastructure to also in- (our current update of the land development code) partners and suppliers integrate hardware security clude backend processing systems and our offsite provide the essential “smart land use” basis for modules (HSM) into their designs for the storage data repository. We will develop and implement our Beyond Traffic Smart City initiatives. So does of, and processing involving, cryptographic secu- device access control plan beginning with an our recently adopted Community Climate Plan, rity credentials for attack mitigation. Encrypted assessment of access needs at the user, device emerging Austin Strategic Mobility Plan, Complete memory may also be specified protection of data and system levels. Components of this include Streets Policy, and regional Project Connect plan- containing Personally Identifiable Information (PII). access, software updates, authentication, and ning. These City efforts have already spurred the The HSMs and encrypted storage requirements security credential storage. rise of many new mixed-used projects in our TOD’s

February 2016 Beyond Traffic: The Smart City Challenge

5.12 SMART LAND USE strategies will be developed as part of the next Project Highlight Key Partners To better help real people, our Smart City tech phase of the Smart City Challenge (See Table 2 Our Travel Access Hubs will Rocky Mountain Institute Texas A&M Transportation innovations must be focused on connecting key on page 20). Institute transform parking lots into trans- The University of Texas at places and supporting denser, walkable, transit/ Austin Center for Transpor- Southwest Research mobility-oriented new development in areas with portation centers for people in tation Research Institute suburban/exurban areas. Transit 7. TEAM NARRATIVE jobs and affordable homes. That same focus will Austin Technology Greater Austin Chambers lower our carbon footprint. Fortunately, Austin lines will converge with automated In a short period of time, Austin has galvanized the Incubator of Commerce has recently laid the foundation with the plans and vehicle drop offs, PEV charging stations, bike support of public agencies, universities, national Austin City Up Texas Technology Council facilities, and more . policies needed to achieve this shift. They call for labs, non-governmental organizations (NGOs), and National Renewable Texas State University redirecting our city’s rapid growth into compact the private sector to help build the Smart City Energy Laboratory and other activity centers. City-sponsored major areas and “activity centers” – which need rich vision and identify the Smart City investments reviewing, and participating in our Smart City mobility links. The City’s 2012 Imagine Austin mixed-use redevelopments on publicly owned land outlined in this proposal. Our vision resonates include Mueller (a new urbanist redevelopment of 7 program. with all key stakeholders, who are very excited to our former Eastside airport), the Seaholm District make Austin the launching pad for a 21st Century Austin’s Smart City Challenge effort has garnered Project Highlight (a Downtown EcoDistrct), and the Plaza Saltillo Mobility System. the interest and support from many of the world’s Our proposed Travel Access Hubs TOD (by Capital Metro). Envision Tomorrow, a most innovative and powerful companies in the Core Team: The Austin Transportation Depart- would transform parking lots into super-data driven tool that demonstrates the mobility space. The following companies have ment (ATD) will lead the charge for implementa- intelligent and bustling transpor- benefits of directing investments in smart-growth committed their support and desire to partner on tion of the vision in partnership with our Core 21 tation centers. Transit lines will ways (funded by a HUD Sustainable Communities the Smart City Challenge. Their letters of support Team, Key Partners and the private sector. The converge with automated vehicle grant) will provide our consortium with a unique in the appendix give more detail, but each is a Core Team consists of local public agencies that drop offs, EV charging stations, bike facilities, and powerful tool for pairing land uses with Smart leader in USDOT’s Smart City Vision Element ar- plan, build, operate and maintain the regional and more. By transforming the typical suburban City transportation. eas and will bring their technologies and business transportation system. park-and-ride into a Smart City facility, these models to bear in the implementation of Austin’s hubs are the epitome of smart land use. Core Team Smart City Vision. We still need to formalize part- 6. RISK nerships and agree to specifics, but we have some City of Austin Central Texas Regional initial thoughts of how each of these companies Comprehensive Plan and supporting “CodeNEXT” (Transportation, Energy) Mobility Authority MANAGEMENT could collaborate in our program: (our current update of the land development code) Texas Department of (CTRMA) provide the essential “smart land use” basis for Because of our extensive experience, partnering, Transportation (TxDOT) Capital Area Metropolitan ƒƒGoogle Deploy autonomous, connected, elec- our Beyond Traffic Smart City initiatives. So does and preparation for the Smart City Challenge, we Travis County Planning Organization tric vehicles as a user-focused mobility service. believe that Austin is a relatively “low-risk” invest- (CAMPO) our recently adopted Community Climate Plan, Capital Metro (Transit) ƒƒIBM Deploy smart infrastructure, information ment of Federal6 and other funding for implementa- emerging Austin Strategic Mobility Plan, Complete technology, and data analytics in order to en- tion of our Smart City vision. Table 2 summarizes Key Partners: As shown below, our key partners Streets Policy, and regional Project Connect plan- able and run the mobility system of the future. ning. These City efforts have already spurred the preliminary risks and mitigation strategies that our include several of the nation’s leading universities, rise of many new mixed-used projects in our TOD’s multi-agency team has identified. A more detailed NGOs, and private sector organizations that will risk assessment and development of management also be instrumental in designing, implementing,

The City of Austin, Texas Beyond Traffic: The Smart City Challenge

ƒƒGeneral Motors Deploy connected, electric Potential Partners District Engineer, CTRMA’s Executive Direc- vehicles and user-focused mobility services tor, Travis County’s Executive, and CAMPO’s Ford Austin NXP (formerly powered by advanced urban analytics. Executive Director. The City Manager, as the ABB Community Freescale) ƒƒCar2Go/Daimler Deploy connected, automat- College Metropia chief executive for the City of Austin will serve Austin as the fiduciary point of contact for the USDOT ed car share vehicles to consumers to increase Technology U.S. Postal National area of operation, reduce cost, and increase Incubator Service Renewable and will be responsible for the grant. convenience. ChargePoint TomTom Energy Lab ƒƒOperating Board: Provides project oversight HERE Vision Fleet ƒƒRideScout Use strategic business models Capital Factory and performance monitoring; approves draft and partnerships, urban analytics, and vehicle Lockheed Martin Pecan Street Green Wheels deliverables to submit to USDOT; and facilitates connectivity to provide user-focused mobility Intel NAUTO B-Cycle partnerships. Board composition includes De- partmental Executives from the Core Team. options and increase involvement of citizens Dell AT&T Savari in non-SOV travel. BMW ARM Siemens ƒƒConsortium Director: Manages the Smart ƒƒPeloton Deploy vehicles and technologies Spark Uber GetME City project; reports to the city manager as related to urban automation, urban delivery PTV Lyft Davi Figure 3: Smart City Successful Project and logistics, and connected vehicles. Carma Hitachi ParkMe Delivery We have also met with many other companies Huston Tillotson Inrix Verizon 22 University who have expressed interest in supporting Aus- Independent tin’s Smart City proposal. Some have provided Challenge and its outcomes. Therefore, an Austin Evaluator (appointed by letters of support as well and we will solidify Smart City Consortium, under the auspices of the USDOT) these relationships in the next phase of the grant City of Austin, is envisioned to provide the over- application process as we continue to add new sight, structure, and support necessary to assure Grantee Joint Executive Team relevant private sector partners. the transformation of Austin into a Smart City. The Austin City Austin City Council Manager Operating Consortium includes the following bodies: Mayor Steve Marc A. Board Project Delivery: Our Smart City Consortium Adler Ott provides the MIC’s oversight structure and is the ƒƒJoint Executive Team (JET), led by the City mechanism that will assure the implementation of Austin City Manager: Provides technical program oversight; assures adherence to grant and maintenance of our interconnected project Grant Consortium Program elements. Figure 3 demonstrates how we envision policies; sets policy; assists with resolving es- Administration Director Management the institutional framework to deliver a successful calated issues; and makes recommendations to Smart City program. The City and its partners the participating governing bodies. The Board recognize that the ambitious scale and timeline of will be composed of agency executives from the Core Team, including the City of Austin’s Project & the Smart City Challenge will require a dedicated Private Initiative team with the capacity to focus exclusively on the City Manager, acting as the Principal in Charge Sector Managers for the City, Capital Metro’s CEO, TxDOT’s

February 2016 Beyond Traffic: The Smart City Challenge

chair of the JET; manages private sector in- can be identified if U.S. and State Highways are private partnership communications (which may volvement; and serves as the point of contact to also included. have been the first in the nation) resulted in Metro USDOT. An executive of the City of Austin and 8.c Existing Transit Services Magazine awarding Capital Metro with its Innova- transportation professional – will be assigned tion Solutions Award in September 2015. Capital Metro operates Austin’s public transpor- this role and serve as the full-time Consortium 8.d Shared-use Mobility Services Executive Director. The Director and the overall tation network. In 2015, this network provided 1.4 Smart City program will be supported by an million revenue hours of service, utilizing 398 bus- The City of Austin features an expansive array of experienced program management firm (e.g., es, 40 MetroRapid BRT vehicles, 167 paratransit shared mobility services including shuttle services, reporting, budgeting, performance manage- vehicles, and 6 diesel multiple unit rail vehicles. ridesharing, transportation network companies ment, compliance, etc.) including a premiere Riders have access to 2,700 bus stops, 20 transit (TNC), bike share, car share, pedicabs, and private data management firm to support the data centers, and 9 commuter rail stations. hired vehicles. The following list of providers on infrastructure needs of our partners. Austin’s public transportation technology infra- the following page illustrates that Austin offers structure strongly aligns with the characteristics mobility services that go well beyond Capital Met- The Consortium will be staffed by project and of an ideal Smart City. The City and Capital Metro ro’s public transit services. These services offer initiative managers who oversee the day-to-day have an impressive history of collaborating with safe, affordable, and innovative service options aspects of our Smart City effort; monitor and mea- each other to provide riders with the most intel- to residents throughout the City. sure performance; and prepare draft deliverables. ligent transportation system possible. Capital Managers are expected to be senior staff from the TNC Bike Share Pedicabs Metro was the only transit agency in the nation Core Team and Key Partners. 23 to be named as a Premier Technology Leader in Uber Austin 500 operators 2016 by Computerworld. Lyft B-Cycle Shuttle 8. EXISTING Austin’s public transit mobile ticketing app was Get-ME Car Share Services TRANSPORTATION one of the first of its kind in the nation and has Car 2 Go 85 Shuttle won multiple local, state, and national awards. Zip Car Companies INFRASTRUCTURE The app allows riders to purchase tickets on any 52 Airport of Capital Metro’s bus, rail, or paratransit services Shuttles 8.a Arterial Miles and to store them on their smart phones. The City The City of Austin’s existing transportation infra- of Austin and Capital Metro worked together to 8.e Information and Communication structure includes 369 centerline miles of arterial implement the infrastructure required to support Technology 8 transit signal priority allowing BRT (MetroRapid) streets. routes through center-to-center communications. The Austin area is fortunate to have several exist- 8.b Freeway Miles ing partnerships that will be leveraged to support The combination of availability of real-time AVL our Smart City effort. These partnerships will Austin’s freeway infrastructure includes 167 cen- data via Capital Metro’s website, mobile app, provide the networking backbone and information terline miles of interstate freeway, expressway, dynamic message signs, and open data portals technology infrastructure that will be needed to and toll roads. An additional 110 centerline miles and advanced mobile to mobile application public implement our Smart City vision.

The City of Austin, Texas Beyond Traffic: The Smart City Challenge

In 1993, the multi-agency Greater Austin Area the proposed Regional Operations Management reduce recurring congestion, increase safety, Telecommunications Network (GAATN) was cre- Center. and leverage existing resources to a scale that is ated. GAATN is a network that connects more Finally, a fiber optic network, operated and main- greater than that achieved by individual agencies. than 400 partner agency sites via 339 miles of tained by TxDOT along major highways (i.e., IH35, 8.g Smart Grid Infrastructure fiber optic cables. In 2002, GAATN received a US183, US290, SH130, SH71, and Loop 1) in the “Best of Texas” award from the Center for Digital Austin Energy is the nation’s 8th largest publicly Austin area serves as a communications backbone owned electric utility serving more than 448 thou- Government and Government Technology maga- network for connected transportation. zine. In 2011, GAATN was named recipient of the sand customer accounts and more than 1 million Community Broadband Organization of the Year 8.f ITS Including Transportation Manage- residents in greater Austin. During peak demand, award by the National Association of Telecom- ment Center and Field Equipment Austin Energy manages 2,714 megawatts (MW), munications Officers and Advisors. The Austin region has multiple, independent trans- 57 MW of reduction assets, and 3,485 MW of portation management centers (TMCs) operated generation capacity which consists of 28.5 per- Completed in 2003, the Combined Transportation, cent renewables. Austin Energy is responsible for Emergency Communications Center (CTECC) is a by various entities including the City of Austin, TxDOT, CTRMA, Capital Metro and others. Each 623 miles of transmission lines and 11,429 miles partnership of the City of Austin, Travis County, of distribution lines on Austin’s electric grid. Op- TxDOT and Capital Metro. CTECC is the current TMC operates independently with its own set of standard operating procedures, performance erations are funded entirely through energy sales location of TxDOT’s intelligent transportation sys- and services, and the utility operates within the tems for the Austin area. Roadway traffic sensor metrics, and overall goals focused on their users. 24 Electric Reliability Council of Texas statewide and camera information arrive at CTECC via a Through regional collaboration, Austin and its market. dedicated network and this information is used for partners are addressing this “siloed” operational daily operations by transportation management approach through the development of the ROMC Highlights of this innovative utility, beyond tradi- staff and public safety agencies. CTECC is also component of the MIC. As described in Section tional electric service operations, include: one of six ‘super ring’ sites on the GAATN allowing 1, the ROMC would take a holistic “One System” ƒƒAustin Energy Green Building — Austin En- for ease of network interconnection. approach to managing the region’s transportation ergy launched the first Green Building program Complementing this infrastructure is the fiber system. Creating a “One System, One Vision” in the nation; more than 10,000 Austin homes optic network operated by ATD that connects approach leverages the expertise and resources are Green Building rated. nearly every signalized intersection in Austin to of each entity to create an operational approach ƒƒClimate Protection — The 2014 update to an existing transportation management center. whose sum is much greater than the individual the Generation, Resource and Climate Protec- The ATD network is currently being analyzed to parts. This shifts the paradigm to improving mo- tion Plan envisions Austin Energy achieving a determine the best approach for updating the bility of all users regardless of the facility they are 55 percent renewable energy supply by 2025. traveling along. Multi-agency staff would be locat- network to use the same software that is used by ƒƒEnergy Efficiency — Through Austin En- TxDOT so that these two systems can exchange ed at the ROMC and coordinate through common operating objectives and integrated technology ergy’s energy efficiency achievements, the information with the long term goal of seamless utility has been able to save 700 MW from message exchange between ATD and TxDOT via and data platforms. The ROMC provides a great opportunity to improve incident management, 1982–2006. An additional 900 MW energy avoidance goal has been set for 2025, and as

February 2016 Beyond Traffic: The Smart City Challenge

of 2013, we have already avoided 376 MW Figure 4: Data Functionality toward that goal. ƒƒEnergy Efficiency Rebates — In FY 2013, Austin DATA Urban Information Decisions Outcomes more than 35,000 energy efficiency improve- (performance ment rebates totaling about $11 million were Analytics Initiative measures) paid to Austin Energy customers. ƒƒDark Sky Compliant Streetlights — Austin Energy continues to find ways to become a Austin’s data cache to support its Smart City Austin community with a focus on high-impact more efficient utility including automating its vision is too large to list in this proposal. A few applications that address city challenges across 56,000 streetlights and making them Dark Sky examples of relevant data include travel times, all sectors – transportation, safety, environmental, compliant. Austin Energy also converted more reliability, signal timing, transit vehicle locations, than 13,000 streetlights to light emitting diode transit schedule adherence, passenger loadings, Data’s Value in Managing a City technology. The automation and LED projects managed parking transaction and occupancy, (data driven decisions) are expected to save more than 4.3 million video, air quality, weather, crash statistics, field kilowatts annually. Austin is working on a number of exciting equipment status, and incident characteristics. efforts to share data with businesses to im- ƒƒElectric Vehicle Charging Stations — Aus- Austin’s commitment to open data is exemplified prove and create services for their customers 25 tin ranks among the top four cities in the nation by City Manager Marc Ott’s Open Data Initiative while simultaneously benefiting the community for electric vehicle public charging stations. In 2.0 directive that “with the development of new through reduced congestion, improved safety FY 2015, the Plug-In EVerywhere™ Network technologies and an increasingly connected and and less environmental impacts. For example, surpassed its 100,000th session. engaged population, a growing expectation is today, the City’s low water crossing data is being placed on government leaders to promote being consumed by Metropia – a company 9. DEFINE EXISTING transparency, citizen participation, and collabora- that provides incentive-based navigation ser- tion.” vices. When a low water crossing is blocked, DATA COLLECTION Beyond its existing data program, Austin is re- Metropia’s app routes traffic around the making the face of urban analytics. Austin is in crossing reducing congestion and frustration The City of Austin has a robust data collection the process of bringing these resources together for their users. Building on this success, early program and therefore a rich foundation of data through its Urban Analytics Initiative (UAI) to en- discussions are underway with Metropia to to support implementation of our Smart City vision. able the broader transportation community (and share the City’s reduced speed school zone Austin and 9its partners are data-driven, out- others) to take advantage of the latent potential data. Access to this data enables Metropia come-focused, and believe that data is an asset of this dynamic ecosystem. The mission of the UAI to alert their customers when they need to that has value in improving how a city (transpor- is to foster interagency and interdisciplinary col- begin slowing down and can also be used to tation infrastructure, transit, public safety, etc.) is laboration, promote synergy between the public, divert traffic away from the school zone further managed and operated. private, and academic sectors, and to engage the enhancing safety.

The City of Austin, Texas Beyond Traffic: The Smart City Challenge

affordability, and a host of others. The UAI is an requirements of different data providers. Data Implementation of the MIC and its subsequent integral aspect of the MIC’s Urban Analytics Policy handling procedures will be programmed into the initiatives will be designed to integrate with the Research (UAPR) Center element. system to the extent possible to minimize inad- current and planned ITS architecture in the region. In brief, the UAI will lead to data integration vertent data policy violations. Data policy audits In June 2015, the Austin region completed an across functions and services by: (1) fostering a will be performed at regular intervals by an inde- update to its ITS Architecture which documented data sharing culture; (2) using real-time data to pendent entity. The UAI will also develop (1) tools existing and planned ITS deployments. This archi- make real-time agency operations and staffing to identify data integrity issues (gaps, significant tecture will provide the framework for deploying decisions; (3) discovering relationships among deviations) and (2) procedures to flag issues and the systems and technologies outlined in Austin’s different data sets that can lead to improved when appropriate resolve issues. Smart City vision. Austin is also committed to decisions regarding management and operations; following the approach outlined in the Connected (4) documenting benefits of data integration. As 10. ITS AND Vehicle Reference Implementation Architecture Figure 4 shows, data across a variety of functions (CVRIA) for identifying and documenting interfac- and services are compiled in a common database, CONNECTED VEHICLE es and data flow between systems in a connected accessible to a number of sectors. Analytics are vehicle environment. The CVRIA approach, and in performed, and information is generated to make STANDARDS particular the SET-IT tool, will be used to develop management and operations decisions across a project architectures for systems and application range of time frames. We believe that the out- Austin is committed to deploying applications and deployed through the MIC. 26 come of UAI will be more integrated Multi-modal systems where the interfaces and the data trans- The City further plans to utilize the framework programs and more rapid decisions. Section 11 ferred10 between the systems are open and flexible established by USDOT for certifying the system of this proposal further describes how data will to all developers and users of the system. To the components and technologies deployed through inform the measurement of Smart City goals and extent possible, the City is committed to using the MIC. It is envisioned that certification will objectives. existing standards, protocols, and architectures occur at the device and system levels to ensure in the development of applications and systems. Performance measures are the ‘face’ and the accuracy, timeliness and integrity/security of A sample of these is highlighted to the right of over-the-air and other transmitted data, as well ‘guts’ of the system. Real-time reporting aids trip this page. decisions; daily reporting facilitiates changes to as the application level. When possible, the MIC agency operations; and monthly and quarterly In those cases where existing standards are will utilize supplier systems, technologies, and reporting helps identify the need for investments inadequate or incomplete to support the desired services that have been previously certified by and policy changes. Data policies and agreements functionality, Austin will prepare appropriate USDOT. In cases where certification equipment among data providers and users will need to be documentation of the standard’s deficiencies does not exist, we will make use of the third party developed through the UAI to address data col- that will be introduced to standard development certification services, such as the OmniAir Certi- lection, management, sharing, storage, archiving, organizations, such as SAE, IEEE, ITE, and others fication Services led by the Southwest Research security, and privacy issues. It is likely that these to develop new or revise appropriate standards for Institute, to coordinate and conduct certification policies will require some degree of customi- the benefit of other cities across the nation. testing. zation to address different data types and the

February 2016 Beyond Traffic: The Smart City Challenge

ƒƒEngagement in the form of internal agency Existing Standards, Protocals, 11. MEASURABLE operations reports and project, policy and and Architecture overall Smart City dashboards are envisioned GOALS AND ƒƒ SAE J2735 Dedicated Short Range Commu- to connect MIC activities to Austinites. nication (DSRC) Message Set Dictionary OBJECTIVES ƒƒThose decisions produce outcomes that affect ƒƒSAE J2945/1 On-board Minimum people, organizations and the environment. A cornerstone of Austin’s Smart City vision is that Performance Requirements for V2V Safety Outcomes also illuminate other questions and our goals and intended outcomes cannot just be Communications data needs completing a feedback loop that aspirational statements; they must be measurable 11 ƒƒ IEEE 1609 Family of Standards for Wireless can be used for continuous monitoring and and achievable. Each Smart City initiative – from optimization. the real-time operation of the MIC to the projects Access in Vehicular Environments it will deploy – will be measured by a data-facili- ƒƒ IEEE 802.11 specifications for wireless local Austin’s agencies have been sharing data tated, stakeholder-driven, transparent perfor- area network (WLAN) computer and performance measures for many years in mance plan. The plans will be stakeholder-driven communications ad-hoc or project related efforts. The value of Austin’s Smart City effort is that the interagency and transparent both in their development and use. ƒƒ The family of National Transportation cooperation and coordination will be further The City of Austin and its partners have identified Communications for ITS Protocols (NTCIP) incorporated into daily and annual multmodal a series of goals and objectives which align with communications protocols and interdisciplinary decision-making processes. USDOT’s expected outcomes of the Smart City 27 ƒƒ ITE’s Traffic Management Data Dictionary Austin’s Smart Growth Plan, for example, points Challenge: enhance mobility; improve safety; and (TMDD) to desired mobility targets at the neighborhood address climate change. Efficiency, sustainability, level that prioritize pedestrian, bike and transit and equity are other important goals, objectives ƒƒUrban Analytics Initiative is the engine that improvements in densely developed areas, and of which are summarized in Table 3. The data analyzes the data, produces key performance operations treatments that improve travel time analysis will be used for reporting, but as impor- measures, compares them to targets, and reliability along major travel corridors. The UAI can tantly, also for improving day-to-day operations identifies the amount and timing of deficiencies. incorporate these priorities in real time to decide and investment decisions. ƒƒInformation is used to make decisions about which problems need solutions and which are To achieve these goals, Figure 4 on page 25 whether the project or policy needs to be ‘usual congestion’ - other urban areas can unlock presented a performance management process adjusted to meet mobility, safety, efficiency, the value of Austin’s Smart City efforts for their which will be made possible with complete sustainability, and climate change objectives. citizens, businesses, agencies, etc. Local commit- implementation of the UAI. The process may be These may result in real-time deployment of ment to such immensely successful events such summarized as follows: resources, near-term changes in operations or as SXSW demonstrate that Austin is proficient in ƒƒData is provided through smart sensor infra- longer term needs for innovation, investment sharing results with the rest of the world – Aus- structure, connected citizens and vehicles, or policy changes. tin’s Smart City commitment will join this list and private sector sources, qualitative instruments, ensure USDOT’s goal are met. etc.

The City of Austin, Texas Beyond Traffic: The Smart City Challenge

Table 3: Goals and Objectives Category Goals Objectives SAFETY Eliminate deaths and serious ƒƒPrioritize resources to address (1) locations and (2) behaviors that are over represented by fatalities and injuries injuries throughout Austin’s ƒƒFund staff, projects, operations and programs to improve transportation safety using enforcement, engineering, Multi-modal transportation education and emergency services system. MOBILITY Improve mobility for all people ƒƒProvide a wide variety of travel options – auto, bike, pedestrian, shared-ride and transit - that are efficient, and services. reliable, and affordable ƒƒFacilitate freight movement ƒƒReduce congestion in a collaborative and creative manner EFFICIENCY Operate the transportation ƒƒImplement strategies for distributing trips in a more balanced manner across modes, time, and the roadway system in a manner that network increases productivity and ƒƒOperate the transportation system across agency boundaries as One System reduces wasted time. ƒƒReduce emergency response times SUSTAINABILITY Create an urban environment ƒƒReduce vehicle-miles traveled (VMT) 28 that preserves natural ƒƒFoster interconnected development patterns that: resources. ––Support public transit ––Support a variety of transportation choices ––Positively address the linkage between transportation and affordability ––Increase use of environmentally sustainable practices and materials in the transportation sector CLIMATE CHANGE Reduce transportation-related ƒƒReduce transportation-related carbon emissions impacts on climate change. ƒƒDecrease carbon-based fuel consumption ƒƒReduce transportation-related air, water, and noise pollution and impacts on ecosystems

EQUITY Increase access to opportunity. ƒƒIncrease access to convenient and affordable transportation choices ƒƒImprove access to transportation for people with disabilities and older adults ƒƒImprove public transit experience

February 2016 Beyond Traffic: The Smart City Challenge

As Mayor Adler has championed, “We are Workforce Capacity: We will obtain new staff, 12. EVIDENCE 100 percent committed to doing whatever it consulting support, and additional program man- takes to make Austin the USDOT’s shining agement support to free up the time of our most OF CAPACITY TO Smart City demonstration project for the knowledgeable senior agency staff so that they SUCCEED nation.” can be available to the Smart City effort and the The city will assign an experienced transportation ongoing evolution of our mobility transformation. Austin has the drive, commitment, and capacity to professional to serve as the full-time Executive The Austin marketplace is also rich in technology successfully deliver its Smart City vision. City Director for the Austin Smart City Consortium. and entrepreneurial talent that is available through leaders12hip is excited and highly motivated to use This commitment provides a politically savvy, lo- our partnerships. the Smart City Challenge opportunity to tackle cally engaged, and tested leader at the helm. His Infrastructure Readiness: Austin Energy Austin’s transportation issues. leadership has led to an estimated $4 billion work is owned by the City and ranks among the top plan to improve I-35 with a number of projects four cities in the nation for electric vehicle public Austin’s Strong Financial and underway; signal technology and roadway infra- charging stations. Google is testing self-driving Business Track Record structure to support Capital Metro’s $48 million vehicles here. Shared-use mobility services are vi- bus rapid transit system; and, a multi-million dollar brant and growing. Capital Metro operates a vast Financial Solvency – The City of Austin an- pass through funding agreement with TxDOT to transit network and envisions an all-electric fleet nually runs budget surpluses, and has a AAA accelerate needed construction. The following with innovative first and last mile connectivity. bond rating. This is major discriminator and risk summarizes additional key features of the City V2I projects are implemented. Austin’s transpor- 29 mitigation factor. of Austin and its partners’ technical capacity to tation agencies have considerable investments in Proven Track Record with Business – The successfully deliver on the Smart City Challenge: intelligent sensor-based infrastructure, software, Mechanisms to City continually makes Top Ten lists. Specifical- Governance Model: Our Smart City Consortium dedicated transportation fiber networks, etc. Aus- Disseminate Results ly, the best locations for business, most likely governance model is a proven model. It is adapted tin’s first managed lane project will be completed toƒ succeedƒDedicated over and the active next Smartten years, City best place from the successful model used for multi-agency this year. to startKnowledge a business, Resource best Portalplace forthat millennials/ presents governance of the region’s Combined Transporta- Data Management Capabilities: Open data retirees,benefits, and others.costs, deployment levels and tion, Emergency Communications Center (CTECC) initiatives are implemented and expanding at Provenlessons Record learned fromwith deployment. Public-Private since opening in 2003. multiple agencies. The private sector is accessing PartnershipsƒƒOnline performance (P3) – We’ve “dashboards.” successfully un- Regulatory and Political Environment: Our this data to improve services to their customers. dertaken and completed many P3 projects, in The region is working with the University of Texas ƒƒVirtual and in-person outreach presen- readiness is also evidenced in our enabling regu- the operations, development and infrastructure to develop a regional data warehouse to enhance tations to other urban areas to support latory and political environment and demonstrated areas. These include private development, na- by local real-world testing of self-driving vehicles. access and analytical capabilities. tionalknowledge launch of transfer Car2Go utilizing and ParkMe, online and tools AE’s and social media. Smart land use is occurring through the City’s Performance Management Capabilities: Aus- chilled water system and AWU’s reclaimed wa- Imagine Austin Comprehensive Plan and updated tin’s agencies are data driven. Agencies routinely terƒƒ Smartsystem, City parks Insider facilities, blog authoredand development by of CodeNEXT land development code. use quantitative and qualitative data to monitor publicproject works staff. infrastructure. performance, make improvements, measure

The City of Austin, Texas Beyond Traffic: The Smart City Challenge

outcomes and repeat; and, share key performance and freeway interchange construction. The City indicators with their governing bodies. will explore its funding mechanisms to further Procurement: As procurement is a critical path leverage Federal funds. TxDOT has engaged us in item, Austin is already exploring paths to begin discussions about a major matching grant. Capital procurement processes now so we are ready to Metro, the CTRMA, CAMPO, Travis County, and go upon receiving the award. the State of Texas are all on board as investment partners, expressing financial support for accel- erating our vision. 13. OPPORTUNITIES Austin’s round two Smart City Challenge submis- sion will provide more details on the robust com- TO LEVERAGE mitments from our project partners that we expect to fully leverage USDOT’s Smart City investment. FEDERAL FUNDS The City and its partners have been excellent As Texans, we have not been – nor will we be stewards of Federal grants for many years, and – shy about asking our partners to contribute will continue to do so if awarded the Smart City the13 resources necessary to meet USDOT’s ex- Challenge grant. pectations for delivering the national model of a 30 first-rate Smart City. The City of Austin is honored by the outpouring of interest as demonstrated by the multitude of support letters from companies, agencies, and organizations seeking to partner with Austin on the Challenge. We are commu- nicating to all potential and committed partners the expectation that they will go the extra mile to make Austin a highly competitive Smart City Challenge finalist – by generously contributing time, talent, and treasure. If awarded the Smart City Challenge grant, all organizations and companies identified in Section 7 will be asked to go beyond policy support for our effort to provide actual – and substantive – financial support. Austin agencies have a track record of contributing resources to joint initia- tives such as I-35 reconstruction, the BRT system,

February 2016