TABLE OF CONTENTSExecutive Summary 1 Section 1: Technical Approach 6 1.1 Smart City Community Challenge for Neighborhoods 6 1.2 Holistic, Integrated Smart City Approach 8 1.3 High-Level
Technical Approach 6
Smart City Community Challenge for Neighborhoods 6
San Francisco’s Smart City strategy treats preparing for the future as much a political challenge as a technical one, aligning governance and innovation to deliver tangible results By prioritizing outcomes that prove value, the city aims to build broad public trust and sustained political support for its smart-city initiatives In this approach, successful projects act as catalysts for momentum, making it easier to secure funding, collaboration, and policy backing across communities.
To minimize deployment risk, this proposal will rely on repeated, small-scale experiments rather than riskier “big bang” efforts We are passionate about this iterative approach because it actively invites residents to engage with and envision the Smart City Challenge Neighborhoods will have the option to select from a set of pilot programs that best match their needs and values, including initiatives like freight and delivery shuttles and first-mile/last-mile services.
Technological change, especially around the car, is inherently political in San Francisco, as it is in any city; proposing new approaches requires grassroots participation to democratize change fully A rapidly changing city has left many residents feeling alienated and disenfranchised in their own communities The Smart City Community Mobility Challenge and its accompanying community engagement plan offer a real opportunity to channel these shifts toward a more equitable, safer, and greener future To do this, we will mobilize broad community input, center participatory decision-making in mobility planning, and translate that engagement into practical, inclusive solutions for everyone in the city.
• Make community engagement a central part of our strategy by creating a public “Smart City Community Mobility Challenge,” a contest to collect, identify and overcome the worst
“shared mobility challenges” with community- supported innovative technologies and behavioral change;
Create an engaging, community-friendly web platform that enables the public to easily submit their ideas The platform also delivers step-by-step assistance and webinars to help community groups develop the capacity to write compelling grassroots applications By combining intuitive submission tools with targeted training, it supports collaborative idea development and increases the likelihood that community-driven proposals secure funding.
To expand participation, we will engage with existing community advocacy groups and host public outreach workshops in neighborhoods less accustomed to Internet-based engagement and media, ensuring all San Francisco communities are aware of the Challenge and able to participate.
• Provide continuous support and technical assistance from outreach and technical teams to help community groups.
The City is unevenly organized For instance,
70,000 people move to San Francisco each year
Despite 60,000 residents leaving, many newcomers still struggle to enter San Francisco’s civic life Existing organizations often fail to attract them, limiting participation By providing publicly accessible tools for submitting ideas and applications, we create a Ladder of Opportunity with broader, cheaper mobility options that empower people to shape their own futures Making it easy to submit ideas and participate builds citywide capacity for more San Franciscans to voice their opinions and engage in civic life and discourse.
At the same time, we will aggregate problem sets from individuals to have a greater understanding of what city residents want from their transportation network.
By creating the process for a repeatable “Smart
City Challenge,” we will be able to:
• Test many small, relatively inexpensive experiments,
• Assist a variety of San Francisco’s diverse neighborhoods,
• Iterate twice a year or more,
• Improve the process of producing change,
• Test for replicability seeing if things that work in one neighborhood can work in another, and
• Collect data to guide future experiments or larger initiatives.
Figure 1.1 illustrates the Community Challenge process in three layered stages The top layer shows the repeated cycle of running the Challenge to sustain ongoing participation, the middle layer depicts soliciting public input and turning that input into practical applications, and the bottom layer represents a funnel where a large number of easily generated ideas are progressively distilled into a small set of completed applications.
Revise Community Smart City Challenge Program
Public Awareness Program Solicit/Receive
Individuals Enter Ideas Groups Coalesce
Many ideas requiring little effort Well-vetted Completed
Continuous Support to Applicants from Outreach Team and Technical TeamsFigure 1.1 Community Challenge Process
The Community Engagement Plan bridges the gap between theoretical policy-making and community-driven solutions, giving all residents—rather than a vocal few—a platform to tackle congestion, pollution, local circulation patterns, and reckless driving It will build trust between city officials and communities and nurture the next generation of mobility advocates to champion the smart city approach beyond San.
To advance a Community Mobility Challenge, we must adopt a bottom-up approach paired with an accessible application process As the private sector and SFMTA advance the infrastructure for connected and automated vehicles, we also identify the community’s most pressing challenges and co-create innovative solutions A crowd-sourcing platform and in-person meetups will surface proposals through a democratic process, ensuring that the best ideas with broad community support reach the application stage Beyond a clear project narrative and demonstrated community needs, applicants must show substantial community backing when presenting their concepts on the Smart City platform.
City Community Mobility Challenge website or at in-person meetups This process and feedback are critical to adoption, understanding, and success.
1 Start the conversation about mobility challenges and the existing transportation network,
2 Publicize the City’s efforts in becoming a smart city and what that means,
3 Educate the public on alternative mobility options and their associated benefits and trade-offs,
4 Redefine the role of transportation advocates by broadening and expanding the pool of stakeholders and potential grant applicants,
5 Empower all community members to leverage modern technology for positive and lasting change, and
6 Develop the next generation of shared mobility advocates.
Figure 1.2 shows a more detailed view of the Solicit/Receive Applications phase of our vision.
Once a neighborhood is selected as a Community Mobility Challenge neighborhood, its neighborhood team is paired with a technical working group, made up of partners from the Smart City Institute and government staff, to form a neighborhood smart city working group Through regular meetings staffed by the SFMTA, the group uses an iterative process to match the neighborhood’s shared mobility challenges with potential solutions proposed by the technical working group or developed in committee meetings These solutions are piloted, with acceptance assessed through regular opinion polls, and the pilots’ effectiveness evaluated by UC Berkeley research staff.
After neighborhoods approve the pilots, a new round of the Community Mobility Challenge opens and the cycle continues Even after the three-year pilot, this process is envisioned to repeat and gain momentum Many requests can be addressed through the existing $2 million annual fund for neighborhood projects, with a plan to grow this fund through public-private partnerships and future grants as appropriate.
Holistic, Integrated Smart City Approach 8
San Francisco is proud to have overcome numerous challenges through pioneering policies, innovative approaches, and an equity-first mindset Yet more challenges lie ahead that seem beyond the City’s control We are leveraging this grant opportunity to catalyze a series of breakthrough solutions that address these forthcoming challenges.
1 Affordability crisis The City and Bay Area’s burgeoning economy has outpaced affordable housing and transportation options causing
SECTION 1: TECHNICAL APPROACH displacement for some and longer commutes for all A private vehicle costs an average $10,000 per year For many this is an unsustainable
18% of household income going to mobility
Viable active and shared mobility options are needed for residents to reduce travel costs and increase their ladders of opportunity.
2 Traffic safety crisis 30 residents lost their lives in
2015 in preventable traffic fatalities Historically most fatalities occur on less than 12% of the
City’s streets and disproportionately in low- income areas Consistent with the City’s
Vision Zero aims to reduce traffic fatalities to zero by 2024, and we reject the idea that any death on the road is merely the cost of doing business By leveraging technology-driven speed control, proximity sensing, and collision avoidance tools, we can dramatically lower fatalities and boost safety for vulnerable road users.
3 Accessibility matters While we have experienced a great proliferation of on-demand transportation options, they are inaccessible, unavailable, and priced out of range for most residents We need universal design principles in current scheduled/on-demand and future automated mobility options especially for the aging, disabled, and low income
4 Fragmented and disconnected transportation system With the assistance of local and federal active transportation programs responding to public demand, the City and the nation have made great strides in walking, public transit, bicycling and shared modes However, San Francisco’s transportation networks are still fragmented for all and are not meeting the needs of the other half that drives Moreover, the cost of re-creating an urban landscape is prohibitive Rather than pouring billions into a physical
Community Form Groups Around a Specific Problem Community Vote/Comment on Problems Electronically
Encourage Community to Submit Problems
Assist Groups in Creating Applications Assist Community with Popular Ideas to Form Groups
Community Groups Prepare and Submit Application
Figure 1.2 Smart City Problem Solving Via the Community Challenge
SECTION 1: TECHNICAL APPROACH reinvention of the City, via new technologies we can strategically spend millions to more fully integrate the transportation system via the provision of real-time information to travelers with single payment and paperless transfers across different modes to make getting around the city easier, cheaper and more convenient
5 Climate change We need to electrify our transportation fleets to create resilient, clean mobility systems Our transportation system still comprises nearly half of San
Francisco’s greenhouse gas pollution, and our infrastructure is vulnerable to climate events.
6 Service gaps in our public transportation network encourage auto reliance Reliable and available transportation for all trip purposes, all times of the day, everywhere across the City is what residents need to switch from driving their own vehicle.
An Overarching Approach: San Francisco Smart City Institute
Our vision offers bold and innovative ideas to demonstrate and evaluate the benefits of various smart city concepts that align with the Challenge’s
12 Vision Elements This level of effort requires the contributions of the City, academia, community, and technology companies The City has created the Smart City Institute to facilitate these interactions and our smart city incubator The Institute, housed at 50 UN Plaza, a block from City Hall, is an optimal, neutral space for city, community, business and academic staff to meet and work together to solve city problems including transportation The Institute will be the meeting place, organizer and advisor to the Smart City Challenge An impressive set of carefully chosen partners representing the City’s government agencies, infrastructure network operators, and service providers will work together to meet the USDOT’s Smart City goals Its transportation lens will focus on empowering
San Francisco Smart City Institute
City of San Francisco UC Berkeley
Evaluate Transfer Knowledge to Cities
Figure 1.3 The City, the University, and the Smart City Institute
SECTION 1: TECHNICAL APPROACH vulnerable populations, making more efficient use of existing infrastructure through innovation for moving people and goods, fostering the sharing economy, reducing collisions and fatalities, and improving resilience to climate events
Pattern of Implementation: General Sequencing
At a high level, Smart City Challenge work will generally follow this schedule:
• Year 1: Concept Development As required by the Smart City Finalist Notice of Funding
Opportunity: The City will focus its initial efforts on adding detail and structure to the Smart City deployment plan These plans include the deliverables outlined within the Smart City Challenge Phase II for Project.
Management, Data Privacy and Security, Data
Management and Independent Evaluation, and
Safety Management and Assurance as well as reporting as required
Year 2 focuses on designing, deploying, and testing component equipment, systems, and subsystems in real-world conditions; refinements to deployment are driven by feedback from users and the community; these iterative steps include proof-of-concepts to refine the user experience and establish sustainable business models.
• Year 3: Evaluate, Operate and Bolster The Concept of Operations and other key documents and plans developed in Phase 1 and followed in
Phase 2 will continue to drive the Evaluation and the Operations in Phase 3 Stakeholder involvement and public outreach will play an ongoing role and promote constructive feedback to further enhance performance measure validation and provide information regarding which efforts and deliverables should be replicated on a wider scale
1.2.1 Overview of Demonstrations and Applications Tested
This strategy combines a macro (regional and city) and micro (neighborhood) approach in a phased plan to reduce dependence on single-occupancy vehicles through shared and connected mobility, with automated deployment on a wide scale It requires both supply-side infrastructure—connected vehicles, curb space for shared mobility and freight delivery, and mobility hubs—and a demand-side service platform that informs user choices through price, travel-time comparisons, and incentives By linking supply-side technology management with demand-side feedback, the vision creates a path to innovative and inclusive mobility for all residents—young, old, disabled, low income, and beyond Each focus area is organized into demonstration concepts, with experiment budgets shown in Volume.
San Francisco's plan treats pilots as guideposts that are intentionally adaptable in response to feedback from residents, users, and technology partners If we receive the grant, we welcome discussions about use cases and test locations with USDOT, our partners, and the community, and we acknowledge that the number of projects may scale up or down based on performance We expect some pilots to succeed and be scalable, while others may prove unsustainable, with winners and losers as part of the process Our goal is to deploy feedback-driven demand and supply controls to optimize pilots toward a 10% reduction in single-occupant vehicle trips, fatalities, emissions, freight delays, collisions, and household transportation budgets across the transportation system Beyond the proposed three-year pilot, we intend to expand these successes and deepen our smart city initiative through collaboration with all citizens, partners, and the Smart City Institute.
Scale Pilot # Pilot Projects Text
- Integrated multi-modal mobility app platform
• Behavioral change to reduce SOV trips and auto reliance
• More equitable/accessible transportation through enhanced modal choice/options
• Increased public transit and shared mode (e.g., carsharing, ridesharing) usage
• Reduced circling time (safety/efficiency)
• Reduced travel time and cost (accessibility)
• Increased quality of life (prosperity)
R2 Safe driving feature in the multi-modal app platform
R3 Delivery service app feature in the multi-modal app platform
R4 Smart parking app features in the multi-modal app platform
• Behavioral change to reduce SOV trips
• Reduced crowding on regional public transit
• Increased people throughput, job access, and quality of life (accessibility/prosperity)
• Reduced VMT, travel time, and travel cost (accessibility)
• Reduced carpool lane violations (efficiency)
• Enabled productivity during commute (prosperity)
R6 Safe driving on-board unit for carpool users
R7 Dynamic carpool pick up curbs
Zero), MMITSS deployment along corridor
• Increased public transit and freight delivery speeds (efficiency/logistics)
• Decreased emergency vehicle response times (efficiency/ quality of life)
• Reduced truck signal delay (efficiency/logistics)
• Decreased collisions in sensitive population corridors (safety/equity)
• Increased digital equity (ladders of opportunity)
C2 Collision avoidance and Wi-Fi for public transit/taxi/large municipal vehicles (municipal mesh network)
C3 A connected vehicle Wi-Fi for public transit/taxis/municipal vehicles (municipal mesh network)
#1, #2 1.2.3.2 #3 C5 Shared van shuttle services: late night worker van and after school shuttle
• Behavioral change to reduce SOV trips
• Reduced travel time and trip costs (equity)
• Increased access (ladders of opportunity)
• Increased quality of life (prosperity)
• Reduced number of reported crimes (safety)Table 1.1 Pilot Projects and Outcomes
Scale Pilot # Pilot Projects Text
EV charging (EV charging – Vulcan proposal)
• Behavioral change to reduce SOV trips
• Increased public transit and shared mobility use
• Decreased private vehicle ownership and use
• Increased digital equity in neighborhoods (ladders of opportunity)
• Increased business patronage/revenue (prosperity)
• Increased job access (ladders of opportunity)
• Decreased travel times and cost (accessibility)
• Increased quality of life (prosperity)
N2 Wi-Fi parklets and community design
N3 AV delivery and/or municipal service
• Reduced travel times and cost (accessibility)
• Reduced costs to businesses and municipal fleets (efficiency/logistics)
• Increased quality of life for first and last mile (prosperity)
N4 AV First/Last mile public transit connection service
Table 1.1 (continued) Pilot Projects and Outcomes
AV First/Last Mile Shuttle Wi-Fi
Safe Driving App for Carpool
• Low-Income Transportation Budget Feedback Control
Figure 1.4 Pilots and Feedback Control
In this section, we provide an overview of our
This section presents sixteen demonstration pilots and describes their implementation, illustrating how each project applies smart city strategies to test and scale solutions Smart city pilots will deploy massive amounts of data, enabling unprecedented dynamism to iteratively refine designs, foster innovation, and calibrate pilot activities to optimize outcomes, as depicted in Figure 1.5.
The deployment plan for the pilot concepts centers on regional-scale projects that will cover the City of San Francisco and the wider Bay Area to address intercity travel by commuters and tourists This approach uses macro-level research, including larger-scale surveys and pilots, and a larger study population with an expanded sample size The two regional-scale initiatives highlighted are the Transport as a Service (TaaS) platform and the regional connected carpool lanes.
Note that all of the data collected during the pilot
(ranging from sensors to surveys to activity data, as appropriate) will be stored in the proposed data warehouse (described later in the proposal) at UC
High-Level Schedule, Milestones, and Deliverables 35
San Francisco will develop a detailed schedule with milestones and deliverables within the first two weeks of the award and will adjust the plan based on USDOT feedback We will produce all deliverables listed in the NOFO, and Table 1.4 provides a high-level schedule that outlines the project plan.
Annotated Map 35
See Page 38 for annotated site map.
Partnership Framework and Engagement: The Technology Partners Challenge 35
Two years ago, San Francisco Mayor Ed Lee's successful Entrepreneurship-in-Residence pilot paired a startup with a major international airport for 16 weeks, and in that brief window they developed a groundbreaking indoor navigation system for the visually impaired and blind community.
Key Hypotheses Metrics Data Sources
Providing an integrated multi-modal mobility app platform will improve overall accessibility, promote multi- modal trips, reduce dependence on private automobiles, and address the first-mile/last-mile problem
• Reduced VMT, emissions, SOV trips, travel times, and travel costs
• Increased quality of life and bikeshare use
• Number of users on the mobility platform
• Number of service providers who join the app platform
• Time savings due to smart parking app (private drivers and freight delivery)
• BART, Caltrain, Muni, AC Transit
• Before-and-after user surveys (and mobile app data) with longituindal (control/ experimental) panel
• Focus groups with longitudinal panel particpants
• Community Mobility Challenge focus groups
A “safe driving” feature in the multi- modal app platform or in-vehicle device, which incentivizes/nudges drivers, encourages safer driving habits
• Increased equity for vulnerable users
• Police reports of traffic collisions
• Before-and-after user longitudinal survey (control/experimental) panel
• Community Mobility Challenge focus groups
Delivery service and smart parking features in the multi-modal app platform can improve logistics and parking situations, with reduced cycling of goods movement and vehicle parking
• Reduced VMT and emissions Reduced circling time (reduced VMT)
• Reduced freight delivery time and costs (reduced truck VMT)
• Before-and-after user surveys (and mobile app data) with longitudinal (control/ experimental) panel
• Focus groups with panel participantsTable 1.3 Demonstration Component Hypotheses, Metrics and Data Sources
Key Hypotheses Metrics Data Sources
Regional connected carpool lanes (HOV) cut travel times and boost both driver and passenger participation in carpooling As carpools become more common, waiting times, walking distances to access carpool pickup points, and detours shrink, creating a positive feedback loop that dramatically expands carpooling among regional commuters.
• Increased number of vehicles in HOV lanes, casual carpooling participation, person throughput, and quality of life
• Reduced SOV trips, travel time, and travel costs
•Before-and-after user surveys (and mobile app data) with longitudinal (control/ experimental) panel
• Focus groups with before and after study participants
• Measurement of casual carpooling usage
Dynamic carpool pick up curbs will provide safe locations for carpools linked to the multi-modal mobility app to pick up and drop off passengers curb side
• Reduced collisions, SOV trips, travel time and costs, VMT, and emissions
• Increased person throughput, equity (ladders of opportunity), and quality of life
• Before-and-after carpool user survey (including demographic data)
• Focus groups with before-and-after study participants
• Community Mobility Challenge focus groups
A connected vehicle Wi-Fi mesh network will increase digital equity on-board and around the city, increase public transit ridership, and improve residents’ quality of life
• Increase in shared mobility and public transit use by low-income and non•smartphone users (e.g., older adults)
• Reduced travel time and costs
• BART, Caltrain, Muni, AC Transit peak- period data
• Bay Area Bikeshare peak-period data
• Before-and-after user survey data
• Focus groups with before-and-after study participants
• Community Mobility Challenge focus groups
Collision avoidance technology, through vehicle mounted sensors and accompanying technology, can alert drivers about pending pedestrian and bicycle conflicts, improving safety
• Increased equity for vulnerable users
• Police reports of traffic collisions
Connected Vision Zero corridors—real- time information exchange between intersection signal controllers and vehicles increases pedestrian and cyclists enhances traffic system performance, improves safety, and save energy
• Reduction of collision/fatalities Increased equity for vulnerable users
• Connected corridor data (volume data)
An on-demand late-night commuter shuttle and an after-school van shuttle will boost jobs access and equity, expand access to after-school programs, and reduce the commute cost and travel time for late-night workers who rely on the service.
• Reduced travel cost in time and money (late night)
• Jobs access (ladders of opportunity)
•SF Police data (before and after)
• Before and after user survey data
• Focus groups with before•and•after study participants
• Community Mobility Challenge focus groups
Table 1.3 (contined) Demonstration Component Hypotheses, Metrics and Data Sources
Key Hypotheses Metrics Data Sources
Strategic placement of shared mobility hubs expands transportation options for underserved populations, enabling riders to shift to more sustainable mobility modes and reduce driving and ownership of personal vehicles This shift lowers vehicle miles traveled (VMT) and associated emissions, supporting a cleaner, more equitable, and more efficient transportation system.
• Increase in shared mobility and public transit use
• Reduced travel time and cost (travelers), improving accessibility
• Increase in digital equity in neighborhoods (ladders of opportunity)
• Travel time savings for freight delivery due to curb space drop off (e.g., p2p deliveries)
• Before and after user survey data
• Community Mobility Challenge focus groups
Wi-Fi enabled parklets will promote digital equity/access in a neighborhood, spur economic development, and promote modal shift away from SOV toward shared mobility and active transportation
• Increase in business patronage and revenue nearby parklets
• Jobs access (ladders of opportunity)
• Before and after user survey data
• Focus groups with before and after study participants
• Community Mobility Challenge focus groups
Automated Vehicles (AVs) serving as a first-/last-mile transit connection, delivery service, or municipal service can provide safe and dependable service to city neighborhoods
• Proof of concept of AVs in city neighborhoods
• Reduce travel time and costs
• Job access (ladders of opportunity) and overall accessibility (reduced travel time and cost)
• Before and after user survey
• Focus groups with before and after study participants
• Community Mobility Challenge focus groups
Table 1.3 (continued) Demonstration Component Hypotheses, Metrics and Data Sources
SAN FRANCISCO MUNICIPAL TRANSPORTATION AGENCY
Deploy Multi-Modal Intelligent Traffic Signal Systems in the form of Transit Signal Priority and Emergency Vehicle Preemption
• Increased safety and public transit speeds
Create a robust vehicle mesh network by deploying Wi‑Fi access points (hotspots) in public transit vehicles, taxis, and other city vehicles to provide publicly accessible Internet access inside the vehicles and extend coverage outside them, enabling seamless city-wide public Wi‑Fi for riders and pedestrians alike This approach leverages in‑vehicle hotspots to deliver reliable public Internet connectivity across the transit ecosystem, enhancing user experience and expanding digital access throughout the city.
Multi-Modal Intelligent Traffic Signal Systems located roadside and in-vehicle
• Reduced public transit travel times, idling and GHG emissions
• Improved safety and satisfaction for pedestrians and cyclists
Shared Mobility Hubs/Wifi Parklets
Vanpool or shuttle service between late night worker hotspots
• Increased job access and safety
• Equitable and convenient transportation options for evening workers
50 mobility hubs near public transit stations equipped with WiFi kiosks, car/bike/scooter-share, curb space for carpool/taxi/ridesourcing services, and delivery
• Better transit access and connections
• Increased use of sustainable modes
Freight delivery via automated vehicles in low-speed urban environments
• Increased safety for all road users
Automated vehicle fleet to provide first and last mile shuttle service to major transportation hubs
• Reduced travel costs and parking demand at transit stations
• New highway HOV lanes for transit/carpools
• Increased ride sharing, mobility (especially job access) and public transit ridership
• Reduced commute travel times, regional rail crowding, congestion, VMT, and GHG emissions
Dedicated curb space for pick-up/drop-off by carpools and ridesourcing services
• Reduced congestion, double parking, modal conflicts, idling, and travel times
Dynamic Carpool Pick Up Curbs
San Francisco Smart City Challenge
This map shows the proposed locations for the San Francisco Smart City Challenge demonstration proposals, spanning regional, city-wide, and neighborhood scales as indicated in the explanatory boxes along the map’s sides Each proposal’s scale is noted on the map, and more information on every proposal can be found throughout Section One of the application document.
Rail Rail Stations Highway Rapid Networks Late Night Van Route
Carpool Routes Key Pickup at Mobility Hubs Minor Pickup Late Night Van Shuttle Stop
TO SOUTH BAY SILICON VALLEY
TO SOUTH BAY SILICON VALLEY
Vision Zero Tenderloin Smart Traffic Signals Waterfront to Embarcadero
Rail Stations Railway Rapid Networks Late Night Employment Van Route
Highway Carpool Routes Key Pickup at Mobility Hubs Minor Pickup Late Night Employment Hub
Automated Vehicle Route AV Carpool First/Last Mile Hub
TAXI ON-DEMAND SINGLE OCCUPANCY ON-DEMAND HIGH OCCUPANCY PUBLIC TRANSIT
SHARED ELECTRIC CONNECTED AUTOMATED MODEL
All modes operate independently with little prioritization Congestion, pollution, collisions, waste, noise Public space sacrificed for parking and roads Lack of funding to maintain system
Lack of supply means long wait times and high prices for on-demand services.
Supply greatly increased for on-demand services
Sharing becomes viable Car, bicycle and pool services emerge Shared delivery services emerge reducing costs for suppliers and receivers Late night service layer with micro-transit emerges.
Today, most vehicles are part of a shared mobility system, with integrated modes and affordable trip costs that invite broad participation Supply is saturated with shared services, and parking demand often peaks during peak hours Transport as a Service (TaaS) is increasingly the preferred way to navigate the city, delivering seamless multimodal travel and reducing the need for private car ownership.
Connected technology optimizes shared services
Collision avoidance technology, signal optimization and speed reduction[jcg2] Parking and street use demand reduces to repurpose some space to temporary uses Build out bicycle network.
Shared Electric Connected and Autonomous services are fully optimized Fatalities eliminated Vision Zero goal met with faster travel
Parking structures repurposed for affordable housing, streets become shared spaces.
ON-DEMAND SINGLE OCCUPANCY ON-DEMAND HIGH OCCUPANCY
SHARED ELECTRIC CONNECTED AUTOMATED MODEL
All modes operate independently with little prioritization Congestion, pollution, collisions, waste, noise Public space sacrificed for parking and roads Lack of funding to maintain system
Lack of supply means long wait times and high prices for on-demand services.
Supply greatly increased for on-demand services
Sharing becomes viable Car, bicycle and pool services emerge Shared delivery services emerge reducing costs for suppliers and receivers Late night service layer with micro-transit emerges.
Today, most vehicles operate within a shared mobility ecosystem where transport modes are integrated and trip costs are low enough to include a broad range of users The market is saturated with shared services, with supply keeping pace and parking demand peaking at certain times Transportation as a Service (TaaS) has become the preferred way to navigate cities, offering a seamless, affordable alternative to private car ownership.
Connected technology optimizes shared services
Collision avoidance technology, signal optimization and speed reduction[jcg2] Parking and street use demand reduces to repurpose some space to temporary uses Build out bicycle network.
Shared Electric Connected and Autonomous services are fully optimized Fatalities eliminated Vision Zero goal met with faster travel
Parking structures repurposed for affordable housing, streets become shared spaces.
ON-DEMAND SINGLE OCCUPANCY ON-DEMAND HIGH OCCUPANCY PUBLIC TRANSIT
SHARED ELECTRIC CONNECTED AUTOMATED MODEL
All modes operate independently with little prioritization Congestion, pollution, collisions, waste, noise Public space sacrificed for parking and roads Lack of funding to maintain system
Lack of supply means long wait times and high prices for on-demand services.
Supply greatly increased for on-demand services
Sharing becomes viable Car, bicycle and pool services emerge Shared delivery services emerge reducing costs for suppliers and receivers Late night service layer with micro-transit emerges.
Today, most vehicles are part of shared mobility networks, with integrated transport modes and trip costs low enough for broad participation The supply of shared services saturates the market while parking demand peaks at certain points in the day Transportation as a Service (TaaS) has become the preferred way to navigate the city.
Connected technology optimizes shared services
Collision avoidance technology, signal optimization and speed reduction[jcg2] Parking and street use demand reduces to repurpose some space to temporary uses Build out bicycle network.
Shared electric, connected, and autonomous mobility services are fully optimized, eliminating fatalities and achieving Vision Zero while delivering faster travel Pollution and noise are minimized, parking structures are repurposed for affordable housing, and streets are redesigned as inclusive shared spaces.
ON-DEMAND SINGLE OCCUPANCY ON-DEMAND HIGH OCCUPANCY PUBLIC TRANSIT
SHARED ELECTRIC CONNECTED AUTOMATED MODEL
All modes operate independently with little prioritization Congestion, pollution, collisions, waste, noise Public space sacrificed for parking and roads Lack of funding to maintain system
Lack of supply means long wait times and high prices for on-demand services.
Supply greatly increased for on-demand services
Sharing becomes viable Car, bicycle and pool services emerge Shared delivery services emerge reducing costs for suppliers and receivers Late night service layer with micro-transit emerges.
Urban mobility now centers on shared vehicles and integrated transport modes, driving down trip costs and expanding access for a broad range of users The market is saturated with shared services as fleets grow, while parking demand peaks at rush hours Transport as a Service (TaaS) is becoming the preferred way to navigate the city, weaving together rides, car sharing, public transit, and other mobility options into a single, seamless experience This shift enables affordable, flexible, and efficient urban travel.
Connected technology optimizes shared services
Collision avoidance technology, signal optimization and speed reduction[jcg2] Parking and street use demand reduces to repurpose some space to temporary uses Build out bicycle network.
Shared Electric Connected and Autonomous services are fully optimized Fatalities eliminated Vision Zero goal met with faster travel
Parking structures repurposed for affordable housing, streets become shared spaces.
SHARED ELECTRIC CONNECTED AUTOMATED MODEL
All modes operate independently with little prioritization Congestion, pollution, collisions, waste, noise Public space sacrificed for parking and roads Lack of funding to maintain system
Lack of supply means long wait times and high prices for on-demand services.
Supply greatly increased for on-demand services
Sharing becomes viable Car, bicycle and pool services emerge Shared delivery services emerge reducing costs for suppliers and receivers Late night service layer with micro-transit emerges.
Today, shared mobility dominates urban transport, with integrated modes and lower trip costs that enable broader participation The market is saturated with shared services, while parking demand peaks at certain times TaaS (Transportation as a Service), often considered alongside MaaS (Mobility as a Service), has become the preferred way to navigate cities.
Connected technology optimizes shared services
Collision avoidance technology, signal optimization and speed reduction[jcg2] Parking and street use demand reduces to repurpose some space to temporary uses Build out bicycle network.
Shared Electric Connected and Autonomous services are fully optimized Fatalities eliminated Vision Zero goal met with faster travel
Parking structures repurposed for affordable housing, streets become shared spaces.
ON-DEMAND SINGLE OCCUPANCY ON-DEMAND HIGH OCCUPANCY PUBLIC TRANSIT
SHARED ELECTRIC CONNECTED AUTOMATED MODEL
All modes operate independently with little prioritization Congestion, pollution, collisions, waste, noise Public space sacrificed for parking and roads Lack of funding to maintain system
Lack of supply means long wait times and high prices for
Supply greatly increased for on-demand services
Sharing becomes viable Car, bicycle and pool services emerge Shared delivery services emerge reducing costs for suppliers and receivers Late night service layer with micro-transit
Most vehicles are now part of a shared mobility ecosystem, with integrated modes and trip costs low enough to broaden participation The supply of shared services has saturated the market, while parking demand peaks in urban centers Transportation-as-a-Service (TaaS) is the preferred approach to urban mobility, delivering seamless access to multiple modes—from car sharing to bikes and transit—through a single platform.
Connected technology optimizes shared services
Collision avoidance technology, signal optimization and speed reduction[jcg2] Parking and street use demand reduces to repurpose some space to temporary uses Build out
Shared Electric Connected and Autonomous services are fully optimized Fatalities eliminated Vision Zero goal met with faster travel
Parking structures repurposed for affordable housing, streets become shared spaces.
San Francisco’s bold smart-city vision centers on a Transportation as a Service (TaaS) platform and Shared Electric, Connected and Automated (SECA) vehicles, with USDOT support accelerating this transformation We will propel this vision forward through close collaboration with residents, community groups, technology partners, and research collaborators at UC Berkeley and Lawrence Berkeley National Laboratory.
ON-DEMAND SINGLE OCCUPANCY ON-DEMAND HIGH OCCUPANCY PUBLIC TRANSIT
SHARED ELECTRIC CONNECTED AUTOMATED MODEL
All modes operate independently with little prioritization Congestion, pollution, collisions, waste, noise Public space sacrificed for parking and roads Lack of funding to maintain system
Lack of supply means long wait times and high prices for on-demand services.
Supply greatly increased for on-demand services
Sharing becomes viable Car, bicycle and pool services emerge Shared delivery services emerge reducing costs for suppliers and receivers Late night service layer with micro-transit emerges.
Today, shared mobility dominates urban transport, with integrated, low-cost trips that allow more people to participate A dense supply of shared services exists, though parking demand still peaks in cities Transportation as a Service (TaaS) has emerged as the preferred way to navigate urban areas, delivering seamless, multi-modal experiences that blend car sharing, ride-hailing, public transit, and micro-mobility into one convenient platform.
Connected technology optimizes shared services
Collision avoidance technology, signal optimization and speed reduction[jcg2] Parking and street use demand reduces to repurpose some space to temporary uses Build out bicycle network.
Shared Electric Connected and Autonomous services are fully optimized Fatalities eliminated Vision Zero goal met with faster travel
Parking structures repurposed for affordable housing, streets become shared spaces.
SHARED ELECTRIC CONNECTED AUTOMATED MODEL
All modes operate independently with little prioritization Congestion, pollution, collisions, waste, noise Public space sacrificed for parking and roads Lack of funding to maintain system
Lack of supply means long wait times and high prices for on-demand services.
Supply greatly increased for on-demand services
Sharing becomes viable Car, bicycle and pool services emerge Shared delivery services emerge reducing costs for suppliers and receivers Late night service layer with micro-transit emerges.
Energy and Electric Vehicles Commitment and Deployment 40
California has been at the forefront of national efforts to reduce GHG emissions for a decade, since the Global Warming Solutions Act (AB 32) of 2006 and the Governor’s Executive Order S-3-
05 established the goal of reducing statewide greenhouse gas emissions to 90 percent below 1990 levels (baseline) by 2050 (“80x50”) Last year, the State set new, aggressive targets for decreasing GHG emissions to 40 percent below baseline by 2030, which will make it possible to reach the 80x50 goal San Francisco’s Climate Action Strategy mirrors AB.
32 and has set near-term emission reduction goals by 25 percent and 40 percent below baseline by
2017 and 2025, respectively To date, the City has achieved a 24 percent reduction in GHG emissions
Table 1.4 Proposed Three Year Smart City Challenge Summary Schedule
Work Activity Responsible Party Start
Smart City Institute Partnership T Papandreou (SFMTA)
S Shaheen (UCB) Jul-16 Jul-16 SFMTA/UCB Memorandum of Understanding
Launch Tech Partners Portal Program Mgr (SFMTA) Jul-16 Aug-16 Online portal
Identify Contributors Program Mgr (SFMTA) Jul-16 Aug-16 List of local project contributors
Understanding J Goldberg (SFMTA) Jul-16 Aug-16 Execute MOUs with local project contributors
Launch Community Challenge T Papandreou (SFMTA) Jul-16 Aug-16 Community feedback
Identify Neighborhoods T Papandreou (SFMTA) Jul-16 Aug-16 Community adoption
Bid and Award Program Mgr (SFMTA) Sep-16 Feb-18 Contracts with vendors
Institute Demonstrations Program Mgr (SFMTA) Sep-16 Aug-17
Multi-Modal App (Taas) G Riessen (SFMTA) Sep-16 Aug-17 Multi-Modal App, Backend App Support
Safe-Driving Feature (Taas) G Riessen (SFMTA) Sep-16 Aug-17 Feature in TaaS platform to detect unsafe driving Delivery Service Feature (Taas) G Riessen (SFMTA) Sep-16 Aug-17
Feature in Taas platform to improve delivery efficiencey
Smart Parking Feature G Riessen (SFMTA) Sep-16 Aug-17
Feature in Taas platform to intelligently manage parking demand
Connected Carpool Lane Pilot G Riessen (SFMTA) Sep-16 Aug-17
Key transportation safety and efficiency initiatives include HOV lanes, lane striping, queue-jump prevention, clearly defined pickup zones, and reinforced enforcement infrastructure, while the Safe Driving On-Board Unit for Users, led by G Riessen of SFMTA from September 2016 to February 2018, uses onboard technology to reduce unsafe driving behaviors; a separate effort, Dynamic Carpool Pick Up Curbs, also led by G Riessen (SFMTA) from September 2016 to August 2017, focuses on dynamic curb management to streamline carpool pickups and improve traffic flow.
Carpool pick-up curbs to provide safe pick up and drop off
Smart Traffic Signals C Paine (SFMTA) Sep-16 Aug-17
Smart traffic signals to increase public transit speed, reduce ped collisions
(Municipal Mesh Network) C Paine (SFMTA) Sep-16 Aug-17
Collision avoidance tech to reduce collisions and improve safety
Transit & Taxi Vehicles with Wifi
(Municipal Mesh Network) C Paine (SFMTA) Sep-16 Aug-17 Wifi on city vehicle fleets
Connected Vision Zero Corridors C Paine (SFMTA) Sep-16 Aug-17 Connected, signalized intersections for
MMITSS, idling reduction, safety Late Night Van Shuttle (Shared Van
Shuttle Service) C Paine (SFMTA) Sep-16 Aug-17
Late night worker commute van pool/shuttle service
After School Van Shuttle (Shared Van
Shuttle Service) C Paine (SFMTA) Sep-16 Aug-17
After school van shuttle with dynamic tech to optimize travel
Shared Mobility Hubs A Thornley (SFMTA) Sep-16 Aug-17
Shared mobility hubs to reduce SOV trips, parking, auto ownership
EV Charging (Shared Mobility Hubs) A Thornley (SFMTA) Sep-16 Aug-17 EV charging stations
Wi-Fi and Parklets (Shared Mobility
Hubs) A Thornley (SFMTA) Sep-16 Aug-17
Public spaces built on on-street parking, Wifi kiosks
(Automated Vehicle Pilot) A Thornley (SFMTA) Sep-16 Feb-18
Delivery and/or muni vehicles equipped with
AV technology First- and Last-Mile Public Transit
Pilot) A Thornley (SFMTA) Sep-16 Feb-18
Vehicle fleet with AV technology for first- and last-mile connection to regional public transit
Evaluate Year One Deployment Program Mgr (SFMTA) Sep-17 Sep-17 Data and metrics
Refine Year One Deployment Program Mgr (SFMTA) Sep-17 Sep-17
Modify and bolster effective proposals based on analysis and feedback Institute Refined Year Two
Thornley (SFMTA) Sep-17 Aug-18 Year two demonstrations and applications
Evaluate Year Two Deployment Program Mgr (SFMTA) Sep-18 Oct-18 Data and Metrics
Refine Year Two Program Mgr (SFMTA) Sep-18 Sep-18
Modify and bolster effective proposals based on analysis and feedback Institute Refined Year Three
Thornley (SFMTA) Sep-18 Aug-19 Year three demonstrations and applications
Evaluate Replicability Program Mgr (SFMTA) Sep-19 Oct-19
Implement Long-Range Changes Program Mgr (SFMTA) Sep-19 Oct-19
Kick-Off Meeting T Papandreou (SFMTA) Jul-16 Jul-16
Invoicing J Goldberg (SFMTA) Quarterly Quarterly Invoice Packages
Meetings, Webinars, Workshops Program Mgr (SFMTA) Ongoing Ongoing
Quarterly Reports and Briefings J Goldberg (SFMTA) Ongoing Ongoing Quarterly Reports
Interim Reports (Annual) J Goldberg (SFMTA) Oct-17 Oct-19 Interim Reports
Final Report J Goldberg (SFMTA) Feb-19 Feb-19 Smart City Demonstration Final Report
Development of Concept of Operations
*Dates are subject to change
SECTION 1: TECHNICAL APPROACH from baseline despite an increase in economic development.
In 2012, Governor Brown issued an Executive Order directing state government to help accelerate the market for zero-emission vehicles (ZEVs) in
California's executive order set milestones on the path to 1.5 million zero-emission vehicles (ZEVs) in the state by 2025 ZEVs include hydrogen fuel-cell electric vehicles (FCEVs) and plug-in electric vehicles (PEVs), including battery electric vehicles (BEVs).
(BEVs) and plug-in hybrid electric vehicles (PHEVs)
Senate Bill 1275 established the Charge Ahead California Initiative to accelerate the adoption of zero-emission vehicles (ZEVs) The plan sets a target of one million ZEVs and near-ZEVs in service by 2023 and expands access to these vehicles for disadvantaged, low-income, and moderate-income communities and consumers in California.
To help achieve these goals, the Mayor’s Electric
Vehicle (EV) Working Group formed in 2015 The group directed staff to develop recommendations that would facilitate ZEV market expansion, ensure
ZEVs were broadly available to the community, and accelerate ZEV market growth throughout the Bay Area The EV Working Group aims to have
15 percent of the vehicles driven in San Francisco
(approximately 90,000) be ZEVs by 2025 This ambitious goal reflects the City’s focus on the reduction of GHGs from the transportation system
CleanDriveSF includes five key goals that enhance stakeholder coordination moving forward to ensure broad ZEV access for everyone, as follows:
4 Build consumer awareness and demand.
5 Promote broad access to ZEVs and capture economic development opportunities
San Francisco has two utility providers The San
San Francisco's electrical load is split mainly between the San Francisco Public Utilities Commission (SFPUC), which currently supplies about 17%, and Pacific Gas and Electric (PG&E), the investor-owned utility for Northern California, which serves roughly 75% of San Francisco's commercial and residential customer load.
Between the two utility providers, San Francisco’s energy mix is more than 40 percent renewables
Beyond electricity supply, San Francisco currently has over 30 MW of interconnected distributed solar photovoltaic (PV) capacity across 6,200 sites, with an additional 7 MW of solar PV installed at 16 municipal sites in and outside the city.
Figure 1.17 Potential Workspace for Smart City Institute
Figure 1.18 50 UN Plaza—Home of the Smart City Institute
SECTION 1: TECHNICAL APPROACH of the city The City will continue its path to 100-percent renewable energy with the launch of CleanPowerSF, San Francisco’s new
Launched in May 2016, CleanPowerSF, which was authorized under State law (AB 117 2002 and SB
790 in 2011), allows the City to partner with local
IOUs will give residents and businesses an additional choice in energy sources, expanding options beyond traditional generation Under CleanPowerSF, PG&E will continue to maintain the power grid, respond to outages, and collect payments, while the generation component of the bill is replaced with a charge that reflects cleaner energy sources Through the Smart City Challenge, we will expand CleanPowerSF and strategically integrate zero-emission vehicle (ZEV) infrastructure to optimize the energy grid.
San Francisco has made substantial progress deploying zero-emission vehicle (ZEV) infrastructure for freight, delivery fleets, and private vehicles, earning the nation’s top per-capita charger availability To date, more than 490 publicly accessible charging stations have been deployed citywide, including over 70 chargers at 23 municipal locations, all powered by 100% renewable hydroelectricity The city plans to accelerate the transition to ZEVs and electrified shared transportation through strategic planning and the expansion of charging and fueling infrastructure that meets consumer needs, ensures equitable access, accelerates technological innovation, and supports reliable power-grid management Through the Smart City Challenge, San Francisco will continue to advance ZEV adoption and build a robust, equitable, and grid-friendly charging ecosystem.
Public and private entities will advance light-duty zero-emission vehicle (ZEV) infrastructure planning and investment by partnering with Lawrence Berkeley National Laboratory, UC Berkeley, and PG&E to develop a San Francisco ZEV Grid Integration roadmap.
Make home charging easy to install and use, with a focus on multi-unit dwellings and workplaces, as the City’s CleanPowerSF program collaborates with private sector partners to explore new business models for delivering plug-in electric vehicles (PEVs) and carbon-free energy to Municipal Affordability Units (MUDs) and to deploy PEV charging and storage infrastructure that can provide grid services.
San Francisco’s fleet represents a visible area for ZEV expansion, as growing the use of ZEVs in municipal operations demonstrates these technologies at a large scale and expands community awareness
Using ZEVs in the City’s fleet also helps decision makers better understand the opportunities and constraints of integrating ZEVs into San
Francisco’s high-density urban environment San
Francisco’s objective in transforming vehicle fleets is to achieve economies of scale in ZEV procurement by aggregating the purchasing power of state and municipal fleets across the country, thereby lowering vehicle costs, expanding access to a wider range of zero-emission vehicles, and improving access to charging stations.
Through the Smart City Challenge, the city will streamline its process for acquiring zero-emission vehicles (ZEVs) for fleet use by evaluating and refining internal procurement processes for fleet vehicles and delivering modification recommendations that support San Francisco’s sustainability and transportation goals.
Demand and Promote Broad Access to ZEVs
Consumer education is critical to building interest in ZEVs, which includes demonstrating the benefits of ZEVs and equipping consumers with information before they reach the auto dealership
Strengthening partnerships with automakers, dealers, and other local stakeholders is essential to broaden consumer awareness and create a ZEV buying or leasing experience that resonates with the broader community Through the Smart City initiative, these collaborations can expand charging infrastructure, streamline access to information and incentives, and drive targeted outreach that makes zero-emission vehicles a practical and appealing option for a wide range of customers.
Challenge, we will reduce upfront costs of owning or leasing ZEVs and promote consumer awareness of ZEVs through public education, outreach, and direct driving experiences.
1.6.5 Promote Broad Access to ZEVs and Capture Economic Development
Expanding the use of zero-emission vehicles (ZEVs) in San Francisco yields clear economic benefits, as every resident who switches to a ZEV saves on fuel costs over the vehicle’s lifetime, with those savings reinvested into the city’s economy through consumer spending San Francisco has targeted actions to ensure ZEV businesses grow, to broaden access to economic and workforce development opportunities for a broad range of community members, and to create new investment pathways that remove barriers to market transformation Through the Smart City Challenge, the city will partner with the California Clean Energy Fund (CalCEF) to document and deepen understanding of the investment landscape, advancing ZEV adoption and translating it into sustainable growth and investor opportunities.
1 Understand the current equity landscape and identify barriers to participation, needs of entrepreneurs, and limitations to success
2 Build an understanding of how the clean energy ecosystem is (or is not) addressing the needs of disadvantaged (DAC) and low-income communities as ZEV expansion programs are developed.
3 Map the health and environmental impacts that ZEVs can have on DACs in San Francisco
San Francisco’s Smart City Challenge ZEV Plan is a comprehensive roadmap that contains ambitious municipal and private sector fleet emissions reduction strategies, calls for significant infrastructure investment by our local utilities, identifies opportunities for public-private partnerships, pilots innovative projects to use our electrical assets to move San Francisco, and overall accelerates transportation electrification throughout the Bay Area.
Standards, Architectures, and Certification Approach 44
San Francisco endorses and embraces the challenges and rewards of using a standards-based reference architecture as the foundation for the Smart City solutions, providing interoperability with other deployments and a consistent, reliable transportation experience for all users As part of deploying the Smart City concepts, San Francisco and partners are committed to developing interfaces using the Connected Vehicle Reference Implementation Architecture (CVRIA) as the foundation We will develop new interfaces to the extent feasible, using existing networking, data, or other standards We will specify all interfaces through the Systems Engineering Tool for Intelligent Transportation (SET-IT) tool and provide relevant feedback to USDOT for incorporation into the CVRIA Where gaps in functionality, necessary
SECTION 1: TECHNICAL APPROACH changes to existing standards, or the need for new standards are identified, we will specify and provide these requirements to USDOT for possible coordination and remediation with relevant standards developing organizations (SDOs)
While the initial applications of CVRIA and SET-
IT have focused on CV and AV applications, San
Francisco will leverage its experience with these
San Francisco will expand USDOT assets and extend the platform to accommodate new and innovative Smart City solutions, spanning the ITS domain and new use cases that leverage existing or emerging transportation sectors such as smart grid integration, urban automation, logistics, and delivery The city is committed to supporting the USDOT National Architecture team as they integrate the CVRIA into the National Architecture framework and broaden it to incorporate these and similar smart mobility initiatives.
Systems Engineering Approach 45
The project team has significant experience in the application of systems engineering principles
Project team members from UC Berkeley have developed and written the Systems Engineering
Management Plan (SEMP), Concept of Operations
(ConOps), and Systems Requirements documents for the ongoing Caltrans-led I-210 Pilot Integrated
Corridor Management system in Los Angeles
County, as well as the SEMP and ConOps for San
Diego’s proposed Smart Parking initiative Project team members have also contributed to the development of the ConOps for the Dynamic Ride prototype application within the USDOT.
Systems engineering is an interdisciplinary approach that helps ensure success in planning and developing complex systems It emphasizes identifying customer needs and the required functionality early in the product development lifecycle and thoroughly documenting requirements before proceeding to design, development, and validation of the proposed system.
To develop a robust solution, consider all factors that can affect its development, including cost constraints, operational support, training needs, and comprehensive system testing and validation processes By planning project activities upfront and addressing how to deliver a high‑quality product or solution to a specific problem, you can minimize risks to budget, scope, and schedule and create a clear roadmap for successful implementation.
Figure 1.21 illustrates that the system design follows an iterative process where design and testing of system components occur in phased cycles Each cycle comprises design, build, and evaluation focused on a specific aspect of the project, and this approach makes the project more manageable and predictable while providing stakeholders with ongoing visibility and decision points throughout the development lifecycle.
The following are key documents that will be developed throughout the process, with their occurrence within the systems engineering process mapped by the numbered bullets shown in Figure 1.21:
1 ConOps: Document identifying presenting a summary vision for the system to be developed based on the identified user needs Development of the Concept Operations (ConOps) will be based on IEEE Standard 1262-
In 1998, the project will involve extensive stakeholder engagement, including workshops to identify user needs, one-on-one discussions with stakeholders to develop system concepts, and final workshops to present and refine those concepts A central element of the Concept of Operations (ConOps) will be scenarios illustrating how the proposed system may operate under various conditions and how its users will interact with it The document will also present a preliminary list of metrics to be considered for assessing system performance.
2 Demonstration Site Map and Installation Schedule: This step documents identifying the geographic area of the deployment project, the specific locations for deployment, the schedule according to which deployments are to occur, the organization or individual responsible for each installation, the milestones identifying when a specific installation is to be considered complete, and planned dates for unit testing These will be updated as the project progresses
SECTION 1: TECHNICAL APPROACH to reflect changes
3 Systems Requirements Specification: Document describing what the proposed system will do, the conditions under which it will operate, the input data it will use, the performance metrics it will calculate, and how well it performs its envisioned tasks Development of this document will be based on IEEE
Standard 1233-1998 and will involve significant interaction with project stakeholders through an initial requirement identification workshop, one-on-one meetings, and requirement review and consensus-building workshops
4 System Architecture and Standards Plan:
Documentation will outline how the proposed system will be built and integrated with other systems, describing the processes and data flows to be developed, the physical elements to be constructed or integrated, the communication protocols to be used, and the relationships to be established among the organizations supporting system operations It will also explain how the system will align with the National ITS Architecture and the Bay Area ITS to ensure regional interoperability and seamless integration across agencies.
Architecture, and the CVRIA and how existing architecture(s) may be modified to fill identified gaps or outdated components where relevant.
5 System Design Documents (SDDs): These documents detail the various subsystems and components to be built IEEE Standard 1016-1998, as well as the agreed-upon systems requirement, system architecture, and standards plan, will guide the development of these documents
6 Interface Control Documents (ICDs): Companion documents to the SDDs informing each organization tasked with building parts of the system how their components are to interact with other system components.
7 System Test Plan: Document detailing the methods and metrics to be used to demonstrate that the systems satisfy all of the identified requirements This will include a validation plan describing how the user needs identified in the ConOps are to be verified, a verification plan identifying how the agreed-upon system requirements are to be verified, and various unit test plans identifying how individual system components are to be tested
8 Testing Documentation: Document detailing the specific verification and validation processes, as well as metric thresholds, that will be used to ensure that the system was built correctly and satisfies the user needs Prior to executing the tests, the documentation will include the test cases, procedures, and data for use as part of the testing activities As testing progresses, the existing documentation will be updated to include the test results
Connected Vehicle Reference Implementation Architecture (CVRIA)
Transport As a Service Platform Regional Connected Carpool Lanes Municipal Mesh Network Shared Van Shuttle Service
Shared Mobility Hubs Automated Vehicle Pilot Smart Traffic Signals
Figure 1.20 Framework for Standards, Architecture, and Certifications
Document describing how the finished system will be operated and maintained.
To support knowledge and technology transfer efforts, all systems engineering documentation will be developed with the intent to share publically and be formatted for Section 508 compliance.
Safety Management Approach 47
San Francisco places priority on safety for all projects
Implementing connected and automated vehicles involves unique challenges to public safety, liability, and public acceptance We will develop a comprehensive safety management plan as part of the planning process and continuously monitor safety throughout the design, testing, implementation, and evaluation phases This plan will be critical to the pilot’s success, and we will seek input from key partners with extensive experience in roadway safety, public transit safety, and the connected and automated vehicle environment San Francisco will work closely with USDOT to apply lessons learned from other connected vehicle (CV) and automated vehicle pilot deployments, including the ongoing Connected Vehicle Pilots in Tampa and other cities.
York, and Wyoming) as we develop and implement a robust safety management plan.
Within the safety management plan, we will develop safety scenarios for the solutions and technologies being designed and tested These scenarios will help identify safety needs and considerations early in the development lifecycle For each scenario, we will specify potential mitigating actions, taking into account the likelihood and potential impacts to support proactive risk reduction and informed decision-making.
The safety management plan identifies safety risks by applying established practices such as ISO 26262 and Automotive Safety Integrity Level (ASIL) hazard analysis and risk assessment It defines the methods, processes, and organizational structure needed to meet safety goals for San Francisco The plan builds on current city operations procedures and evaluates how connected and automated vehicle strategies deployed in the Smart City demonstration may impact these processes Because the demonstration involves human participants, the plan includes obtaining Human Use Approval from an accredited Institutional Review Board (IRB).
San Francisco will prepare and submit a draft safety
IN TE GR AT IO N AN D RE CO M PO SI TI ON
Key Document to be Developed
SECTION 1: TECHNICAL APPROACH management plan to the USDOT for review upon award of the Smart City Challenge grant We will implement the safety management plan during the deployment and continuously evaluate the effectiveness of implemented risk control strategies.
Communications and Outreach Approach 48
The Communications Plan encompasses both community engagement and a number of other critical activities
The Community Engagement Plan bridges the gap between theoretical policy making and community-driven mobility solutions by empowering average residents to define the changes they want By giving all residents access to new forums, it will nurture the next generation of mobility advocates who will champion the Smart City approach beyond today’s limits.
San Francisco adopts a bottom-up approach to the Community Mobility Challenge, making a user-friendly application process essential for broad participation Private partners and SFMTA may work behind the scenes to establish the infrastructure and advance automotive technology, but identifying practical solutions to this widely acknowledged community challenge does not require extensive prior experience The emphasis is on inclusive, actionable ideas from the community and solid support from partners to translate concepts into workable mobility improvements This approach seeks scalable, real-world mobility solutions that address the city's transportation needs.
Using a crowdsourcing platform and in-person meetups, we develop proposals democratically to ensure the widest pool of ideas reaches the application stage, and that only projects with demonstrable community support move forward.
The purpose of our Smart City communications plan is four-fold as described below:
Communications efforts will increase public awareness of the problems.
Build engagement through proactive outreach that invites residents to share ideas on transforming how we get around San Francisco Our success hinges on residents believing the plan serves their interests and improves daily life, which means listening to communities, incorporating feedback, and demonstrating how a new mobility system can be safer, more efficient, and more inclusive for everyone.
Improving operations through Smart City implementation will introduce new technologies, and educating residents about these changes—and how to incorporate them into daily life—will be needed We will implement effective notification strategies to keep people informed about neighborhood developments and provide clear guidance on what changes to expect Because these are pilot programs, we will maintain robust contingency plans for unlikely but potential scenarios to ensure resilience and smooth operation.
Sharing lessons learned drives knowledge transfer among professionals, ensuring the San Francisco investment creates scalable benefits that extend beyond one city to improve many communities By capturing and disseminating insights, we turn local successes into proven playbooks others can adopt, accelerating urban improvement and strengthening the workforce of the future This collaborative approach maximizes impact—transforming a single initiative into a broader, long‑term uplift through continuous learning and cross‑city collaboration.
Community engagement will target the general public, including monolingual, non-English speaking communities; advocates; merchants and local businesses; media; and labor and delivery companies
The Communications Plan is essential for informing and engaging the public, monitoring public opinion, and documenting and sharing lessons learned UC Berkeley will implement this plan through two core elements: 1) Public Outreach and Opinion, and 2) Climate and Equity Stakeholder Engagement, driving transparent communication, inclusive participation, and the translation of insights into action.
Public relations and outreach for the grant are extensive, with UC Berkeley delivering portions of the outreach in consultation with the City to engage the public and understand public opinion Data for hypothesis testing related to the Community Mobility Challenge will initially come from focus groups and the Challenge website, which will collect input from participating residents as the focus groups inform the site design Public opinion surveys conducted three times per year will measure name recognition of the Community Mobility Challenge and its approval ratings citywide and in the neighborhood that submitted the winning application In Years One and Two, these surveys will also test recognition and approval of the pilots and demonstration projects themselves.
These activities will occur throughout the grant period, with emphasis on outreach activities in Year
One, and additional polling in Years Two and Three
UC Berkeley’s Technology Transfer Program, in partnership with the National Resources Defense
Council (NRDC), will convene stakeholder engage- ment on climate and equity via an advisory group
The rise of the tech economy has undeniably transformed the social equity landscape in San Francisco and the surrounding region This initiative directly targets the social equity and climate impacts of Smart City programs, promoting inclusive access to technology, housing, jobs, and clean transit By focusing on equitable investment, community involvement, and measurable outcomes, it aims to reduce disparities while advancing sustainable development and climate resilience for all residents.
City Challenge outcomes require moving beyond traditional planning that isolates transportation from its broader impacts When transportation decisions are siloed, they degrade the environment and disproportionately burden disadvantaged communities—especially low‑income neighborhoods, communities of color, and people with disabilities—undermining equity and environmental justice.
We will establish an Advisory Group composed of community-based organizations, social‑equity‑focused groups, and environmental organizations that will convene on a quarterly basis NRDC has successfully used this approach in its ongoing study with Uber and Lyft examining the climate impacts of ridesourcing, as well as in a state‑funded pilot focused on electric vehicle car-sharing in low-income communities in central Los Angeles.
Advisory Board would be established in Year One and meet quarterly for the duration of the grant
The culmination of the Climate and Equity Advisory
The group will create and publish environmental and equity performance metrics, together with policy recommendations, to guide the development of San Francisco’s Transportation-as-a-Service platform and framework, with the publication deadline no later than Year Three of the grant.
Technology transfer communications work to speed deployment and broad adoption of innovations by sharing lessons learned through outreach, clear communications, and targeted training Activities include development and dissemination of print and digital materials; delivery of webinars, workshops, conferences, and other training programs; hosted demonstrations for visiting city representatives in San Francisco; marketing and outreach campaigns; participation in national forums and professional networks; and site visits to cities considering implementation A central element of San Francisco’s Knowledge and Technology Transfer program is sharing lessons on strategic partnerships and viable business models that accelerate innovation, enabling transformational change in how transportation is planned, funded, and provided.
Written communications, in both print and electronic formats, remain central to the technology transfer process Publications are produced collaboratively by subject-matter experts and communications and graphic design professionals, with communications and marketing specialists ensuring these publications reach their target audiences Information specialists (research librarians) guarantee that all reports and publications are electronically archived and accessible internationally Deliverables include quarterly updates and topical briefs produced on an ad hoc basis to report on various implementation and research outcomes.
Training, workshops, and conferences are an effective way to share the latest research results, incubate new ideas, and encourage collaboration among researchers, government, industry, and academia We will host demonstration events in multiple cities so city staff, partners, and stakeholders can learn through presentations, walking tours, and other on-site activities, and outreach at events hosted by partner organizations will provide opportunities for presentations, exhibitions, and one-to-one contact with potential adopters We will conduct quarterly webinars and release video updates as project milestones are reached to keep stakeholders informed Tech Transfer will host one large-scale conference at the end of the project, inviting cities from around the nation and world to demonstrate lessons learned, foster collaboration among government, industry, and researchers, and encourage implementation elsewhere.