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California's Innovative Corridors Initiative (ICI) is a multi-year project to test a new approach for accelerating the deployment of Intelligent Transportation Systems (ITS) technologies, products, and services along major California corridors. As part of the effort, ICI governmental partners developed a Call for Submissions (CFS) to solicit proposals for pilot demonstration projects to be showcased in conjunction with the forthcoming 2005 ITS World Congress in San Francisco, California. The unique nature of the project is that no public funds will be awarded as part of the solicitation. In this paper, the authors explore public-private partnerships as a means to accelerate ITS deployment, including legislative and initiative-based approaches to partnership. A review of the public-private partnership literature in transportation reveals several case studies that involve access to public rights-of-way or other public facilities. The authors present lessons learned from three relevant case studies (upon which the ICI builds), an overview of the ICI planning process, a discussion of four possible business models for future ITS deployment resulting from the CFS, and ICI lessons learned to date. Early findings from the ICI reveal that the CFS resulted in: 1) 28 project proposals intended to improve mobility and safety for California travelers; 2) inter-agency cooperation among ICI partners; 3) additional expertise brought on by multiple-agency participation during proposal evaluation; 4) a broader perspective at the table by engaging in negotiation with the private sector; and 5) an opportunity for industry and government to work together beyond the initial demonstration period, if appropriate.

Intelligent Transportation Systems (ITS) show great potential for improving transportation system efficiency for users and system operators. Over the past decade, ITS technologies have been deployed in every major U.S. metropolitan area, on rural highways, and in smaller cities. However, institutional questions (e.g., interoperability and access to public rights-of-way) related to public-private partnerships must be addressed to facilitate ITS deployment and mainstreaming. Public agencies need to see tangible system management benefits, and the private sector must be able to demonstrate compelling business models. California's Innovative Corridors Initiative (ICI) is a multi-year effort with the goal of accelerating the development, testing, commercialization, and deployment of innovative Intelligent Transportation Systems (ITS) technologies, products, and services along major California corridors. The public sector is testing "a new way of doing business," by partnering with other governmental entities and the private sector, while streamlining processes to expedite the development and deployment of ITS technologies. A strategic partnership among the California Department of Transportation (Caltrans), the Metropolitan Transportation Commission (MTC) in the San Francisco Bay Area, the Los Angeles County Metropolitan Transit Authority (MTA), the Intelligent Transportation Society of America (ITSA), and the California Center for Innovative Transportation (CCIT) merges the goals of the ICI with that of the ITS World Congress to promote awareness and deployment of ITS technologies and improve safety, reliability, convenience, and accessibility within the transportation network. The 2005 ITS World Congress in San Francisco, California will serve as a showcase platform for demonstrating pilot projects resulting from the Innovative Corridors Initiative.

California's Innovative Corridors Initiative (ICI) is a multi-year project to test a new approach for accelerating the deployment of Intelligent Transportation Systems (ITS) technologies, products, and services along major California corridors. As part of the effort, ICI governmental partners developed a Call for Submissions (CFS) to solicit proposals for pilot demonstration projects to be showcased in conjunction with the forthcoming 2005 ITS World Congress in San Francisco, California. The unique nature of the project is that no public funds will be awarded as part of the solicitation. In this paper, the authors explore public-private partnerships as a means to accelerate ITS deployment, including legislative and initiative-based approaches to partnership. A review of the public-private partnership literature in transportation reveals several case studies that involve access to public rights-of-way or other public facilities. The authors present lessons learned from three relevant case studies (upon which the ICI builds), an overview of the ICI planning process, a discussion of four possible business models for future ITS deployment resulting from the CFS, and ICI lessons learned to date. Early findings from the ICI reveal that the CFS resulted in: 1) 28 project proposals intended to improve mobility and safety for California travelers; 2) inter-agency cooperation among ICI partners; 3) additional expertise brought on by multiple-agency participation during proposal evaluation; 4) a broader perspective at the table by engaging in negotiation with the private sector; and 5) an opportunity for industry and government to work together beyond the initial demonstration period, if appropriate.

Intelligent Transportation Systems (ITS) show great potential for improving transportation system efficiency for users and system operators. Over the past decade, ITS technologies have been deployed in every major U.S. metropolitan area, on rural highways, and in smaller cities. However, institutional questions (e.g., interoperability and access to public rights-of-way) related to public-private partnerships must be addressed to facilitate ITS deployment and mainstreaming. Public agencies need to see tangible system management benefits, and the private sector must be able to demonstrate compelling business models. California's Innovative Corridors Initiative (ICI) is a multi-year effort with the goal of accelerating the development, testing, commercialization, and deployment of innovative Intelligent Transportation Systems (ITS) technologies, products, and services along major California corridors. The public sector is testing "a new way of doing business," by partnering with other governmental entities and the private sector, while streamlining processes to expedite the development and deployment of ITS technologies. A strategic partnership among the California Department of Transportation (Caltrans), the Metropolitan Transportation Commission (MTC) in the San Francisco Bay Area, the Los Angeles County Metropolitan Transit Authority (MTA), the Intelligent Transportation Society of America (ITSA), and the California Center for Innovative Transportation (CCIT) merges the goals of the ICI with that of the ITS World Congress to promote awareness and deployment of ITS technologies and improve safety, reliability, convenience, and accessibility within the transportation network. The 2005 ITS World Congress in San Francisco, California will serve as a showcase platform for demonstrating pilot projects resulting from the Innovative Corridors Initiative.

Technical Paper, World Congress on ITS, Nagoya, Japan, October 18-24, 2004 Intelligent Transportation Systems (ITS) show great potential for improving transportation system efficiency for users and system operators. Over the past decade, ITS technologies have been deployed in every major U.S. metropolitan area, on rural highways, and in smaller cities. However, institutional questions (e.g., interoperability and access to public rights-of-way) related to public-private partnerships must be addressed to facilitate ITS deployment and mainstreaming. Public agencies need to see tangible system management benefits, and the private sector must be able to demonstrate compelling business models. California's Innovative Corridors Initiative (ICI) is a multi-year effort with the goal of accelerating the development, testing, commercialization, and deployment of innovative Intelligent Transportation Systems (ITS) technologies, products, and services along major California corridors. The public sector is testing "a new way of doing business," by partnering with other governmental entities and the private sector, while streamlining processes to expedite the development and deployment of ITS technologies. A strategic partnership among the California Department of Transportation (Caltrans), the Metropolitan Transportation Commission (MTC) in the San Francisco Bay Area, the Los Angeles County Metropolitan Transit Authority (MTA), the Intelligent Transportation Society of America (ITSA), and the California Center for Innovative Transportation (CCIT) merges the goals of the ICI with that of the ITS World Congress to promote awareness and deployment of ITS technologies and improve safety, reliability, convenience, and accessibility within the transportation network. The 2005 ITS World Congress in San Francisco, California will serve as a showcase platform for demonstrating pilot projects resulting from the Innovative Corridors Initiative.

Transforming urban mobility requires integrating public with private services into a single transportation system. Local governments and private companies face the challenge of how to coordinate themselves. An emblematic example is one-way carsharing (shared use of a fleet of vehicles that are typically free-floating throughout an urban area). Surprisingly, good practices for public and private players driving this change remain relatively undocumented. This paper proposes a systematic and balanced public-private approach to foster transportation innovation management. We review both public policy and business management literature and build a framework to help local governments and companies innovate together (organizational structures, project management processes, and profitability assessment tools). We use this framework to examine both public and private experiences through a case study analysis with five one-way carsharing services in Europe (Paris, Munich) and the United-States (San Francisco, Portland, Seattle). For each we conducted expert interviews with the local government and the private operator. This paper provides recommendations for both sectors. First, public and private players should have specific organizations, separated from the core business. Second, they should co-manage innovation since pilot projects lack certainty and require risk management. Third, a new approach that emphasizes value in the role of pilot project learning and capability building.

Over the past 20 years, China has experienced a steady decline in bicycle use. To address this trend, China's central and local government for urban transportation created the "Public Transit Priority" to encourage public transport initiatives. As part of this effort, the Hangzhou government launched "Hangzhou Public Bicycle" in 2008. This service allows members to access a shared fleet of bicycles. As of March 2011, it operated 60,600 bicycles with 2,416 fixed stations in eight core districts. To understand factors leading to bikesharing adoption and barriers to adoption, the authors conducted an intercept survey in Hangzhou between January and March 2010. Two separate questionnaires were issued to bikesharing members and non-members to identify key differences and similarities between these groups. In total, 806 surveys were completed, including 666 members and 140 non-members. The authors found that bikesharing is capturing modal share from bus transit, walking, autos, and taxis. Approximately 30% of members had incorporated bikesharing into their most common commute. Members indicated that they most frequently used a bikesharing station closest to either home (40%) or work (40%). These modal shifts suggest that bikesharing acts as both a competitor and a complement to existing public transit. Members exhibited a higher rate of auto ownership in comparison to non-members, suggesting that bikesharing is attractive to car owners. Recommendations for improving bikesharing in Hangzhou include: adding stations and real-time bike/parking availability technologies, improving bike maintenance and locking mechanisms, and extending operational hours.

To evaluate the potential for low-speed modes to improve transit access, a field test has been designed that will offer shared-use Segway Human Transporters (HT), electric bicycles, and bicycles linked to a Bay Area Rapid Transit (BART) District station and surrounding employment centers. Because of safety concerns, research was conducted to better understand the risks associated with these modes and potential risk factors. First, a review of the safety literature indicates that user error is the major cause of low-speed mode crashes and significant risk factors are poor surface conditions and obstructions to drivers' vision. As a result, an extensive training program and carefully selected routes have been included in the field test. Second, the regulatory and legislative history of the HT is chronicled to understand how concerns about its interaction with pedestrians have produced legislation that includes specific safety requirements. The low-speed modes used in this project will be equipped with safety devices and participants will be required to wear helmets. Third, the results of a survey of thirteen HT implementation projects provide insight into potential advantages and challenges to the HT field test. Fourth, results of interviews and meetings with field test stakeholders are presented with a discussion of their influence on the field test design. For example, participants will be required to walk the low speed modes at BART to avoid potential conflicts during crowded station conditions. Finally, conclusions and future steps in the project are discussed.

To evaluate the potential for low-speed modes to improve transit access, a field test has been designed that will offer shared-use Segway Human Transporters (HT), electric bicycles, and bicycles linked to a Bay Area Rapid Transit (BART) District station and surrounding employment centers. Because of safety concerns, research was conducted to better understand the risks associated with these modes and potential risk factors. First, a review of the safety literature indicates that user error is the major cause of low-speed mode crashes and significant risk factors are poor surface conditions and obstructions to drivers' vision. As a result, an extensive training program and carefully selected routes have been included in the field test. Second, the regulatory and legislative history of the HT is chronicled to understand how concerns about its interaction with pedestrians have produced legislation that includes specific safety requirements. The low-speed modes used in this project will be equipped with safety devices and participants will be required to wear helmets. Third, the results of a survey of thirteen HT implementation projects provide insight into potential advantages and challenges to the HT field test. Fourth, results of interviews and meetings with field test stakeholders are presented with a discussion of their influence on the field test design. For example, participants will be required to walk the low speed modes at BART to avoid potential conflicts during crowded station conditions. Finally, conclusions and future steps in the project are discussed.

Under the requirement of the Clean Air Act (CAA), states are required to prepare air quality plans that outline how areas currently violating national ambient air quality standards (non-attainment areas) will achieve the standards and will avoid future significant deterioration of their air quality. On November 24, 1993, the U.S. Environmental Protection Agency (USEPA) adopted the transportation conformity rule (Rule), pursuant to Section 176(c)(4) of the CAA. The Rule requires that transportation plans, programs and projects funded or approved by the federal government of their agents under Title 23 (Highways) U.S.C. or the Federal Transit Act conform with state or Federal air quality implementation plans.

Between 2017 and 2019, California experienced a series of devastating wildfires that together led over one million people to be ordered to evacuate. Due to the speed of many of these wildfires, residents across California found themselves in challenging evacuation situations, often at night and with little time to escape. These evacuations placed considerable stress on public resources and infrastructure for both transportation and sheltering. In the face of these clear challenges, transportation and emergency management agencies across California have widely varying levels of preparedness for major disasters, and nearly all agencies do not have the public resources to adequately and swiftly evacuate all populations in danger. To holistically address these challenges and bolster current disaster and evacuation planning, preparedness, and response in California, we summarize the evacuations of eleven major wildfires in California between 2017 and 2019 and offer a cross-comparison to highlight key similarities and differences. We present results of new empirical data we collected via an online survey of individuals impacted by: 1) the 2017 October Northern California Wildfires (n=79), 2) the 2017 December Southern California Wildfires (n=226), and 3) the 2018 Carr Wildfire (n=284). These data reveal the decision-making of individuals in these wildfires including choices related to evacuating or staying, departure timing, route, sheltering, destination, transportation mode, and reentry timing. We also present results related to communication and messaging, non-evacuee behavior, and opinion of government response. Using the summarized case studies and empirical evidence, we present a series of recommendations for agencies to prepare for, respond to, and recover from wildfires.

Transforming urban mobility requires integrating public with private services into a single transportation system. Local governments and private companies face the challenge of how to coordinate themselves. An emblematic example is one-way carsharing (shared use of a fleet of vehicles that are typically free-floating throughout an urban area). Surprisingly, good practices for public and private players driving this change remain relatively undocumented. This paper proposes a systematic and balanced public-private approach to foster transportation innovation management. We review both public policy and business management literature and build a framework to help local governments and companies innovate together (organizational structures, project management processes, and profitability assessment tools). We use this framework to examine both public and private experiences through a case study analysis with five one-way carsharing services in Europe (Paris, Munich) and the United-States (San Francisco, Portland, Seattle). For each we conducted expert interviews with the local government and the private operator. This paper provides recommendations for both sectors. First, public and private players should have specific organizations, separated from the core business. Second, they should co-manage innovation since pilot projects lack certainty and require risk management. Third, a new approach that emphasizes value in the role of pilot project learning and capability building.

Continuing its role as a leader in air pollution policymaking, California led the nation by passing the first global warming legislation in the U.S.: the Global Warming Solutions Act or Assembly Bill 32 (AB 32). The legislation requires California to decrease greenhouse gas (GHG) emissions to 1990 levels by 2020 (approximately a 27 percent reduction) using an enforceable statewide target to be phased in beginning in 2012. In addition, in 2005 Governor Schwarzenegger issued Executive Order S-3-05, which charges California with the task of reducing GHG emissions to 2000 levels by 2010, reducing emissions to 1990 levels by 2020, and reducing emissions to 80 percent below 1990 levels by 2050. This report represents a body of work conducted to assist the State of California in its efforts to develop a plan to achieve the emission targets set forth by AB 32. This research includes a literature review, expert interviews, and regional stakeholder workshops to identify and explore possible policy processes (e.g., cap and trade, budgets, feebates, etc.), mechanisms (e.g., smart growth and ITS), and strategies that could be employed to meet AB 32's GHG reduction goals.

A significant portion of the population stayed, and continue to stay, at home due to the COVID-19 pandemic. With more people staying home, online shopping increased along with trips related to pickups and deliveries. To gain a better understanding of the change in retail purchases and related travel, UC Berkeley researchers compared pre-pandemic shopping to pandemic-related shifts in consumer purchases in the greater Sacramento area for nine types of essential and non-essential commodities (e.g., groceries, meals, clothing, paper products, cleaning supplies). In May 2020, the research team resampled 327 respondents that participated in the 2018 Sacramento Area Council of Governments (SACOG) household travel survey. The 2018 SACOG survey collected responses over a rolling six-week period from April to May 2018 and asked residents about their motivations for, attitudes toward, and ease of use of online shopping. They were also were asked about the number of e-commerce purchases made, and the number of deliveries and pickups made from those e-commerce purchases for each commodity type. In addition, respondents also reported changes (less or more) in their behavior from a typical week in January or February 2020 (prior to the COVID-19 pandemic) for: 1) tripmaking, e-commerce purchases, and delivery and pick up frequencies; 2) purchase sizes; 3) distances traveled; and 4) modes used for in-person trips. This brief highlights findings from an analysis on changes in frequency of purchases, deliveries and pickups, and order sizes.

The COVID-19 pandemic brought about dramatic shifts in travel, including shopping trips. We investigated changes in eshopping for food and non-food items by supplementing an April to May 2018 household travel survey (n=3,956 households) conducted by the Sacramento Area Council of Governments (SACOG) with a May 2020 follow-on panel survey (n=313 households) during one week early in the pandemic. Results demonstrate that impacts from added pickups and deliveries in the SACOG region during the first two months of the COVID-19 pandemic were limited and did not overwhelm curb management at retail, restaurant, and grocery establishments. Results also show that during the pandemic e-commerce tended to replace non-food shopping trips, but complemented restaurant and grocery trips. However, Forty percent of the sample households — predominantly lower income and/or older populations — still shopped only in-store for food while more affluent households appear to have isolated themselves from virus exposure through more extensive online shopping. We recommend extending the forms of accepted payment for online shopping and reducing fees and markups based upon payment method to reduce barrier to online shopping for those with limited resources. We identify possible consequences (e.g., more vehicle miles traveled and higher demand for curbside parking) if e-commerce food purchasing continues to grow post-pandemic or if in-person retail shopping returns to normal.