-
City of Norfolk
Page 16
Vision
Element
Alignment and Approach
FOUR
Urban
Analytics
This element involves converting captured “data” into a variety of “products”. There is a
distinction because we must do all three of these: take actions, provide actionable
intelligence to users and our operating systems, and provide “useful” information to
third-parties that will also provide benefits and help support the system. Figure 1
illustrated the need for a variety of “analyzers”, having different functions, as you move
from data at is source to product. Each one is unique, of a different flavor, requiring
different constructs and skills. We are literally walking through the door of the data-rich
environment of the future, requiring different thinking than the past. With the sheer
volume of data and the complexity of the intelligence to be mined and produced, this
may be one of the biggest “big data” challenges to date. The science of “big data”
analytics requires cleverness in how data is housed, in computational techniques of
algorithms, digital and spatial analysis, and in user delivery. This we understand and
bring all of the requisite skills to the table.
We’ve got to “meld and supplement” source data using statistical and spatial
techniques to develop our total state conditions over-and-over again for our real-time
moving picture., and craft the “agent” forms (an intelligent representation) of data that
are easier to “mine” by the downstream analyzers. For example, a downstream analytic
may compare two spatial (2 or 3 dimensional) dataset agents looking for a significant
change. Agent datasets may reflect conditional variances from a norm rather than
actual values. Archived libraries of historical actual and agent datasets can form the
basis for models using advanced techniques such as pattern recognition and machine
learning. Our private and research institute partners bring ready experience in these
areas.
The obvious analytic goals for traffic operations professionals are things like: predicting
multimodal traffic flows, particularly in light of non-recurring events such as crashes,
work zones, impassable roads and special events; identifying crashes or hazards in real
time and facilitating responders; and creating tools for actionable operational
adjustments, whether by automation or human operator, such as traffic signal/
intersection operations adjustments for incidents, transit or emergency responders, or
on their side, transit scheduling adjustments or dynamic emergency vehicle routing.
Extremely important although less complex, analytics for “app” users are a “new
frontier”, both on the public side and how private partners are leveraging the
information. With a diverse population of users, a “one-size-fits-all” approach cannot
suffice. The user analyzer should be multi-dimensional with say, a vertical spectrum of
user participation level and a horizontal level of user preferences. The more
participation from a user, the more benefit they can obtain.
Our combined system of sensing, urban analytics and open data creates a “synergy
magnet” which will induce multi-partner and service breadth, and will be scalable up to
grow with opportunities and needs.
-
City of Norfolk
Page 17
Vision
Element
Alignment and Approach
FIVE
User-Focused
Mobility
Services and
Choices
Our approach will focus on the needs of all users, regardless of age, ability, ethnicity,
race and income - in particular users with disabilities, and older users, require choices
and alternative services and treatments. Technology and the coming Intelligent
Community Platform will revolutionize accessibility choices. The Mobility app will have
ultimate power and flexibility for users to exercise choice from the entire spectrum of
options, whether based on real-time or historical information, or personal vs. shared
mobility options. Users will be able to set their own preferences for their level of
participation. Through strategic business partnering, the mobility service provider world
will have ease of successfully deploying in Norfolk at its fingertips.
A current and evolving example in Norfolk is the implementation of Smart parking
meters downtown. The data platform connected to the meters opens the door for
parking app vendors (we are currently using Passport) that can supply a host of user
utility improvements, such as simplified payment, time expiration notifications,
automated validation or discounts by businesses, and the locations of open spaces. The
“larger” impact of such platforms is removing some of the “disutility” associated with
patronizing downtown businesses, improve downtown’s vitality and success.
SIX
Urban Delivery
and Logistics
Trucks create a challenge for efficient traffic signal operations due to their different size
and acceleration characteristics. V2I infrastructure at the south entrance to VIT could
improve intermodal operations at the port.
The transportation information system contains within it the network travel time
information that is needed to support everyday logistics, but also would include a
service coordinated through the User and Trip Planner analyzers, and the Partner Portal
to support consolidated delivery services. The City’s Economic Development
Department would work with potential “vendors” to purchase or lease a suitably
located piece of land for a storage/transfer site.
We will seek to deploy logistics-driven solutions, which could include autonomous
vehicles, at Virginia International Terminal to leverage all of the space available on the
constrained site.
SEVEN
Strategic
Business
Models and
Partnering
Opportunities
As demonstrated in Section 7 and 13, the City leverages an extensive network of
partners and stakeholders in identifying and developing business opportunities..
Illustratively, the City and its partners will leverage a new $12M-funded Coastal
Resiliency Laboratory and Accelerator Center to capture a portion of the new resilience
market by connecting “smart city” and other resilience challenges with solutions and
products. The Accelerator will also ensure that best practices and lessons learned get
captured and disseminated within the region, nation and world.
Business partnering opportunities leveraging the data platform will be facilitated by
designing high utility and ease-of-use into the open data portal. The City has a robust
and aggressive Economic Development Department constantly seeking and recruiting
businesses and entrepreneurs into the City.
The City offers prime downtown real estate at no cost for an entrepreneurial start-up
organization called Hatch. Hatch offers a variety of tools and resources to help
companies at almost any stage accomplish their goals. We create the ecosystem for
entrepreneurs to thrive by building platforms, programs, events, and courses designed
specifically for early stage and small businesses to pick up with ease and flourish.