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Beyond Traffic
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The ITS Strategic Plan 2015-2019 outlines the direction and goals of the USDOT’s ITS Program and provides a framework around which the ITS JPO and other Department agencies will conduct research, development, and adoption activities to achieve them.
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Accelerating Deployment
NHTSA V2V Proposed Ruling
Connected Vehicle Pilots Phase 2
V2I Demonstrations and V2I Deployment Coalition
ATCMTD
Spectrum
•Phase 1:  Concept Development
•Creates the foundational plan to enable further design and deployment
•Progress Gate: Is the concept ready for deployment?
•Phase 2: Design/Deploy/Test
•Detailed design and deployment followed by testing to ensure deployment functions as intended (both technically and institutionally)
•Progress Gate: Does the system function as planned?
•Phase 3: Maintain/Operate
•Focus is on assessing the performance of the deployed system
•Post Pilot Operations (CV tech integrated into operational practice)
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Schedule discusses how these sites move forward and the overall schedule. Overall timeframe is a 50 month window.
Phase 1: good concept development phase important to reduce risk of failure after deployment. This period includes planning for how to measure impacts, ensure safety, train participants for operations, etc. Completion of concept development phase ends with the Comprehensive Deployment Plan which essentially answers the progress gate question of whether the concept is ready for deployment or not.
If yes, 20 month design/deploy/test phase follows, where there is more detailed design and the system is tested both technically and institutionally.
If the system functions in a safe and effective manner, a progress gate leads to the maintain and operate phase for the next 18 months – this is where the benefits assessment and performance measurement will most likely occur.
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https://www.regulations.gov/document?D=DOT-OST-2016-0203-0003
To assist cities, the USDOT identified twelve vision elements that are intended to provide a framework for applicants to consider in the development of a city’s proposed demonstration without making each item a requirement for award.
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On 7 December 2015, the USDOT issued the Smart City Challenge encouraging cities to put forward their best and most creative ideas for innovatively addressing the challenges they are facing.
U.S. DOT received seventy-eight applications – one from nearly every mid-sized city in America.
The seven finalist cities that were announced at South by Southwest (SXSW) in March – Austin, Columbus, Denver, Kansas City, Pittsburgh, Portland, and San Francisco – rose to the Smart City Challenge in an extraordinary way. They presented innovative concepts, proposing to create new first of a kind corridors for autonomous vehicles to move city residents, to electrify city fleets, and to collectively equip over thirteen thousand buses, taxis, and cars with vehicle-to-vehicle (V2V) communication.
On 23 June 2016, Secretary Anthony Foxx announced Columbus, OH as the winner of the Smart City Challenge.
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The U.S. DOT recognized that each city has unique attributes and challenges. To assist applicants in tailoring their visions for a smart city, the U.S. DOT identified its high-level vision and goals for the Smart City Challenge without making each item a requirement for award. These twelve (12) vision elements were designed to provide a framework for applicants to consider in the development of a city’s proposed demonstration.
Technology elements included automated vehicles, connected vehicles, and intelligent, sensor based infrastructure that were the highest priority to the U.S. DOT.
In addition to these technologies, there was a group of six innovative approaches to urban transportation. These elements included:
•Traveler-oriented strategies that deliver innovative solutions across all transportation modes;
•Advanced urban analytics platforms that help cities understand and analyze data to address complex urban challenges and monitor the performance of the city;
•Solutions that support efficient goods movement through use of data or technology;
•Innovative partnerships that draw in stakeholders – including those from the private sector, non-profit organizations, philanthropic organizations, academia, Federal agencies, and other public agencies;
•Strategies and initiatives that support the adoption of roadway electrification, robust electric vehicle charging infrastructure, and the acceleration of electric vehicle deployment; and
•Strategies that empower citizens to generate, share, and use data and information in new and useful ways.
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Finally, there were three foundational smart city elements underlying the other elements, including:
•Systems architectures – governed by rules, documentation, and standards – that may be extended to a nationwide or broader deployment and support interoperability between systems;
•Advance information and communications technology (ICT) that is affordable, adaptable, scalable, efficient, secure and resilient; and
•Smart land use optimized through a combination of planning and innovation deployments that expands the range of transportation choices and access to employment, housing, education, and health services.
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As one of the interconnected systems in a smart / connected city, connected transportation can cooperate with the other systems to provide synergistic benefits.
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By 2020, there will be 50-100 Billion “things” connected to the internet, generating 35 zeta-bytes of data per year.  There will be tremendous sources of IoT data (from vehicles, mobile devices, and smart infrastructure such as Parking Spots, IoT Lighting, IoT Noise Sensors, IoT Environmental Sensors, IoT Shipping Containers/Freight, IoT Roadways, IoT Perimeter Detection) that can come together to really make a difference.
Connected cities contain and use a collective “intelligent infrastructure” that can sense what’s around them and/or their own status. These data allow city operators to know how the city is operating and how its performance can be enhanced using real-time information to monitor performance and trends of the city – transportation is part of that.
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