Strategic Plan

Photos Courtesy of USDOT
ITS 2015 2019

STRATEGIC PLAN
Intelligent Transportation Systems (ITS)
Joint Program Office (JPO)
FHWA-JPO-14-145 | www.its.dot.gov
Technical Report Documentation Page
1. Report No. 2. Government Accession No. 3. Recipients Catalog No.
FHWA-JPO-14-145
4. Title and Subtitle 5. Report Date
USDOTs Intelligent Transportation Systems (ITS) ITS Strategic Plan 2015- December 2014
2019
6. Performing Organization Code
7. Author(s) 8. Performing Organization Report No.

Jim Barbaresso, Gustave Cordahi, Dominie Garcia, Christopher Hill, Alex
Jendzejec, Karissa Wright
9. Performing Organization Name And Address 10. Work Unit No. (TRAIS)
Booz Allen Hamilton
8283 Greensboro Drive
11. Contract or Grant No.
McLean, VA 22102
DTFH61-11-D-00019
12. Sponsoring Agency Name and Address 13. Type of Report and Period Covered
US Department of Transportation
Intelligent Transportation Systems, Joint Program Office
1200 New Jersey Ave SE 14. Sponsoring Agency Code
Washington, DC 20590
15. Supplementary Notes
James Pol, Contracting Officer Representative
16. Abstract
This document constitutes the Intelligent Transportation Systems Strategic Plan covering the years 2015 to 2019; it
builds on the progress of the 2010-2014 plan and presents a wide array of technical, policy, institutional, and
organizational concepts. It provides a comprehensive perspective that is based on an inclusive, collaborative,
interactive, and iterative process, with a wide mix of stakeholder engagement opportunities that ensured that the
Strategic Plan reflects the aspirations of the multi-faceted ITS community across the nation.
This new Plan: identifies a vision Transform the Way Society Moves, and the ITS JPOs associated mission
of advancing research that cuts across all surface modes; outlines technology lifecycle stages and strategic
themes articulating outcomes and performance goals that define six program categories; describes Realizing
Connected Vehicle Implementation and Advancing Automation as the primary technological drivers of current
and future ITS work across many sectors; and, presents enterprise data, interoperability, ITS deployment
support, and emerging ITS capabilities as additional program categories that are supplemental and
interdependent activities critical to achieving the programs vision. The plan further identifies research questions
aligned to every program category in each stage of the technology lifecycle, in addition to cross-cutting
organizational and operational disciplines that relate to the program categories.
17. Key Words 18. Distribution Statement

Adoption, Automation, Communications, Connected
Vehicles, Deployment, Development, Emerging
Capabilities, Enterprise Data, Environment,
Innovation, Interoperability, Mobility, Research,
Safety, Standards
19. Security Classif. (of this report) 20. Security Classif. (of this page) 21. No. of Pages 22. Price
96
Form DOT F 1700.7 (8-72) Reproduction of completed page authorized
WWW.ITS.DOT.GOV i
Table of Contents
Executive Summary iv
Strategic Priorities and Themes.................................................................... iv
Program Categories .................................................................................... v
Plan Layout .............................................................................................. vii
SECTION 1: Realizing Connected Vehicle

Implementation and Advancing Automation 1
1.1 Introduction.......................................................................................... 1
1.2 The ITS Strategic Planning Process...........................................................3
SECTION 2: Vision, Mission, Strategic Themes,

and Technology Lifecycle 4
2.1 Vision ..................................................................................................4
2.2 Mission ..............................................................................................5
2.3 Strategic Themes .................................................................................6
2.4 ITS Technology Lifecycle ........................................................................8
SECTION 3: ITS Programs 12
3.1 Program Categories ............................................................................ 13
SECTION 4: ITS Program Goals 31
SECTION 5: Successful Execution: Employing Operational

and Organizational Disciplines 34
5.1 Organizational Disciplines and Desired Outcomes ..................................35
SECTION 6: Acknowledgements 37
Appendix A: Summary of Results for Stakeholder Engagements 40
Appendix B: Acronyms 81
Appendix C: Glossary of Terms 82
ii WWW.ITS.DOT.GOV ITS STRATEGIC PLAN 20152019

List of Figures
FIGURE 1 Holistic View of Organizational and Operational
Discipline Components as they relate to the Strategic
Themes and Program Categories.................................................viii
FIGURE 2 ITS Strategic Plan Hierarchy...........................................................6
FIGURE 3 ITS Technology Lifecycle Process Framework....................................8
FIGURE 4 Stakeholder Prioritization of Program Categories........................... 13
FIGURE 5 Program Categories................................................................... 14
FIGURE 6 ITS Program emphasis according to technology lifecyle stages......... 15
FIGURE 7 Holistic View of Organizational and Operational

Discipline Components as they relate to the Strategic
Themes and Program Categories.................................................35
List of Tables
TABLE 1 Alignment of ITS Strategic Themes with
Strategic Goal Areas and MAP-21...................................................7
TABLE 2 Key Lifecycle Phase Questions......................................................11
TABLE 3 CV Research Questions that Guide

the Detailed Programs................................................................ 17
TABLE 4 Automation Research Questions

that Guide the Detailed Programs................................................. 19
TABLE 5 Emerging Capabilities Research Questions

that Guide the Detailed Programs.................................................20
TABLE 6 Enterprise Data Research Questions

TABLE 7 Interoperability Research Questions

TABLE 8 Accelerating Deployment Research Questions

TABLE OF CONTENTS WWW.ITS.DOT.GOV iii

00
Executive Summary
ITS technologies improve The United States Department of Transportation (USDOT) has long been a leader and
transportation safety and strong supporter of research, development, adoption, and deployment of intelligent
transportation systems (ITS) around the nation. The ITS Strategic Plan 2015-2019 pres-
mobility, reduce environmental
ents the next set of priorities, strategic themes, and program categories under which ITS
impacts, and enhance research, development, and adoption activities will take place. The plan was developed
productivity through the with significant stakeholder input from all relevant parties, both within and external to
integration of advanced the USDOT. Close collaboration with all surface transportation modes and other agencies
communications-based within the USDOT helped shape the direction of the ITS Strategic Plan 20152019.
information and electronic

technologies into the Strategic Priorities and Themes
transportation infrastructure Building on the momentum and success of prior and current research, and working on
and vehicles. the areas that are at the forefront of ITS research going forward, two primary strategic
priorities have been defined. These are: Realizing Connected Vehicle (CV) Implementa-
tion and Advancing Automation. The first builds on the substantial progress made in
recent years around design, testing, and planning for CVs to be deployed across the
nation. The second shapes the ITS Program around research, development, and adoption
of automation-related technologies as they emerge. The priorities reflect a sense of where
the bulk of transportation research and innovation is heading, but are not exclusive of
other technologies or research areas.
As our environments become more connected in general, ITS and transportation will
play an ever-more important and central role in our cities, towns, suburbs, and rural
communities, between regions and across borders. The transportation system as a whole
can best serve vital needs when it is using technology to its fullest potential and enabling
transportation system managers to effectively connect the dots of information from
various factors that affect transportation operations (e.g., weather, planned special
iv WWW.ITS.DOT.GOV ITS STRATEGIC PLAN 20152019

events, and response to unanticipated emergencies). The priorities, themes, and program
categories presented in this plan provide a structure from which to approach research,
development, and adoption of emerging and important technologies.
The strategic themes set the direction for the plan, like the priorities, and are meant to
focus the attention of the ITS community on intended outcomes of new technologies and
systems as they are developed, tested, and eventually adopted. The following themes
align with the USDOT strategic priorities and are embedded in the program categories.
`` Enable Safer Vehicles and Roadways by developing better crash avoidance for
all road vehicles, performance measures, and other notification mechanisms; com-
mercial motor vehicle safety considerations; and infrastructure-based and coopera-
tive safety systems.
Photo Courtesy of USDOT
`` Enhance Mobility by exploring methods and management strategies that increase
system efficiency and improve individual mobility.
`` Limit Environmental Impacts by better managing traffic flow, speeds, and conges-
tion, and using technology to address other vehicle and roadway operational practices.
`` Promote Innovation by fostering technological advancement and innovation

across the ITS Program, continuously pursuing a visionary/exploratory research
agenda, and aligning the pace of technology development, adoption, and deployment
to meet future transportation needs.
`` Support Transportation System Information Sharing through the

development of standards and systems architectures, and the application of
advanced wireless technologies that enable communications among and between
vehicles of all types, the infrastructure, and portable devices.
Program Categories
While the priorities and themes provide high-level direction and structure for the ITS
Program, individual programs perform the work that produces new systems to advance
the goals of the USDOT and the ITS community at large. The plan includes program
categories to provide the necessary structure for research, development, and adoption
of ITS technologies. These categories reflect modal and external stakeholder input about
the areas where attention, focus, and resources should be devoted. The lines between
the program categories are not hard and fast, and it is expected that individual programs
within these categories will often overlap or share resources, goals, deliverables, and
timelines. Short descriptions of the program categories are included here.
`` Connected Vehicles: The USDOT will focus much of its CV program activities
on adoption and eventual deployment of CV systems. CV research, development,
and eventual adoption fall into two areas based on activities in the USDOT,
including NHTSA plans to issue a proposal by 2016 on vehicle-to-vehicle (V2V)
safety messaging.
00 EXECUTIVE SUMMARY WWW.ITS.DOT.GOV v

V2V communications based on dedicated short-range communications (DSRC)
technology. This is the area where NHTSA is continuing to pursue its rulemaking
process. DSRC-enabled devices in vehicles that broadcast safety messages may be
regulated by the USDOT and thus comprise a certain set of research, development,
and adoption questions that are specific to this authority.
Other CV technologies and communications that are enabled by either DSRC or

other networks, such as cellular, Wi-Fi, or satellite. Although the USDOT is not
researching regulatory decisions related to these other communications technolo-
gies, they are very much a part of the overall research and development foci. The
ITS Program will consider how various technologies and communications media
will interact and operate within the anticipated CV environment, including safety
and other types of applications and messages.
Photo Courtesy of USDOT `` Automation: The automation program will focus on research about automated road-
vehicle systems and related technologies that transfer some amount of vehicle control
from the driver to the vehicle. Automation technologies offer tremendous possibilities
for enhancing safety, mobility, and the environment, but also pose new technical and
policy challenges. The focus of the ITS Program in this area will be on the advance-
ment of technology and systems to enable smooth and safe introduction of automated
features into the nations vehicles and transportation systems.
`` Emerging Capabilities: The USDOTs emerging capabilities program initiatives will

focus on future generations of transportation systems. As the scale of CV implementa-
tion grows and automation of transportation systems increases, vehicle manufacturers,
infrastructure providers, innovators, and entrepreneurs will discover new opportu-
nities to use the technologies and data generated , while also protecting consumer
privacy. Technological advances, new functionality, new applications, new operational
concepts, and disruptive innovations will result. The USDOT will track technological,
market, and demographic trends throughout the globe and across industries to seek
and evaluate emerging capabilities that demonstrate the potential to transform
transportation, while also protecting consumer privacy.
`` Enterprise Data: With increased connectivity among vehicles, organizations, sys-

tems, and people, unprecedented amounts of data are being generated. New methods
to collect, transmit/transport, sort, store, share, aggregate, fuse, analyze, and apply
these data will be needed for management and operations of transportation systems.
Enterprise data management initiatives focus on enabling effective data capture
from ITS-enabled technologies, including CVs (automobiles, transit, and commercial
vehicles), mobile devices, and infrastructure in ways that protect the privacy of
users. These activities also focus on enhancing the creation of data environments that
enable integration of data from multiple sources for use in transportation research,
management, and performance measurement.
`` Interoperability: Interoperability is essential to ensure effective connectivity

among devices and systems. Interoperability focuses on enabling ITS elements in
vehicles, devices, infrastructure, and applications to effectively communicate with
other parts of the system as needed, regardless of where they are built and where or
when they are used. Interoperability will be more critical than ever before with the
implementation of CV systems and the introduction of automated transportation
systems as system interdependencies increase, not only in number but also in
vi WWW.ITS.DOT.GOV ITS STRATEGIC PLAN 20152019

complexity. Standards and architectures must continue to evolve to ensure that tech-
nological advancements are reflected, and the required backward compatibility and
interoperability are maintained.
`` Accelerating Deployment: As new ITS technologies and systems evolve into market-
ready products, the ITS Program must address questions associated with adoption and
deployment. As defined in this plan, adoption includes the phase after testing, when
technologies are ready for initial implementation in the real world. As technologies
transition from adoption to large-scale deployment, the responsibility of support for
operators and deployers shifts from research and development to operations. Ensur-
ing a smooth transition from initial adoption (seen as part of the overall research and
development lifecycle) to widespread deployment, and working closely with deployers to
understand and manage that transition require special attention and detailed programs.

Benefits, focused research questions to guide program charter development and performance
measurement, and relevance to stakeholder groups are all included in each program category
in the plan. The research questions will be the primary guide to developing specific and action-
able program plans that address real needs of various ITS-affected groups and communities.
Plan Layout
This is the first ITS Strategic Plan that includes a comprehensive structure that can be
used to develop actionable goals, program milestones and timelines, and outcome mea-
sures to determine success. As such, several principles and guiding areas that were incor-
porated to create this structure and provide direction and focus to ITS research, develop-
ment, and adoption. Figure 1 shows how the various pieces of the plan fit together and
influence each other, as well as how high-level concepts are deconstructed into greater
levels of detail with program categories and goals.
This approach is aimed towards execution of the USDOT ITS Program that is coordinat-
ed to manage the complexity of the total portfolio; applies a holistic approach to program
management that delivers measurable results; and balances exploration of the state-of-
the-art with elevation of the state-of-the-practice in close coordination with the modal
agencies of the USDOT.
00 EXECUTIVE SUMMARY WWW.ITS.DOT.GOV vii

FIGURE 1 Holistic View of Organizational and Operational Discipline Components as They Relate to the Strategic Themes
and Program Categories
AND OPERATIONAL
ORGANIZATIONAL
STRATEGIES
TWO PROGRAM PRIORITIES

Realizing CV Implementation and Advancing Automation
FIVE STRATEGIC THEMES

STRATEGIC THEMES
AND PROGRAM
FOCUS AREAS
SIX PROGRAM CATEGORIES
RESEARCH DEVELOPMENT ADOPTION
Goals Goals Goals
viii WWW.ITS.DOT.GOV ITS STRATEGIC PLAN 20152019

01
Realizing Connected Vehicle
Implementation and
Advancing Automation
1.1 Introduction ITS Program refers to the

entire USDOT portfolio of ITS-
ITS improves transportation safety and mobility, reduces environmental impact, and
enhances productivity through the integration of advanced communications-based related programs, projects, and
information and electronic technologies into the transportation infrastructure and initiatives.
vehicles. For more than two decades, the USDOT has provided leadership of the national
ITS Program. ITS JPO programs refers to
the individual programs led
During this period, the USDOT, through the work of the ITS Joint Program Office (JPO)
and supported by the ITS JPO in
in close collaboration with other modal partners in the Department, has responded to
new transportation systems and user needs, advances in technologies, and evolving
support of the broader portfolio.
relationships between public and private sector organizations by periodically refining the
direction of the federal ITS Program.
ITS is a set of tools that facilitates a connected, integrated, and automated transportation
system that is information-intensive to better serve the interests of users and be
01 REALIZING CONNECTED VEHICLE IMPLEMENTATION AND ADVANCING AUTOMATION WWW.ITS.DOT.GOV 1

responsive to the needs of travelers and system operators. The USDOT cooperates with
other federal agencies, public sector entities, appropriate private sector organizations,
and international partners to support the implementation of ITS across the United States
and around the world.
American travelers derive a substantial benefit from ITS. One estimate indicates that the
societal benefits, from a key subset of ITS technologies, exceed $2.3 billion annually.1 Yet
millions of Americans experience ITS every day without even noticing. The technology
tools made possible through ITS increase efficiency throughout transportation systems
and increase the value of the transportation infrastructure that was delivered more than
a generation ago.
American travelers are increasingly more conscious of their travel decisions, the personal
consequences of those decisions, and their societal impact. The framework of the USDOT
ITS Strategic Plan is built around the ITS Program priorities of Realizing CV Implemen-
tation and Advancing Automation. These priorities guide the development of the ITS
Programs to harness the personal involvement.
The priorities reflect what many stakeholders noted: the need for the ITS Program not
only to conduct research, but also to help with deployment and implementation of specific
technologies related to both of these areas (CVs and automation). The first priority of Real-
izing CV Implementation builds on the substantial progress made in recent years around
design, testing, and planning for CVs to be deployed across the nation. The ITS Program
will continue to work in this arena and expand its current programs to include planning
and support for adopters and deployers.
The second priority of Advancing Automation allows the ITS Program to delve into this
innovative and cutting-edge field to research, develop, and adopt automation-related
technologies as they emerge. Close collaboration with current industry and academic
leaders in this field will be a cornerstone to this work. In many ways, automation technol-
ogy builds on or leverages the technology and applications in the CV system, providing a
close tie to the research activities associated with Realizing CV Implementation.
This document is the result of the latest review of the federal ITS Program and establishes
the USDOTs ITS priorities for the period 2015 through 2019. Building from the priori-
ties (Realizing CV Implementation and Advancing Automation), there are six program
categoriesCVs, automation, enterprise data, interoperability, emerging capabilities, and
deployment supportwithin which the ITS JPO intends to focus its activities. These pro-
gram areas provide the framework that the USDOT will use to conduct specific activities
that advance the research, development, and adoption of ITS solutions toward the achieve-
ment of CV Implementation and Advancing Automation. While this document describes
the federal ITS Program, it can be expected to influence ITS development and deployment
across the broader national landscape.
1 ITS Technology Adoption and Observed Market Trends from ITS Deployment Tracking, USDOT Volpe
Center, FHWA-JPO-10-066
2 WWW.ITS.DOT.GOV ITS STRATEGIC PLAN 20152019

1.2 The ITS Strategic Planning Process
Broad stakeholder engagement and consultation were essential components of the strate-
gic planning process and provided an opportunity to develop ongoing commitment to ITS
implementation activities among the participants. The stakeholders provided technical,
organizational, contextual, and policy needs specific to their environments, resulting in a
comprehensive transportation sector perspective of the ITS JPO activities moving forward.
Over 285 organizations were represented by the stakeholders who attended the various
forums to provide input and feedback. Among these groups were representatives from
state and local transportation organizations, academia, industry, trade groups, other
state and local public organizations, and multiple federal agencies. Automobile manufac-
turers were represented in multiple forums, conferences, webinars, and questionnaires.
State and local transportation organizations spanned the entire nation, and industry rep- Photo Courtesy of USDOT
resentatives were from various industries, such as automobile manufacturing, electron-
ics, logistics, trucking, and consulting, among others. Appendix A includes the full list of
stakeholder organizations.
Feedback and insights received from stakeholders such as quotes, questionnaire results,
and written input have been integrated throughout this strategic plan in the various rel-
evant sections. Additionally, positive comments were received from various stakeholder
groups indicating their appreciation for the process for developing this strategic plan.
Please refer to Appendix A for detailed analysis and stakeholder input.
01 REALIZING CONNECTED VEHICLE IMPLEMENTATION AND ADVANCING AUTOMATION WWW.ITS.DOT.GOV 3

02
Vision, Mission, Strategic Themes,
and Technology Lifecycle
The vision and mission of the ITS Program articulate the long-term and operational foci
of the Program. These aspirational and guiding statements provide direction and goals
for the ITS Program and align to the internal activities of the ITS JPO and the entire
USDOT in fulfilling these goals.
As noted in the USDOT ITS charter for the Strategic Planning Group: The ITS JPO is
responsible for ITS research execution and initial technology transfer activities, such
as field testing, though modal staff is involved throughout the research process. Once a
technology is considered mature, the modal agencies assume responsibility for its ongo-
ing support in most cases. This plan outlines both the ITS JPO activities as well as the
broader ITS Program strategies, which involve many other modal partners and stake-
holders, both within and external to the USDOT.
Vision 2.1 Vision

Transform the way Nearly every facet of our society is undergoing a shift of connecting the individual to the
society moves. community. The Internet of Things movement is giving great power to the individual,

by personalizing information that is time and location-aware. The Internet of Things
also allows the broad transportation community (including public agencies and private
organizations) to be more equipped to address how individuals experience transporta-
tion. The paradigm in which we can balance individual decision making and system-
optimal transportation management is within grasp.
The prior ITS Strategic Plan articulated connectivity as a concept for transportation
services. The work produced under the aegis of connectivity has laid the foundation for
making connectivity in transportation as ubiquitous as the experience of mobile internet
access and highly tailored personal services.
The influence of the Internet of Things extends far beyond the reaches of transporta-
tion. People increasingly regard access to information as critical for sustaining their
quality of life. Other societal functions are undergoing similar transformations as is the
transportation sector. Public health, labor, commerce, public safety, energy, and other
public systems are leveraging the tools of the Internet of Things to coordinate resources
and optimize the delivery of a range of services to individuals.
In this ITS Strategic Plan, the vision statement of Transform the Way Society Moves
aims to guide the ITS Program and the USDOT in finding the path to integrate transpor-
tation services with a range of other public institutions and services. The vision state-
ment also supports the ITS Program and the USDOT in working with the private sector
to establish new industry and economic opportunities.
The program categories that are described in the following pages outline a pathway for
establishing transportations domain among other information-rich services.
Connected Vehicles Interoperability

CONNECTED
Enterprise Data Automation
SOCIETY
Accelerating Deployment Emerging Capabilities
2.2 Mission Mission

Figure 2 shows the hierarchy of the strategic plan and reflects the relationships among Conduct research, development,
various components of the plan. All elements of the plan align and sync with each other, and education activities to
providing consistency and coherence to the overall ITS Program. The strategies and pro-
facilitate the adoption of
gram categories described in the plan will help the ITS JPO determine its processes and
information and communication
priorities in advancing research, development, and adoption. Furthermore, the ITS JPO
will be developing an Operational Plan, which will consist of a suite of program charters. technology to enable society to
move more safely and efficiently.
02 VISION, MISSION, STRATEGIC THEMES, AND TECHNOLOGY LIFECYCLE WWW.ITS.DOT.GOV 5

FIGURE 2 ITS Strategic Plan Hierarchy
PROGRAM PRIORITIES STRATEGIC PLAN

The purpose of the ITS Strategic Plan is to outline the direction
and goals of the ITS Program and provide a framework around
VISION MISSION which the ITS JPO and other DOT agencies will conduct research,
development, and adoption activities to achieve the outcomes
and goals of the overarching ITS Program. The plan will be used to
inform interested stakeholders about the activities and priorities
STRATEGIC THEMES of the ITS Program.
PROGRAM CATEGORIES
RESEARCH QUESTIONS
OPERATIONAL PLAN FOR ITS JPO
The purpose of the ITS JPO Operational Plan is to provide a suite
GOALS of program charters with resource allocations, milestones,
responsibilities, and processes that the individual programs will
develop. Working within the overarching structure and
OBJECTIVES framework set forth in the Strategic Plan, the Operational Plan will
allow the ITS JPO to maintain its focus and momentum along the
program categories defined in the Strategic Plan.
PROGRAM CHARTERS
2.3 Strategic Themes

Building from the program priorities, mission, and vision, the strategic themes described
below reflect the broad areas of impact that the ITS Program aims have across all modes
within the surface transportation sector. These themes help better define program
categories (delineated in the next section of the plan) and reflect stakeholder input. The
themes articulate the outcomes and performance goals that should be reflected in defin-
ing the ITS Program portfolio of activities.
`` Enable Safer Vehicles and Roadways by developing better crash avoidance for
all road vehicles, performance measures, and other notification mechanisms, as well as
mechanisms to protect consumer privacy; commercial motor vehicle safety consider-
ations; and infrastructure-based and cooperative safety systems. This strategic theme
will include activities within the CV and automation areas, exploring how those technol-
ogies can help people avoid crashes through new safety advisories, warnings, messages,
and ultimately, automated responses, in addition to exploring ways to enhance traffic
incident management and responder safety when a crash does occur.
`` Enhance Mobility by exploring methods and management strategies that increase

system efficiency and improve individual mobility. This will be achieved through a
variety of programs and applications, including improved traffic management, work
zone and incident management, transit management, freight management, and road
weather management, among others. It further leverages the full potential of CVs, trav-
elers, and infrastructure to provide additional information and technologies that better
facilitate mobility for all users of surface transportation systems.

`` Limit Environmental Impacts by better managing traffic flow, speeds, and conges-
tion and using technology to address other vehicle and roadway operational practices.
This strategic theme explores how to reduce the environmental impacts of each trip by
assisting system users and operators with green transportation alternatives and op-
tions such as avoiding congested routes, taking alternate routes, using public transit, or
rescheduling a trip all of which can make trips more fuel-efficient and eco-friendly.
`` Promote Innovation by fostering technological advancement and innovation

across the ITS Program; continuously pursuing a visionary/exploratory research
agenda; and aligning the pace of technology development, adoption, and deployment
to meet future transportation needs. This strategic theme further explores leveraging
strategic partnerships with public and non-public entities to enable ongoing targeted
outreach, engagement, and knowledge/technology transfer efforts. Promoting in-
novation will necessitate that the ITS Program focus on market scanning to increase
awareness of new technology developments so that the ITS JPO is always on the cut-
ting edge of current and upcoming innovations developed by others.
`` Support Transportation System Information Sharing through the

development of standards and systems architecture, and the application of advanced
wireless technologies that enable communications among and between vehicles of all
types, the infrastructure, and portable devices. Those communications break down
barriers through shared transportation processes, shared resources, and common
rules of operation. This work will support connectivity among vehicles,
infrastructure, organizations, systems, and people to support more efficient and
effective transportation.
Alignment of ITS Strategic Themes with USDOT Goal Areas and

Moving Ahead for Progress in the 21st Century Act (MAP-21)
Because the ITS Program is embedded in the work of the larger USDOT and is influenced
by legislation (MAP-21), it is critical that the plan align with the goals of the Department
and Congress, as reflected in Table 1.1
TABLE 1 Alignment of ITS Strategic Themes with Strategic Goal Areas and MAP-212
USDOT Strategic Goal Areas

ITS Strategic Plan Security,
State of Economic Livable Environmental Map-21
Strategic Themes Safety Preparedness
Good Repair Competitiveness Communities Sustainability
and Related
Enable Safer Vehicles

and Roadways P P P P P P
Enhance Mobility P P P P P P P
Limit Environmental
Impacts P P P P
Promote Innovation P P P P P
Support Transportation
System Information
Sharing
P P P P P P
2 Please note that cells without checks do not indicate a discrete divergence from previously established
strategy.

Both the research and
development phases 2.4 ITS Technology Lifecycle
are iterative and include The technology lifecycle serves as a framework to guide the focus and activities of the ITS
measurement and evaluation of Program in an effort to achieve adoption and help facilitate widespread deployment of
the technology along the way. new ITS technologies.
Findings often feed back into

previous stages of research or Figure 3 illustrates the lifecycle and the activities within each phase, as described here:
development as new technology `` Research Phase:

breakthroughs and challenges of
Begins with idea generationthe first step toward conducting research activities
the technology are discovered.
Includes concept development and research activities
`` Development Phase:
Transitions from research phase to prototype development
Progresses into testing
Includes measures of effectiveness development
`` Adoption Phase:
Is the culmination of the ITS Program activities
Focuses on bringing new ITS technologies to market, often in a few initial sites
with early adopters
Includes support of early adopters, and education and training activities, as

well as marketing activities to increase awareness and understanding of the
technology or system.
FIGURE 3 ITS Technology Lifecycle Process Framework

The research phase of the lifecycle The development phase of the The adoption phase of the lifecycle
starts with idea generation, lifecycle starts with prototype starts aer testing is complete and
includes concept development, development, proceeds technologies are ready for initial
and proceeds through all other through testing, and includes adoption. This phase includes model
research activities. measures of eectiveness. deployments and measurements of
initial adoption.
PERFORMANCE MANAGEMENT
Performance management is the discipline of using metrics and defined outcomes to measure the ITS JPO's success,
evaluate its programs and projects, and identify opportunities for improvement.
TECHNOLOGY TRACKING
Technology tracking activities take place throughout the technology lifecycle to ensure goals, objectives, and
performance indicators of all functions and activities are being used to make decisions and facilitate progress.

Throughout this technology lifecycle, the ITS Program must integrate strong communi-
cation and education activities to solicit partners and input at the research phase, work
with testing partners and other agencies during the development phase, and train and
educate early adopters during the adoption phase.
Figure 3 presents the lifecycle and the overarching organizational disciplines (identified as
performance management and technology tracking) that are applied across and through-
out the duration of ITS Programs. The following sections provide additional discussion of
each phase.
Research Phase Characteristics

The role of research within the context of the ITS Programs mission is to help plan, gather
information, and test ideas that might eventually be developed into ITS technologies and Photo Courtesy of USDOT
subsequently be deployed to advance transportation. Research helps validate the develop-

ment of new technology by supporting the ideas, opinions, beliefs, and findings of a variety
of stakeholders. Almost all programs will begin with the research phase.
To be successful, all stages of the lifecycle must follow certain processes and disciplines,
across any program or activity. For the research phase, these disciplines include:
1. Organize programs around key areas of interest across stakeholders
2. Determine the outcomes desired for each program
3. Define performance indicators for each program to establish a means for

tracking progress.
Development Phase Characteristics

Transforming an ITS technology concept into a usable transportation product must
include extensive prototyping and testing, including consideration of security features,
minimization of technological risks, standardization, and determination of the appropri-
ate set of technologies to be integrated into a larger system where applicable.
Development disciplines include:
1. Specify outcomes and key performance indicators to maintain focus and track
progress over time
2. Establish a regular evaluation process to ensure development efforts maintain the

initial intended purpose; adjust accordingly based on evaluation findings
3. Develop and implement prototypes and testbeds to achieve the goals of any program,
feeding results back into the research questions and intended outcomes
4. Analyze results in terms of costs and benefits to users and operators to gain a clear
perspective of the value of the new technology or system.

Adoption Phase Characteristics
The adoption phase is the culmination of the research and development activities within
any given area or program. Once tests have been successful and technical challenges
have been addressed, the adoption phase can begin and pave the way to deployment. The
ITS Programs fundamental role in this phase is to support and help implement the new
technologies for the first time, focusing on training, educating, and communicating the
value of the technology.
Adoption disciplines include:
1. Provide support to stakeholders in the early adoption of ITS technology using an

agreed upon plan that includes timelines and costs
Photo Courtesy of USDOT 2. Work to embed key adoption success factors into the environment and process prior
to the start of the adoption phase
3. Track performance indicators and manage risk factors throughout the research and
development stage to reduce adoption risks and increase probability for adoption and
implementation
4. Ensure that the right audiences are engaged in order to facilitate and engender buy in
for larger-scale deployment.
The adoption phase sets the stage for large-scale deployment. As technologies transition
from adoption to large-scale deployment, the responsibility of support for operators and
deployers shifts from the ITS JPO to other agencies within the USDOT and even across
other government departments and agencies. More about this transition and the move-
ment from adoption to deployment is included later in this plan in the description of the
in the Accelerating Deployment program category.
Table 2 presents a set of questions for each phase of the technology lifecycle, from
research to deployment. The questions are designed to be applicable to any given ITS
technology to ensure a strategic approach, fact-based decisions, and efficient execution
throughout the lifecycle to achieve the level of desired success.

TABLE 2 Key Lifecycle Phase Questions
Research
Have the targeted user(s) been identified?
Key Research Questions
Could the potential technology fill a gap or enable advancement of another ITS technology?
Has the research already been started or conducted in this or similar area(s)?
Is the timing right to begin this research or are there other areas that require attention before this can be successful?
Is this research area going to become obsolete in the next 5-10 years? And how reliable are the data and/or the study
used to draw this conclusion?
Would prospective users need to invest greatly to adopt the technology?
How would the value provided by the technology justify their investment?
What possible outcomes can be defined?
Development
Are there sufficient data and information available to share with prospective users and key stakeholder groups?
Has a value proposition that aligns directly with the needs of targeted users been developed and generally accepted by these
Key Development
groups?
Questions
Have obstacles and barriers to testing been identified, and have mitigation plans been developed and approved?
Have the security risks, features, and challenges been defined to the level that action can be taken to address?
Have technological risks been identified?
What measures of effectiveness can be developed?
What sources of data are needed to test the measures of effectiveness?
Adoption
Who are the people or groups of people who are actually ready for the technology?
Pre-Adoption Phase
Who has the infrastructure to support adoption?

Decisions
Has the total cost of adoption and/or range of cost been calculated and fully communicated? If so, who can afford the cost of
adoption?
Does the target audience have the necessary processes in place to support the new technology or will their existing processes limit
how the technology can be used?
Does the solution that the technology offers limit the markets willingness to spend?
Do those being targeted for adoption of the ITS technology have the infrastructure to support the technology?
Who are the partners for the on-the-ground adoption efforts and how can the JPO work with these agencies/organizations?
Key Adoption
Questions
Will an investment in the ITS technology solution require additional investment for those being targeted for adoption?
Does the ITS Program have strategies and plans in place to help prospective adopters overcome the identified limitations?
Are the necessary enabling technologies at a place where integration into the new technology is possible?
Is there a need to help facilitate a new process for prospective adopters in order to accommodate the new technology?
How does empirical measurement of outcomes compare with initial expectations?
Deployment
Have specifications for the various roles required to manage the deployment been developed?
Key Deployment
Is there a defined and standardized work plan broken down by deployment functions that can be used and continuously
Questions
improved upon?
Have deployment measures around defined deployment functions and roles been established so that effective management can
take place, rates of deployment can be continuously tracked and improved, and deployment costs can steadily decrease?
Are deployment plans and performance data being shared with targeted users in the development and adoption phases so that
expected levels of risk can be factored into the go/ no go decisions of targeted users?

03
ITS Programs
The program priorities of Realizing CV Implementation and Advancing Automation

address the primary technological drivers of current and future ITS work across many
sectors. The priorities have been chosen not to exclude other areas of ITS research and
development, but as a reflection of where much of the focus across multiple sectors for
advancing transportation technologies and systems is anticipated to be. These areas
represent the ambitions and future-looking goals for transforming transportation
technologies and the way users engage with the transportation systems.
The program priorities are the same focus as the first two program categories. Other
program categories include supplemental, interdependent activities surrounding enter-
prise data, interoperability, emerging ITS capabilities, and accelerating ITS deployment.
These categories capture evolving stakeholder needs related to CV implementation and
automation, while also providing mechanisms for data management, standards develop-
ment, and innovation.
A variety of engagement opportunities were held during 2013 to solicit input from a
large group of varied stakeholders. These opportunities included webinars, question-

naires, conference sessions, and IdeaScale forums. The input from these sessions was
instrumental in developing the program categories, and is comprehensively included in
Appendix A.
Figure 4 depicts the frequency with which stakeholder responses highlighted the five
most common program areas, reflecting a large majority of responses.
FIGURE 4 Stakeholder Prioritization of Program Categories 845 unique responses were

238 collected from stakeholders
250
Frequency of Related Responses
217 representing over 285

200 180 organizations across various
industries. Representatives
150
103 107 from industry, academia, trade
100 organizations, federal agencies,
state and local transportation
50
agencies, and nonprofits
0 interacted through a series of
Connected Automation Emerging Enterprise Interoperability
Vehicles Capabilities Data six webinars and six in-person
meetings.
3.1 Program Categories
Todays ITS Program includes a large portfolio of programs that researches diverse sys-
Program categories represent
tems and technologies based on an evaluation of the kinds of technologies and systems
that will make the most impact in achieving significant transportation transformation. the types of detailed programs
Many of these programs are already well into the research, development, or adoption that will provide the work
phases. In the next few years, projects and programs that are either related to existing needed to advance the mission
programs, or completely new, will emerge and become core areas of focus for the ITS and vision.
Program. These program categories are not mutually exclusive, and programs may over-
lap in how they align.
The purpose of defining these program categories is not to place hard boundaries
between them. In a complex field, it is natural that program categories have some degree
of overlap. These program categories establish a framework for the ITS JPO to focus and
prioritize its efforts.
This section describes each program category, its associated benefits, and a set of
research questions that will drive the activities of the programs within each category.
Current activities will be evaluated within the context of this plan and the program
categories. Decisions about potential transition to other agencies or continuation of
existing activities within the new structure will be made as program charters are
developed and milestones defined within the Operational Plan. Also of note is that many
programs will include research and analysis into unintended consequences, including
comprehensive cost-benefit analyses and models.
03 ITS PROGRAMS WWW.ITS.DOT.GOV 13

Figure 5 illustrates how the program categories relate to each other, with
enterprise data and interoperability laying the foundation for the other programs.
The pillars of CVs, automation, and emerging capabilities represent the technology
and systems-focused programs. The top triangle of accelerating deployment illustrates
that all of the programs will eventually arrive at this stage, moving the work from
research, development, and adoption, to large-scale deployment, and transition into the
elevated state-of-the-practice. This figure is used throughout this section to refer to the
relevant categories.
The five strategic themes (enabling safer vehicles and roadways, enhancing mobility,
limiting environmental impacts, promoting innovation, and supporting transportation
connectivity) are reflected throughout the program categories. All of the categories, and
several of the future detailed programs within those categories, will include multiple
Photo Courtesy of USDOT strategic themes in their goals and activities.
FIGURE 5 Program Categories
ACCELERATING
DEPLOYMENT
AUTOMATION
CAPABILITIES
CONNECTED
EMERGING
VEHICLES
INTEROPERABILITY
ENTERPRISE DATA
Figure 6 illustrates the ITS Programs technology lifecycle mapped with the program
categories. This matrix illustrates how the lifecycle stages apply to all program catego-
ries. The intention is that as individual programs (within the categories) develop their
detailed plans and charters, within the ITS Operational Plan, various activities within
each lifecycle phase will be defined, per the program and technology needs. The different
circles within each cell in this figure represent the extent to which that program
categorys activities are anticipated to fall within the technology lifecycle phase. The
more a circle is filled, the higher the degree of activity is anticipated in the particular
timeframe of this Strategic Plan (20152019).

FIGURE 6 ITS Program Emphasis According to Technology Lifecyle Stages
Transition to
DEPLOYMENT
Connected
Vehicles
Automation
Program Categories
Emerging
Capabilities
Enterprise
Data
Interoperability
Accelerating
Deployment
PERFORMANCE MANAGEMENT
TECHNOLOGY TRACKING
For each program category, a set of research questions has been defined. These questions Research questions characterize
will guide the individual program charters that will be included in the Operational Plan. the broad scope of each program
In turn, those charters will specify activities that the ITS JPO will undertake in its mis- category. These questions will
sion to address the research questions.
shape the program definitions
as the ITS JPO creates the work
Program Category: Connected Vehicles activities.
The USDOT will focus much of its CV program ac-
ACCELERATING
tivities on adoption and eventual deployment of the DEPLOYMENT
system. Future advancements in research and test-
ing of CV technology will not be ignored. In fact, as
CVs will be adopted by different
CONNECTED
VEHICLES
AUTOMATION
CAPABILITIES
CV technology is rolled out, added functionality, new

EMERGING
applications, and technological enhancements will demographic communities at

be investigated under this program in response to different rates. The continued
user needs and technical issues that arise with scaled safety and convenience of those
deployments supported and informed by the work in INTEROPERABILITY
who remain unconnected must
the ITS Program. ENTERPRISE DATA
be considered.
As the CV program moves from heavy attention in the research phase to more investment IdeaScale Submission
in the development and adoption phases, increased focus on test beds and pilots will be
a natural part of the future activities. At the same time, policy and institutional issues

involving deployment will be addressed as deployment scenarios and business models
are more thoroughly tested in a real-world environment. Technical guidance and support,
professional capacity building, and certification requirements will continue to be important
elements of the program as the CV system becomes a reality. Evolution and harmonization of
standards for the CV system is already underway and will play an increasingly prominent role
as the industry approaches implementation.
CV research, development, and eventual adoption fall into two areas, based on activities in
the USDOT, including NHTSA plans to issue a proposal by 2016 on V2V safety messaging
(refer to call out to the left). The two primary types of communications technologies that
drive CV activities are as follows:
`` V2V communications based on DSRC technology. This is the area where NHTSA is
Photo Courtesy of USDOT continuing to pursue its rulemaking process. DSRC-enabled devices in vehicles that
broadcast safety messages may be regulated by the USDOT and thus comprise a
certain set of research, development, and adoption questions that are specific to
The NHTSA Decision this authority.
NHTSA announced on February `` Other CV technologies and communications that are enabled by either DSRC or other
3, 2014, that it will begin networks, such as cellular, Wi-Fi, or satellite. Although the USDOT is not research-
taking steps to enable V2V ing regulatory decisions related to these other communications technologies, they
are very much a part of the overall research and development foci. The ITS Program
communication technology for
will consider how various technologies and communications media will interact and
light vehicles. This technology operate within the anticipated CV environment, including safety and other types of
would improve safety by applications and messages.
allowing vehicles to talk
to each other and ultimately Potential Benefits of the CV Program Include:
avoid many crashes altogether
`` Increases in safety, mobility, system efficiency, and access to resources for disad-
by exchanging basic safety
vantaged groups, and decreases in negative environmental impacts such as vehicle
data, such as speed, direction, emissions, the need for physical expansion, and noise
and relative position, 10 times
`` Decreases in undesirable transportation impacts to the environment and society
per second. When cars share
this information at such a fast `` Increased opportunities to partner with non-government groups, such as private
industry and universities
rate, they can see all of the
vehicles around them, sense the `` Real-time and real-world data to help with transportation planning and transporta-
tion system operations
possibility of a crash, and warn
drivers to avoid the crash. `` Demonstrations of CV environments that fit into real-world environments of today
http://www.dot.gov/fastlane/ `` Reduction of fatalities through weather-related, safety, infrastructure-based, and

v2v-cars-communicating-prevent- other applications
crashes-deaths-injuries
Research Questions that Guide the Detailed Programs
Research questions associated with the CV program category are presented in Table 3.
They are categorized according to each stage of the technology lifecycle.

TABLE 3 CV Research Questions that Guide the Detailed Programs
Research
What life cycle benefits can be realized from a CV system?
What are the estimated costs and benefits of CV systems?
How can CV system needs and capabilities be integrated into legacy ITS systems?
How can V2V and V2I security be addressed?
What are viable business models for large scale deployment of the CV system?
What are the elements needed for a complete vulnerability / risk assessment of the CV environment?
How can CV system implementation enable new automation?
Development
Is the security system technically and organizationally representative to support pilot tests and operational deployment?
What are the results of prototypes and tests of the security system (SCMS)?
How will the range of CV apps be integrated with vehicle-based systems?
How will CV systems be accommodated in other roadside systems and technologies?
How can driver distraction be minimized on in-vehicle products, while also maximizing operators' responses?
What are the internal organizational structures in the SCMS that are the best options for deployment?
How will commercial vehicles use the CV environment, and how can they become early adopters?
How can state and local agencies harness CV data, technologies and applications and leverage these effectively and efficiently to help
achieve overall economic, social, and other goals?
How much CV penetration is required to realize benefits from deployment of CV infrastructure?
Adoption
How are state and local agency functions supported in the CV environment deployments, and how to connect CV systems to jurisdictions'
current systems and operations?
How are transit agency functions supported in the CV environment deployments?
Are personal devices incorporated into CV product delivery?
How are privacy protections being deployed?
How do transportation services and CV technologies, data, and applications intersect with other sectors of the economy (energy,
telecommunications, computing, public safety, public works, public transit, logistics, industry, public health, retail, etc.) and how can these be
leveraged together to the overall benefit of a jurisdiction, and to address critical issues and challenges?
Who are the core stakeholders/partners in the public and private sectors to develop strategies and best practices to leverage CVs, data,
technologies and applications, and push forward the state of the practice and the state of the art?
How and where is CV training available and are the necessary skills and information disseminated widely enough?
How can CV early adopters (participants in pilots) contribute to technology transfer and training to facilitate enhanced adoption and deployment?
Are public safety officers and emergency responders/personnel included in the CV education/adoption plans?
How can CV dataalong with other transportation databe used to create innovative and informative real-time visualization techniques to
support decision making by public agencies and connected travelers?
What institutional barriers may prevent CV data from being accessed and/or integrated with other data sources in urban areas to meet
transportation and mobility needs?
How are planning agencies harnessing the potential of CV environments, and supporting smart transportation applications in the traditional
transportation planning process?
How can planning, piloting, implementation, and proof of benefits help demonstrate the need for an eventual investment in in national
deployment of CV?
How will social equity be impacted by CV technologies?
How will choices be made regarding deployment, and will there be guidance on priority deployment areas?
What funding sources can be used for CV deployment, operation, and maintenance?

The transition to automated Program Category: Automation
vehicles is a key challenge. There
Automation focuses on research about automated
is a need to understand the key road-vehicle systems and related technologies that ACCELERATING
DEPLOYMENT
tipping points as the fleet mix transfer some amount of vehicle control from the
changes, including the diverse driver to the vehicle. Different levels of automa-
AUTOMATION
CAPABILITIES
tion may have a significant impact on driving safety,
CONNECTED
levels of automation which will
EMERGING
VEHICLES
personal mobility, energy consumption, operating
likely exist.
efficiency, environmental impact, and land use. While
Connected Vehicle Trade research into automated vehicles and other aspects
Association September 2013 of automation are in the early stages, it is fast gain- INTEROPERABILITY
Jam Session Report ing attention around the world in all sectors of the ENTERPRISE DATA
economy. Developing and adopting varying levels of
Connected Vehicle Trade Association
automation technologies offer tremendous possibili-
September 2013 Jam Session Report:
http://www.connectedvehicle.org/wp- ties for enhancing safety, mobility, and the environment, but also pose new technical and
content/uploads/2013/10/2013_Summit_ policy challenges, and the ITS Programs focus in this area will be on the development of
Jams.pdf technology and systems to enable smooth and safe introduction of automated features into
the nations vehicles and transportation systems. The USDOT is already working closely
with stakeholders to address these challenges, but greater focus will be required as auto-
mated features are introduced into the nations vehicles and transportation systems.
In addition to investigating various stand-alone aspects of automation, the

USDOT is also researching how connectivity could enhance the potential benefits of
vehicle automation systems, in effect bridging the gap between CV research and
automation research.
Potential Benefits of Automation Programs Include:
`` Reducing the number and severity of crashes caused by drivers or by other condi-
tions (e.g., weather, pedestrians, roadway conditions)
`` Reduction of aggressive driving
`` Expanding the reach of transportation modes to disabled and older users, as well as
providing last mile connectivity service for all users
`` Increasing the efficiency and effectiveness of existing transportation systems
`` Providing guidance to state and local agencies to help them understand the impacts
of automated vehicles on the assets that they manage (i.e., roads, bridges, land, etc.)
Research questions associated with the Automation program category are presented in
Table 4. They are categorized according to each stage of the technology lifecycle.

TABLE 4 Automation Research Questions that Guide the Detailed Programs
Research
What should be the role of the Federal government in automation research and development?
What policies are needed to harness benefits from automated vehicles?
What are the benefits from establishing connected automation?
What are users' expectations for automated vehicles?
What are the security needs for various levels of automated environments?
What are the liability issues related to automation?
How to define characteristics for the automation environment?
What are the core elements and the performance criteria for automation?
What are the risks associated with automation applications?
What role will infrastructure play in an automated environment?
Development
What are the non-technical barriers to deployment of automated systems?
What automated vehicle applications can be demonstrated before 2019?
What technical challenges are barriers to deployment of automated systems?
What aspects of automated vehicles impact current law enforcement activities?
How does data produced from "opt in" systems or applications impact policy?
How do vehicle automation systems leverage connectivity to improve their performance and reliability?
What type of naturalistic testing should the USDOT support for automated vehicle systems?
Is there a consolidated focus between CV pilots and automation?
Adoption
What is the appropriate Federal role in facilitating and encouraging deployment of automated systems? Is this different at different levels
of automation?
What is the role of early adopters (specialized drivers) in automation adoption and deployment?

There is an evolution we see Program Category: Emerging Capabilities
to accommodate technology
USDOT emerging capabilities program initiatives will
and rely on the private sector. focus on future generations of transportation systems.
ACCELERATING
DEPLOYMENT
We need to look at bridging As the scale of CV implementation grows and as au-

technologies and enabling tomation of transportation systems increases, vehicle
CAPABILITIES
EMERGING
AUTOMATION
CONNECTED
manufacturers, infrastructure providers, innovators,
VEHICLES
technologies to get to goals we
and entrepreneurs will discover new opportunities to
want to achieve.
use the technologies and the data that will be gener-
CV Public Meeting ated. Technological advances, new functionality, new
September 2013. Arlington, VA applications, new operational concepts, and disruptive INTEROPERABILITY
innovations will result. The USDOT will track techno- ENTERPRISE DATA
logical, market, and demographic trends throughout

the globe and across industries to seek and evaluate
emerging capabilities that demonstrate the potential to transform transportation. As this
happens, the USDOT will be positioned and engaged as a partner to guide research, develop-
ment, and technology adoption in a systematic manner.
Potential Benefits of Emerging Capabilities Programs Include:
`` Forge stronger relationships and partnerships with private industry and universities
`` Provide the ITS JPO with the ability to adapt existing or upcoming programs to
accommodate new ITS technologies
`` Stimulate economic growth through innovation and technological leadership.
Research questions associated with the Emerging Capabilities program category are pre-
sented in Table 5. They are categorized according to each stage of the technology lifecycle.
TABLE 5 Emerging Capabilities Research Questions that Guide the Detailed Programs
Research
Are promising long-range technological advances being developed in the private sector and within research labs/organizations reviewed
for application in transportation?
What disruptive forces are likely to change transportation systems and services in the future? What trends will drive innovation and new
technologies?
What is the state of the field in terms of electric/non-gas powered vehicles?
How will electric vehicles (EVs) and other alternative-fuel (alt-fuel) vehicles affect mobility in the future (including the economics and
purpose of driving), and how might these changes affect the deployment of CV technologies and applications?
How can crowdsourcing, social media, gamification, and incentivization strategies become effective decision support tools not only for
real-time needs, but to meet longer-term public policy objectives and perhaps even instigate social/behavioral change over time?
How will the expanding market for EVs and other alt-fuel vehicles change the mobility landscape in a city, change the expectations of
drivers, and affect tax revenues of cities and states?
Development
Are commercial products available today that can be applied for transportation operations?
How will CVs interact with the grid, the cloud, and EVs? How do we better integrate the operational characteristics of EVs into
CV applications?

Program Category: Enterprise Data In research, there is a need to
understand how to perform Big
With increased connectivity among vehicles, or-
ganizations, systems, and people, unprecedented
ACCELERATING
DEPLOYMENT
Data collections and analysis. In
amounts of data are being generated. New methods deployment, there is a need to
to collect, transmit/transport, sort, store, share, understand how to extract data
AUTOMATION
CAPABILITIES
CONNECTED
EMERGING
aggregate, fuse, analyze, and apply these data will be
VEHICLES
to enable research topics across
needed for management and operations of transpor-
broad areas.
tation systems. The USDOT will not only continue its
efforts in operational data capture from stationary Transit Stakeholder
sensors, mobile devices, and CVs, but will expand INTEROPERABILITY
its research activities involving the development of ENTERPRISE DATA

mechanisms for housing, sharing, analyzing, trans-
porting, and applying those data for improved safety
and mobility across all modes of travel. In addition, a focus on open data sources and ac-
cess will reflect the current state of the field and a market trend towards consideration of
open data code development and storage/access. Large data management organizations,
as well as other technology and data-intensive organizations have begun to engage with
the USDOT in early discussions of how to integrate open data concepts and approaches
as appropriate in various ITS technology research efforts.
Enterprise data initiatives and data management focus on enabling effective operational
data capture from ITS-enabled technologies, including CVs (automobiles, transit, com-
mercial vehicles, and connected users contributing situational data via social network-
ing), mobile devices, and infrastructure in ways that protect the privacy of users. It also
focuses on enhancing the creation of data environments that enable integration of data
from multiple sources for use in transportation research, management, and performance
measurement.
Large data sets are also needed as the basis for new applications to support mobility, safety,
and greater efficiency of transportation assets. The availability of enterprise data is crucial
for continued innovation. A related topic of investigation is also the appropriateness, value,
implications, and context for using open source data and applications. As this becomes an
increasingly important part of the data management and code development communities,
the USDOT will bring the analysis of open source data and code into relevant projects.
Potential Benefits of Enterprise Data Programs Include:
`` Providing new revenue opportunities
`` Monitoring performance and enabling more efficient responses
`` Increasing efficiency of information sharing
`` Assuring the public that the privacy of data will be protected
`` Improving quality (accuracy and timeliness) of data
`` Stimulating innovation in new applications by enabling research
`` Efficiently managing large datasets

Research questions associated with the Enterprise Data program category are presented
in Table 6. They are categorized according to each stage of the technology lifecycle.
TABLE 6 Enterprise Data Research Questions that Guide the Detailed Programs
Research
What additional data from EVs might be usable for various applications/uses?
Can data from vehicles be used to determine liability in various crash scenarios?
To whom does value flow from CV data?
Who owns data in various application scenarios, and how are data rights protected or shared?
What is the Federal role in managing large data sets that are produced in the CV environment?
What data are most useful to different users and operators?
How can various data sets be used?
How can new data sets be integrated with other legacy data management systems?
How to develop communications designs (specs, min standards for design) that can be readily replicated?
What are the data needs of public agencies and are they being fully addressed with current standards?
From what variety of sources can transportation data be collected? What technologies and methodologies are most useful for doing so?
Development
What will be needed in the transportation management center (TMC) of the future to use and leverage information and output alerts?
What are appropriate data sharing schema?
Are guidelines needed to filter and manage CV-generated data?
How can CV data be integrated with a wide variety of other data in order to create the most effective, innovative and informative real time
(and predictive) data visualizations to support effective and efficient decision-making
by a variety of public agencies and also by connected travelers?
What communications media impact messages in and out of the vehicle?
Do devices perceive the data that are of value? What can be done to prioritize messages? (establish a message prioritization scheme to avoid
distracted driving)?
Is automation leveraging the CV environment and enterprise data?
How will operational data environments enable more open access to data that enables the widest opportunity for
application creation?
How do CV data management systems contribute to market stimulation and sustainment?
Adoption
How to provide education to support data use and development?
How can cities and agencies leverage the opportunities presented by internet-connected mobile communications technologies
and the data they collect and generate to connect to citizens, influence traveler behavior in the short and long term, and affect public
policy and decision-making?
Is the (contextual and time sensitive) economic value of data understood?
Is the needed technical data expertise available to optimize data structures?
How does opt in of enterprise data expose policy and safety issues?
How to enable new business relationships between the public and private sector to ensure privacy protection?
Are partnerships with State/local DOTs capturing best practices that pinpoint the value enterprise data?
What other sectors might benefit from CV data?

Program Category: Interoperability You have to consider that
the vehicle systems are also
The USDOT will continue to focus on interoperabili-
ty to ensure effective connectivity among devices and ACCELERATING connected to safety systems.
DEPLOYMENT
systems. Interoperability will be more critical than We have to be careful in a
ever before with the implementation of CV systems heavily regulated industry so
AUTOMATION
CAPABILITIES
and the introduction of automated transportation
CONNECTED
we need to have things that fit
EMERGING
VEHICLES
systems as system interdependencies increase, not
into the lifecycle of a vehicle to
only in number but also in complexity. Standards
and architectures must continue to evolve to ensure
standardize vehicles.
that technological advancements are reflected, and INTEROPERABILITY CV Public Meeting
the required backward compatibility and interoper- ENTERPRISE DATA September 2013. Arlington, VA
ability are maintained. Testing and certification will
become more important as CV systems are imple-
mented on a broader scale. Interoperability is especially important on a national basis
to ensure that transportation system users and travelers, regardless of the vehicles they
drive, transportation mode they use, or the road they travel, are provided consistent, reli-
able performance from their transportation systems.
Interoperability focuses on enabling ITS elements in vehicles, devices, infrastructure, and

applications to effectively communicate with other parts of the system as needed, regard-
less of where they are built and where or when they are used. This focus area includes the
development of architectures and standards intended to move many ITS-related technolo-
gies, agencies, and operations away from distinct silos or legacy systems and institutions
that do not communicate and coordinate with each other. Increasing the Nations ITS in-
teroperability will increase the ability of distinct technologies to work together and will help
transportation agencies and users communicate and share information more seamlessly.
These developments will facilitate effective planning and deployment, and operationally
increase efficiencies, reduce costs, and provide more real-time and effective information to
transportation system users, operators, planners, and the industry as a whole.
Standards: As new technologies and ITS-based solutions evolve, new standards or refine-
ment of existing standards is a necessary activity. Whether the standards are regulated or
adopted as part of industry evolution and practice, there almost always will be a focus on
research, analysis, and development of new standards to accommodate the uses and out-
comes of new technologies. Having these standards documented and disseminated prior to
adoption is often critical for successful adoption and eventual wide-scale deployment. Several
stakeholder groups noted that the ITS JPO is in the best position to coordinate work around
new standards and can help its partners understand and adjust to standards as they evolve.
Potential Benefits of Interoperability Programs Include:
`` Increased efficiency in communications and information sharing between transpor-

tation agencies and users
`` Nationwide interoperability for vehicles and other participants in the ITS system

`` Maintenance of the forward and backward interoperability of ITS equipment and
reduced need for re-investment over time
`` Greater adoption rates with reduced anxiety over obsolescence
`` More efficient transportation usage based on innovations and new commercial

applications
`` Transportation solutions that resolve interoperability among developers, users,

agencies, and modes to increase efficiencies, reduce costs, and provide real-time and
effective information
`` Increased efficiencies in the economic enterprise.
Research questions associated with the Interoperability program category are presented
in Table 7. They are categorized according to each stage of the technology lifecycle.
TABLE 7 Interoperability Research Questions that Guide the Detailed Programs

Research
Which standards are needed to support required interoperability of ITS technologies?
What testing and certification procedures and processes are required to ensure compliance with applicable standards?
How are similar interfaces most efficiently grouped into a National Architecture to facilitate interoperable ITS deployments while
maximizing flexibilities?
When is it in the public interest to seek international harmonization of architecture and standards and what are the most effective means of
facilitating this harmonization?
Development
How is the National Architecture evolved to accommodate CV and automated vehicle technologies?
How is the standards life cycle best managed to efficiently ensure that needed standards remain available to the stakeholder community?
How are standards efficiently evolved to a level of maturity sufficient to support regulatory mandates when needed?
Adoption
How is appropriate technology, standards, and architecture deployment support efficiently provided to the stakeholder community?
How are testing and certification capabilities efficiently made available to the stakeholder community to ensure required interoperability and
regulatory compliance?

Program Category: Accelerating Deployment Generally the handoff from
JPO to modal responsibilities
As new ITS technologies and systems evolve into
market-ready products, the ITS Program must
ACCELERATING happens after a new ITS research
DEPLOYMENT
address questions associated with adoption and de- product has been tested in
ployment. As defined in this plan, adoption includes the field and technology
AUTOMATION
CAPABILITIES
CONNECTED
the phase after testing, when technologies are ready
EMERGING
transfer materials (such as
VEHICLES
for initial implementation in the real world. Full-
documentation of benefits,
scale deployments are not possible at the outset of
this phase, and so the adoption phase is seen as the
costs, and lessons learned and
critical nascent stage of getting technologies into the INTEROPERABILITY training materials) have been
market. This stage includes the need for solicitation ENTERPRISE DATA developed and delivered to
of early adopters, support and training of the adopt- an initial audience of potential
ers, marketing and communications to encourage
deployers. Ongoing ITS JPO
and increase awareness and understanding of the value of the new technologies, and of
course, the actual initial implementation of the new technology. Interaction with adopt-
funding support for technology
ers needs to be strong in order to become familiar with the challenges that local agencies transfer activities may continue
and other transportation organizations face. for some time.
From the Strategic Planning
The adoption phase evolves over time into full deployment. Many discussions about the
Group Charter
critical transition from adoption to deployment have centered on how to determine when
that phase emerges. Some of the criteria identified thus far include: ITS JPO Strategic Planning Group Charter:
http://www.its.dot.gov/spg/
`` Early adopters articulate positive feedback about technology benefits
`` Understanding of the technology is broader than just initial adopter community
`` Value of the technology is clear and has been realized
`` Tactical deployment plans exist and can be shared with additional operators
`` Training for the technology exists and is accessible to future operators
`` Actual pilot implementation is feasible which is an indication of the maturity of

the technology.
As technologies transition from adoption to large-scale deployment, the responsibility of

support for operators and deployers shifts from the ITS JPO to other agencies within the
USDOT and even across other government departments and agencies. Although adop-
tion will also be carried out by state, local, and commercial organizations, the ITS JPO
will play a support, training, communications, and outreach role during this phase. The
main goal of the adoption phase is to gain market support, understanding, and commit-
ment to the new technologies.
Potential Benefits of Deployment Support Programs Include:
Having a structured and standardized process in place for transitioning between adop-
tion and deployment will increase the consistency and performance of a given transition,
establishing the trust necessary to build effective partnerships. The transition process
will include several components that work together, most notably:

`` Transition Planning: A brief overview of the transition goals, any assumptions
that the transition is based on, and any risks that have been identified that could
severely limit the ability to complete the transition on schedule
`` Training: Identification of the training needs of each deployer and a list of recom-
mended knowledge transfer activities and specific training offered
`` Transition Plan: A plan that includes a list of tasks that must be accomplished
during the transition process organized in an action table that includes tasks, roles,
responsibilities, and timeframes for completion
`` Timelines and Milestones: Estimated length of the transition period and the
milestones to be set as goals throughout the transition, and the extent of overlap with
development and adoption phases; there should also be a formal transition when
transition activities are expected to be complete.
Below are key elements of the Accelerating Deployment program category, grouped into
different overarching areas.
Communication and Education

Communication and education, including training, are important elements that contrib-
ute to deployment acceleration. The purpose of a strong communication and education
plans is to facilitate awareness, understanding, acceptance, adoption, and deployment of
ITS technologies across all stakeholder groups.
Key activities for the communication and education effort include:
`` Identification and analysis of stakeholders and their needs
`` Development of core messaging for internal and external stakeholders
`` Identification of communication tools and methods
`` Development and design of communication products
`` Development and design of training, knowledge resources, and technology

transfer programs.
An effective communication and education effort raises stakeholder awareness and under-
standing for the ITS JPOs mission and capabilities, strategic direction, and initiatives and
priorities. It will establish and use two-way communication channels to engage stakeholders
and partner organizations in the research, development, and adoption of ITS technologies.
Communication and education also support and facilitate Professional Capacity Building
(PCB), an established priority and program areas for the ITS JPO.
PCB is one area where the ITS JPO maintains joint responsibility with the modes beyond
the research implementation phase. The USDOT is required under the current transpor-
tation authorization legislation to develop a workforce capable of developing, operating,
and maintaining intelligent transportation systems. The PCB program provides training

and learning resources across a spectrum of ITS subject-matters from fundamental ITS
building blocks, such as ITS architecture and standards application and systems engi-
neering processes, to currently available and emerging ITS systems, particularly those
that have been the subject of Federal ITS research. The ITS PCB program maintains a
strategic plan that guides its investment priorities, developed with stakeholder input,
including from the USDOT modal administrations. Potential for duplication of efforts
among the ITS PCB program and other PCB programs in the modal administrations is
minimized by regular coordination among the PCB program managers.
The program uses an internal website and also works with various ITS industry partners
to deliver these training resources. Various delivery approaches are used including e-
learning, archived webinars, e-books and on-site delivery.

The four strategic goals of the ITS PCB program are professional growth, leadership
outreach, knowledge exchange, and technology transfer they provide the framework
to equip transportation professionals with knowledge and skills; create a network of
champions; facilitate the sharing of best practices; and ensure that proven ITS solutions
are brought to the broader user community.
`` Professional Growth: The PCB programs mission is to expand the knowl-

edge, skills, and abilities of the ITS workforce. Users of the program desire to see
new training methods and techniques. An emerging priority for the program is to
strengthen and update existing course offerings, while identifying the requirements
for competence in ITS.
`` Leadership outreach: The PCB program offers support to decision makers and
emerging leaders in ITS are seek innovative solutions to the nations transportation
challenges. The outcome of leadership outreach will be decision makers in transporta-
tion agencies and other public sector organizations that are knowledgeable about the
benefits and challenges of ITS, and are motivated to implement ITS solutions.
`` Knowledge Exchange: The PCB program is evolving into a new role as a catalyst
for knowledge exchange and learningleveraging its knowledge assets by connect-
ing user needs with its network of trainers and educators, but also facilitating the
exchange of knowledge and innovative solutions among experienced policymakers
and professionals. In response to customer needs, the program intends to draw more
on real-world experience from the source in its learning programs.
`` Technology Transfer: The ITS PCB program is moving to accelerate new research
and prototypes into market-ready technologies that can be adopted by agencies. This
goal uses digital technology as an enabler to bring the most current ITS research and
solutions to the ITS user community. Leading-edge technological innovations such as
social media, mobile application devices, and new learning practices such as interac-
tive games and video will be harnessed to encourage fast and successful adoption of
ITS technologies.

Established and Effective Partnerships
Partnerships are a key element that contributes to deployment acceleration. Research col-
laboration brings partners onboard to ensure user needs are reflected in technology devel-
opmentthis ultimately achieves higher acceptability and adoption rates. The ITS Program
will strategically leverage current partnerships and actively work on establishing new ones
to create an extended national and international network that furthers the advancement of
ITS by testing and developing new ideas. In addition, healthy partnerships can foster a com-
petitive and innovative environment and thus address current or emerging market failures.
Partnerships can be made at various levelsexecutive level, program level, or project level.
The partnerships will encompass a wide range of public and private partners, such as:
`` Federal agencies (e.g., the Federal Highway Administration, Federal Transit Admin-
istration, National Highway Traffic Safety Administration, Federal Motor Carrier
Safety Administration, Federal Railroad Administration)
`` Policy makers and the national, state, and local levels
`` State DOTs
`` Regional planning organizations and metropolitan planning organizations
`` Local transportation agencies (county, city, or municipality levels)
`` Specialty agencies (e.g., police departments, sheriff offices, emergency responders,

fire marshals, transit operators, port/airport authorities)
`` Private sector (e.g., auto manufacturers and suppliers, railroads, dray carriers, road-
side technology vendors, wireless technology vendors, software developers,
data providers)
`` Academia (universities and research centers)
`` Professional associations and organizations (e.g., Transportation Research Board;

American Association of State Highway and Transportation Officials; Institute of
Transportation Engineers; International Bridge, Tunnel and Turnpike Association;
Institute of Electrical and Electronics Engineers; American Society of Civil
Engineers; Intelligent Transportation Society of America; CV Trade Association;
American Public Transportation Association; Association for Unmanned Vehicle
Systems International; Society of Automotive Engineers; Specialty Equipment
Market Association; CTIA The Wireless Association; and AAR Association of
American Railroads)
`` Advocacy and focus groups (e.g., the Crash Avoidance Metrics Partnership).
International partnerships31(such as the current ITS partnerships with the European

Commission, Canada, Japan, Korea, and Mexico4)2are key to bringing ITS experiences
from around the world to capture best practices and lessons learned and standardize
practices toward more efficient use of ITS.
3 While Standards Harmonization programs are discussed under the Interoperability focus area, a more
detailed discussion of international programs is embedded in the international strategic plan developed
by the USDOT
4 http://www.its.dot.gov/connected_vehicle/international_research.htm

Historically, the ITS JPO has not had significant involvement with foreign private organi-
zations or international agencies or organizations. In recent years, there have been great
efforts to move away from a parochial focus and move toward participation in coopera-
tive partnership agreements with both private industry and internal organizations. It will
continue to be a focus for the ITS JPO to reach out to and collaborate in a number of ways
with private industry groups and international partners. The pace of technology change
and investment is such that all actors and invested parties in any field of development must
engage in substantive ways to advance adoption of ITS technologies in all possible ways.
The ITS JPO is committed to leading this collaborative relationship approach.
The USDOT has always maintained contact and healthy relationships with similar orga-
nizations in other countries. However, as new technologies evolve, the nature of cross-
border management and cooperation changes and the need for more direct international
engagements increases. As the ITS Program looks to the future, it will employ Photo Courtesy of USDOT
an approach where the USDOT can enter into agreements and engagements with a
number of international partners, as the need and the bilateral agreements contribute
to both parties needs.
Deployment Challenges in Rural Environments: While rural ITS is not a new

area, there is a need to pinpoint whether ITS applications that are being developed can
be implemented on the rural level and whether they exhibit benefits for rural communi-
ties. Stakeholders from the transit sector, state and local agencies, trade organizations,
and other groups noted that contextual analysis must be part of implementation of new
technologies to consider the nuanced and specific needs of rural environments.
ITS Applications for those with Disabilities: Disability-oriented ITS aims to

improve mobility and services for disabled/special needs users, making ITS products
and applications available to everyone, and using ITS applications to enhance accessibil-
ity to transportation alternatives. Many of the next-generation ITS technologies, such as
automated vehicles, are well suited to help address the needs of the often under-served
disabled community. Several stakeholders, most notably those from the transit commu-
nity, identified the opportunities that may be made available to these communities with
new ITS technologies.
Research questions associated with the Deployment Support program category

are presented in Table 8. They are categorized according to each stage of the
technology lifecycle.

TABLE 8 Accelerating Deployment Research Questions that Guide the Detailed Programs
Research
What collaboration and communication mechanisms and targets are needed to encourage public investment?
What personal motivations can be leveraged to encourage adoption that yield societal benefits?
What is the model for international collaboration in the areas of connectivity and automation?
Development
Are opt-in services clearly defined?
Can opt-in services be developed for delivery by the private sector?
Are security and privacy sensitivities addressed so that these do not impede CV environments?
Is CV deployment guidance aligned with the varied levels of decision-making?
Can alignment be achieved in location-specific perspective of safety improvements and CV environments?
What is being done to specifically encourage deployment?
Are the benefits and costs of deployment clearly articulated for public agencies to determine their return?
Adoption
What CV environment targets can be defined?
What metrics should be created to measure CV environments?
Is guidance available to support funding decisions on CV environments?
What is needed to further streamline CV environment acquisition into the planning process?
What is needed to further streamline CV environment acquisition into the Transportation Safety (4E) process?
Are needed standards mature?
What are the guidelines that are needed (e.g., technical, policy, funding)?
Is regulatory action needed?
Centerfold Graphics
Two centerfold graphics were developed to help Program Charters to be drafted, which will describe
illustrate how certain elements of the plan fit together, the discrete activities that will help achieve the
and how the stakeholder feedback was used to inform previously established Goals and Objectives.
and validate each element.
The second centerfold graphic represents the
The first graphic depicts the relationship between stakeholder feedback that was gathered during
the Strategic and the Operational Plan elements. the data collection phase of the strategic planning
The Program Categories serve as the foundation, effort. The word cloud illustrates the most popular
helping to frame the various Research Questions that topics discussed by stakeholders from across the
represent a boundary for the broad ITS Program. country. The larger and more bold the font type,
Those Research Questions are then used to formulate the more frequently that topic was raised. This
a set of Goals for each Program Category, with various input validated the Strategic Themes and Program
supporting Objectives. The next step is for individual Categories set forth in this plan.

STRATEGIC PLAN OPERATIONAL PLAN
PROGRAM CATEGORIES RESEARCH QUESTIONS GOALS (notional) OBJECTIVES PROGRAM CHARTERS

Describe a set of Provide direction for Translate questions Deconstruct goals into Describe focus, timeline,
programs related to the programs into outcomes measurable pieces budget, and activities
tech or system
Integrate CV system needs into legacy ITS systems (Research)

Collect benefits and costs and implementation lessons learned information on
CONNECTED CV Research high priority CV applications (Development) CV Goals will be split into The number and scope of
VEHICLES Questions Support state and local, and transit agency functions in the CV environment
multiple objectives programs will vary
deployments (Adoption)
Define the core elements and the performance criteria for automation (Research)
Test automation components in the CV Pilots, as well as in other test situations as Automation
Automation available (Development) The number and scope of
AUTOMATION Goals will be split into
L
Research Questions Define the federal role in facilitating and encouraging deployment of automated
programs will vary
systems (Adoption) multiple objectives
EMERGING Emerging Capabilities

N A
Establish ways to use new technologies and decision support tools for real-time
needs, and to meet longer-term public policy objectives (Research)
Integrate the operational characteristics of new technologies into CV and legacy
Emerging Capabilities
Goals will be split into
The number and scope of
O
systems and applications (Development)
CAPABILITIES Research Questions programs will vary
I
multiple objectives
ENTERPRISE DATA
Enterprise Data

OT
Integrate new data sets with other legacy data management systems (Research)
Identify a model for data management and ownership (Development)
Enable new business relationships between the public and private sector to ensure
Enterprise Data
Goals will be split into
The number and scope of
N
data privacy protection (Adoption)
Research Questions programs will vary
multiple objectives
Develop and maintain a National ITS Architecture sufficient to ensure required nationwide
interoperability while maximizing flexibilities (Development)
Develop and maintain an inventory of candidate interfaces for standardization and support Interoperability
Interoperability standards development efforts for interfaces where there is greatest public interest including The number and scope of
INTEROPERABILITY Goals will be split into
Research Questions those required to support regulatory activity (Development) programs will vary
Internationally harmonize standards and architectures in line with the public interest (Adoption) multiple objectives
Facilitate availability of testing and certification processes and procedures to ensure
required interoperability and regulatory compliance (Adoption)
Define collaboration and communication mechanisms and targets to encourage public
ACCELERATING
and private investment (Research) Accelerating Deployment
Accelerating Deployment Develop comprehensive cost-benefit analytic tools that allow deployers to understand The number and scope of
the financial and operational benefits of new technologies and systems (Development) Goals will be split into
DEPLOYMENT Research Questions programs will vary
Establish the tools that support the new user base (that had less interaction in the past)
(Adoption)
multiple objectives
HAVE Over 700 stakeholders representing states and localities
WE from across the country participated in development of the
20152019 ITS Strategic Plan
A RD
HE
U. .. 100 inputs
YO
Over
regarding ENTERPRISE DATA Over
75%
were received
AUTOMATION was a of stakeholders

recurring topic of interest, agreed that technology developers
being discussed by over (EMERGING CAPABILITIES,not currently
100
associated with CVs) will have an impact
on the future of the CV environment.
stakeholders
Nearly
285 different
organizations
100%
of stakeholders that
contributed inputs to the ITS participated in the surveys
Strategic Plan 20152019 indicated they were satisfied
with the current level of
emphasis on CV research
INTEROPERABILITY as
an ITS program focus Data collection efforts
was raised over
200 55%
Over
of participating stakeholders 845
yielded
times claimed they are currently ready for and would be unique ITS
receptive to new CV or similar technology,
such as what has been described under
Stakeholder
responses
ACCELERATING DEPLOYMENT.
04
ITS Program Goals
The following section presents some initial notional goals that establish the direction that
will guide the ITS Programs operational focus and decisions. These goals are forward-
looking targets for the programs, projects, and activities.
The research questions associated with each program category represent a boundary for
the broad ITS Program and frame the strategic plan. Based on those questions, goals can
be developed for each of the six defined program categories. On the following page are
sample goals associated with every program category: each goal represents a course of
action necessary to achieve the ITS Programs mission and progress toward the vision.
If one refers back to the research questions for a particular program category, the link
between a question and a goal should be clear. For example, the first CV sample goal
below, Integrate CV system needs into legacy ITS systems is a direct result of the research
question: How can CV system needs and capabilities be integrated into legacy ITS sys-
tems? Rather than repeat each question and its comparable goal in the plan, we include
a centerfold information graphic that illustrates the connections between various parts of
program categories, including research questions and goals.
04 ITS PROGRAM GOALS WWW.ITS.DOT.GOV 31

Connected Vehicles
`` Integrate CV system needs into legacy ITS systems (Research)
`` Collect benefits and costs and implementation lessons learned information on high
priority CV applications (Development)
`` Support state and local, and transit agency functions in the CV environment
deployments (Adoption)
Automation
`` Define the core elements and the performance criteria for automation (Research)
`` Test automation components in the CV Pilots, as well as in other test situations as

Photo Courtesy of USDOT available (Development)
`` Define the Federal role in facilitating and encouraging deployment of automated

systems (Adoption)
Emerging Capabilities
`` Establish ways to use new technologies and decision support tools for real-time
needs, and to meet longer-term public policy objectives (Research)
`` Integrate the operational characteristics of new technologies into CV and legacy

systems and applications (Development)
Enterprise Data
`` Integrate new data sets with other legacy data management systems (Research)
`` Identify a model for data management and ownership (Development)
`` Enable new business relationships between the public and private sector to ensure
data privacy protection (Adoption)

Interoperability
`` Develop and maintain a National ITS Architecture sufficient to ensure required
nationwide interoperability while maximizing flexibilities (Development)
`` Develop and maintain an inventory of candidate interfaces for standardization and

support standards development efforts for interfaces where there is greatest public
interest including those required to support regulatory activity (Development)
`` Internationally harmonize standards and architectures in line with the public

interest (Adoption)
`` Facilitate availability of testing and certification processes and procedures to ensure

required interoperability and regulatory compliance (Adoption)

Accelerating Deployment
`` Define collaboration and communication mechanisms and targets to encourage pub-
lic and private investment (Research)
`` Develop comprehensive cost-benefit analytic tools that allow deployers to understand

the financial and operational benefits of new technologies and systems (Development)
`` Establish the tools that support the new user base (that had less interaction in the
past) (Adoption)
04 ITS PROGRAM GOALS WWW.ITS.DOT.GOV 33

05
Successful Execution:
Employing Operational and
Organizational Disciplines
The disciplines outlined in this section represent the processes the ITS JPO will employ
internally to help ensure successful execution of the plan. The organizational disciplines
(performance management, technology tracking) enable the ITS JPO to react to current
and emerging trends, address findings from stakeholder engagements, and stay ahead of a
changing environment. They establish a structure and framework that provide guidance for
decision making and actions, and at the same time are shaped by the actions taken.
The use of performance management and tracking of the programs will provide the ITS
JPO with the information and data needed to protect its focus, ensure relevance of ITS
investments, and optimize the allocation of resources.
Figure 7 provides a holistic view of the organizational and operational disciplines

outlined in this section as they relate to the strategic themes and program categories
introduced earlier in the plan.

FIGURE 7 Holistic View of Organizational and Operational Discipline Components as They Relate to the Strategic Themes
and Program Categories
AND OPERATIONAL
ORGANIZATIONAL
STRATEGIES
TWO PROGRAM PRIORITIES

Realizing CV Implementation and Advancing Automation
FIVE STRATEGIC THEMES

STRATEGIC THEMES
AND PROGRAM
FOCUS AREAS
SIX PROGRAM CATEGORIES
Goals Goals Goals
5.1 Organizational Disciplines and Desired Outcomes

This section defines the organizational disciplines that bring focus and accountability to
the work performed within the ITS Program. These disciplines reflect feedback gathered
from stakeholders at various conferences and webinars. There were several statements
from transit, state, rural, and goods movement stakeholders that indicated a desire to see
the ITS JPO increase its efforts around performance management and technology tracking.
The organizational disciplines are interdependent and will be most effective with articu-
lated and clear outcomes. By nature, these disciplines are outcome-focused and pursuing
them implies the need for articulated success indicators. The establishment of the orga-
nizational disciplines produces the desired outcomes for the entire ITS Program.
Performance Management
Performance management provides the tools and structure needed to implement the
strategy and is essential to delivering on the mission and vision. It is the discipline of
using metrics and defined outcomes to measure the ITS JPOs success, evaluate ITS
Programs and projects, and identify opportunities for improvement.
05 SUCCESSFUL EXECUTION: EMPLOYING OPERATIONAL AND ORGANIZATIONAL DISCIPLINES WWW.ITS.DOT.GOV 35

Standardized prioritization and selection processes will enable more effective manage-
ment of programs and activities with respect to tracking and managing process metrics,
communication activities, and stakeholder management.
As programs evolve, the ITS JPO will develop a process framework with milestones and
associated performance measures that together will help the ITS Program understand
what is working, what is not working, what needs adjustment and improvement on a
continual program-by-program basis, and what should be rolled up.
Implementing end-to-end process and performance management practices across all

functions and associated initiatives is necessary to build an organizational capability to:
`` Enable alignment of agency goals and desired outputs

`` Enable strategic, transparent decisions around program and research efforts
`` Bring increased accountability, productivity, and capacity building
`` Provide data to inform necessary adjustments, improvements, or changes
`` Make it possible to accurately report progress, milestones, and obstacles to internal

and external stakeholders
`` Better enable the agency to demonstrate its value in multiple areas
`` Enable management of the inter-dependencies between education, communication,

research, development, and adoption
`` Optimize allocation of resources.
Technology Tracking
Technology tracking is an overarching process that accompanies the various stages of
the technology lifecycle. The primary purpose of tracking is to identify opportunities and
make necessary adjustments or changes within the research and development phases so
that any given ITS technology has a higher chance for adoption and successful deploy-
ment. Additionally, the identification of areas for improvement initiates an iterative
process to modify plans and programs.
Technology tracking focuses on monitoring the progress of research, development, and

adoption of ITS technologies to gain greater knowledge and understanding of how to
adapt and improve ITS Programs and processes to further advance overall deployment.
Several processes are needed for monitoring, reviewing, and controlling project out-
comes and program activities, and each process would be broken down into a range of
tasks and activities to be performed by the relevant assigned individuals at appropriate
times throughout a programs existence.

06
Acknowledgements
This ITS Strategic Plan 20152019 includes a comprehensive and interdependent set
of technologies, systems, priorities, and strategic themes that will be the focus of ITS
research, development, and adoption during this time period. The process of developing
the plan was critical to including significant stakeholder demands, focus areas, and needs
for ITS support and research.
Throughout the effort, the team engaged a diverse group of stakeholders in an effort to be
inclusive, collaborative, and interactive through a broad range of outreach opportunities that
ensured the ITS Strategic Plan reflects the aspirations of the multi-faceted ITS community.
The ITS Strategic Plan development team would like to extend our appreciation and thanks
to the following groups that were instrumental in both providing input and allowing us to
present and hold sessions at their conferences, meetings, workshops, or webinars:
`` Federal Highway Administration (FHWA)
`` Federal Motor Carrier Safety Administration (FMCSA)
`` Federal Railroad Administration (FRA)
`` Federal Transit Administration (FTA)
`` National Highway Traffic Safety Administration (NHTSA)
`` Maritime Administration (MARAD)
`` ITS Program Advisory Committee
`` Institute of Transportation Engineers (ITE) CV Task Force
06 ACKNOWLEDGEMENTS WWW.ITS.DOT.GOV 37
` American Meteorological Society (AMS)
` National Rural ITS Conference (NRITS)
` Institute of Electrical and Electronics Engineers (IEEE)
` CV Trade Association (CVTA)
` Intelligent Transportation Society of America
` The public and private sector participants of webinars for transit, tolling and pricing,
safety and traffic signals, environment and weather, and goods movement
` International Bridge, Tunnel and Turnpike Association
` Submitters to the IdeaScale forum.

Without this vast amount of input and perspectives, the plan would not be a robust rep-
resentation of the kind of work the ITS Program needs to focus on. Great appreciation is
extended to all who took the time to listen, provide input, respond to questions, and send
materials, ideas, and requests.
The facilitated sessions that these groups made possible explored and refined the plans
fundamental themes, research questions, and programmatic goals. The unique perspec-
tives shared during these sessions made the ITS Strategic Plan 20152019 exponentially
stronger, and will enable the ITS JPO and USDOT to better prioritize operational activi-
ties. Thank you to all who have contributed.

A
Appendix A
Summary of Results for
Stakeholder Engagements
The following appendix contains data gathered from various stakeholders throughout the
development of the ITS Strategic Plan. A variety of engagement opportunities were provided
to stakeholders including webinars, questionnaires, conference sessions, IdeaScale, etc.
1. Webinars
Three series of webinars were held, each targeting at least three stakeholder groups. The
format for the webinars was intended to generate maximum stakeholder input that would
help shape and validate the direction of the ITS Strategic Plan.
1.1 Participating Organizations

Efforts were made to engage stakeholders from a variety of disciplines and areas of
interest to provide a comprehensive view of current and potential future efforts.
Figure 1 shows the distribution of the stakeholders participating in the webinars.
FIGURE 1. Webinar Stakeholder Categories and Distribution of Participants
Category Participants Trade Group Federal

Agency
Academia 33 Academia
Federal Agency 10
State or Local
Industry 143 Transport Agency
International 5
Non-Profit 4
Industry
State or Local Transport Agency 72 Non-Profit
International
Trade Group 19
Total 286

Table 1 shows specific organizations that participated in the webinars, along with their alignment to one of the specific categories identified.
TABLE 1. List of Participating Organizations

Organizations that Participated in the USDOT ITS Strategic Plan Webinar Series Category
American Transportation Research Institute (ATRI) Academia
California Partners for Advanced Transportation Technology (PATH), University of California-Berkeley (UCB) Academia
Carnegie Mellon University Academia
Center for Automotive Research (CAR) Academia
Clemson University Academia
George Mason University Academia
Georgia Institute of Technology Academia
Michigan Technological University - Michigan Technological Research Institute (MTRI) Academia
Michigan Technological University Academia
North Dakota State University (NDSU) / Upper Great Plains Transportation Institute (UGPTI) Academia
Northeastern University Academia
Oak Ridge National Laboratory Academia
Plymouth State University Academia
Purdue University Academia
Southern Illinois University Edwardsville (SIUE) Academia
Southwest Research Institute (SwRI) Academia
Stevens Institute of Technology Academia
Texas A&M Transportation Institute (TTI) Academia
The National Center for Atmospheric Research (NCAR) Academia
University at Buffalo, The State University of New York (SUNY Buffalo) Academia
University of Alberta Academia
University of Applied Sciences Technikum Wien (FH-Technikum) Academia
University of California-Berkeley (UC-Berkeley) Academia
University of Kansas, Transportation Research Institute Academia
University of Michigan Transportation Research Institute (UMTRI) Academia
University of Minnesota Academia
University of Nevada, Reno Academia
University of Texas Academia
University of Utah Academia
University of Wisconsin Transportation Operations and Safety (TOPS) Laboratory Academia
University of Virginia Center for Transportation Studies Academia
Virginia Polytechnic Institute and State University (Virginia Tech) Academia
Virginia Tech Transportation Institute (VTTI) Academia
Federal Highway Administration (FHWA) Federal Agency
Federal Motor Carrier Safety Administration (FMCSA) Federal Agency
Federal Transit Administration Federal Agency
Intelligent Transportation Systems Joint Program Office (ITS JPO) Federal Agency
National Renewable Energy Laboratory (NREL) Federal Agency
National Transportation Safety Board (NTSB) Federal Agency
Office of the Federal Coordinator for Meteorology (OFCM) / National Weather Service (NWS) Federal Agency
United States Department of Transportation (USDOT) Federal Agency
United States Environmental Protection Agency (US EPA) Federal Agency
A APPENDIX A WWW.ITS.DOT.GOV 41
John A. Volpe National Transportation Systems Center Federal Agency
3M Industry
A Arnold Relocation Industry
Accenture Industry
AECOM Industry
Al Naif Consulting and Engineering Industry
Alcatel-Lucent Industry
ALK Technologies Industry
Alpine Electronics Industry
Amdocs Industry
AMSchoka Consulting LLC Industry
Appian Strategic Advisors Industry
Arellano Associates Industry
Assurant Industry
Atkins Industry
Ave Solutions Industry
Avego Industry
Battelle Industry
Belden Industry
Bendix Commercial Vehicle Systems Industry
blueRover Industry
Booz Allen Hamilton Industry
Bosch Industry
Brigade Electronics Industry
Brunett Consulting Industry
Bulkmatic Industry
Cambridge Systematics Industry
Cardinal Logistics Industry
CBB Traffic and Transportation Engineers Industry
CDM Smith Industry
Certusoft Industry
CH2M HILL Industry
Cheval Research Inc. Industry
Cisco Industry
Civil Transformations Inc. Industry
Continental AG Industry
Contrans Flatbed Group Industry
Con-way Freight Industry
Cubic Transportation Systems Industry
Daktronics Inc. Industry
DBi Services Industry
Delcan Corporation Industry
Delphi Industry
DENSO International America Industry
Drive Engineering Industry

DTL Transportation, Inc. Industry
ECDRIVING Industry
Econolite Industry
Ellen Solar Industry
England Logistics Industry
Epoch Microelectronics, Inc. Industry
E-Squared Engineering Industry
FedEx Ground Industry
Ford Motor Company Industry
Future Impact, Inc. Industry
Gannett Fleming Inc. Industry
General Motors Industry
GeoToll, Inc. Industry
GEWI North America Industry
Gresham Smith and Partners Industry
Gridaptive Technologies Industry
H. R. Ewell, Inc. Industry
Harris Corp. Industry
HERE Industry
High Sierra Electronics Industry
Highlight Motor Freight Inc. Industry
HNTB Corporation Industry
Honda Industry
HopeRun Technology Industry
Hyundai-Kia America Technical Center, Inc. Industry
IHS Global Inc. Industry
Image Sensing Systems Industry
Immersed Technologies, Inc. Industry
Independent Consultants Industry
INRIX Inc. Industry
Institute for Creative Integration Industry
Insurance Institute for Highway Safety Industry
Integrated Risk Solutions Industry
Intel Industry
Intelligent Imaging Systems Industry
Intelligent Infrastructure Systems Industry
Irving Oil Terminals Inc. Industry
Iteris Inc. Industry
J. J. Keller & Associates, Inc. Industry
Jacobs Engineering Group Industry
Jacoby Consulting Industry
John Walker Consultancy Industry
Kapsch TrafficCom AG Industry
Kimley-Horn Industry
KMJ Consulting, Inc. Industry
Landstar Industry
M&G Polymers USA Industry
McNulty Group Industry
Mentor Graphics Industry
Metric Engineering Industry
MetroTech Net, Inc. Industry
Mountain States Insurance Group Industry
Narwhal Met Industry
Neel-Schaffer, Inc. Industry
NextEnergy Industry
Noblis Industry
North River Consulting Group Industry
Olsson Associates Industry
Open Roads Consulting Industry
Panasonic Industry
Parsons Brinckerhoff Industry
PDP Associates Inc. (PDP Smart Work Zones) Industry
Phillips Industry
Pioneer Advanced Solutions Inc. Industry
Powersource Transportation Industry
RK&K Engineers Industry
RouteMatch Software Industry
Sakura Associates LLC Industry
Savari Industry
Schneider Electric Industry
Schneider National Bulk Carriers Industry
Shelley Row Associates LLC Industry
Siemens Industry
SiloSmashers Industry
Skytoll Industry
Synthetic Services of Arizona Industry
Tech-I-M Industry
Telvent/Schneider Electric Industry
TransBLS Industry
TransCore Industry
Transdyn, Inc. Industry
Transmart Technologies Industry
TranSystems Industry
Trimble Navigation Ltd. Industry
Trinity Infrastructure, LLC Industry
Triple G Express, Inc. Industry
TRW Industry
TUV Rheinland Industry
Ulteig Industry
Universal Global Scientific Industrial Co., Ltd. Industry

Vaisala Inc. Industry
Vanasse Hangen Brustlin, Inc. (VHB) Industry
Verizon Industry
Viewnyx Industry
Virtuelements Industry
Volvo Trucks Industry
Xerox Industry
XRS Corporation Industry
YAG Consulting Del. LLC Industry
Agence Metropolitaine de Transport (AMT) International
Intelligent Transport Systems Australia International
Korea Institute of Construction Technology International
Ministry of Transport, Maritime Affairs and Communications International
Transport Canada International
Advocates for Highway and Auto Safety Non-Profit
Council of State Governments (CSG) Non-Profit
Metropolitan Washington Council of Governments (MWCOG) Non-Profit
Southern California Regional Transit Training Consortium (SCRTTC) Non-Profit
Alabama Department of Transportation State or Local Transport Agency
Alaska Department of Transportation and Public Facilities State or Local Transport Agency
Alberta Transportation State or Local Transport Agency
Anne Arundel County, Maryland State or Local Transport Agency
Arkansas Department of Transportation State or Local Transport Agency
Atlanta Regional Commission State or Local Transport Agency
Blacksburg Transit State or Local Transport Agency
California Department of Transportation (Caltrans) State or Local Transport Agency
Capital Metro Transportation Authority State or Local Transport Agency
Capital District Transportation Committee (CDTC) State or Local Transport Agency
Chattanooga Area Regional Transportation Authority (CARTA) State or Local Transport Agency
Chicago Metropolitan Agency for Planning State or Local Transport Agency
City of Burbank, California State or Local Transport Agency
City of Kansas City, Missouri State or Local Transport Agency
City of Ottawa State or Local Transport Agency
City of San Jose State or Local Transport Agency
Colorado Department of Transportation State or Local Transport Agency
Detroit Transit Agency (SMARTbus) State or Local Transport Agency
Florida Department of Transportation State or Local Transport Agency
Genesee Transportation Council State or Local Transport Agency
Georgia Department of Transportation State or Local Transport Agency
Greater Buffalo-Niagara Regional Transportation Council (GBNRTC) State or Local Transport Agency
Illinois Department of Transportation State or Local Transport Agency
Illinois State Toll Highway Authority State or Local Transport Agency
Indiana Department of Transportation State or Local Transport Agency
Indianapolis Metropolitan Planning Organization State or Local Transport Agency
Iowa Department of Transportation State or Local Transport Agency
Johns Creek, Georgia State or Local Transport Agency
Kansas Department of Transportation State or Local Transport Agency
Kentucky Transportation Center State or Local Transport Agency
Kings County Association of Governments State or Local Transport Agency
Los Angeles (LA) Metro State or Local Transport Agency
Los Angeles County Service Authority for Freeway Emergencies (LA SAFE) State or Local Transport Agency
Maryland DOT State or Local Transport Agency
Massachusetts Department of Transportation State or Local Transport Agency
Metro Transit - St. Louis: Research and Development State or Local Transport Agency
Metropolitan Transportation Authority (MTA) Bridges and Tunnels State or Local Transport Agency
Metropolitan Transportation Commission (MTC) State or Local Transport Agency
Miami-Dade Expressway Authority (MDX) State or Local Transport Agency
Michigan Department of Transportation State or Local Transport Agency
Minnesota Department of Transportation State or Local Transport Agency
Missouri Department of Transportation State or Local Transport Agency
Montana Department of Transportation State or Local Transport Agency
Nevada Department of Transportation State or Local Transport Agency
New Jersey Department of Transportation State or Local Transport Agency
New York Metropolitan Transportation Council (NYMTC) State or Local Transport Agency
North Carolina Department of Transportation State or Local Transport Agency
North Dakota Department of Transportation State or Local Transport Agency
North Florida Transportation Planning Organization State or Local Transport Agency
North Texas Tollway Authority (NTTA) State or Local Transport Agency
Orange County Transportation Authority (OCTA) State or Local Transport Agency
Puget Sound Regional Council (PSRC) State or Local Transport Agency
San Diego Association of Governments (SANDAG) State or Local Transport Agency
San Mateo County Transit District State or Local Transport Agency
Seattle Department of Transportation State or Local Transport Agency
Southeast Michigan Council of Governments (SEMCOG) State or Local Transport Agency
South Carolina Department of Transportation State or Local Transport Agency
Southeastern Pennsylvania Transportation Authority (SEPTA) State or Local Transport Agency
Southern California Association of Governments (SCAG) State or Local Transport Agency
Southwestern Pennsylvania Commission State or Local Transport Agency
Texas Department of Transportation State or Local Transport Agency
The Port Authority of New York and New Jersey State or Local Transport Agency
Transportation Commission of Southern Nevada State or Local Transport Agency
Utah Department of Transportation State or Local Transport Agency
Utah Transit Authority (UTA) State or Local Transport Agency
Vermont Agency of Transportation State or Local Transport Agency
Virginia Department of Transportation State or Local Transport Agency
Washington State Department of Transportation State or Local Transport Agency
West Virginia Department of Motor Vehicles State or Local Transport Agency
Wisconsin Department of Transportation State or Local Transport Agency
Wyoming Department of Transportation State or Local Transport Agency
American Association of Motor Vehicle Administrators (AAMVA) Trade Group

American Association of State Highway and Transportation Officials (AASHTO) Trade Group
American Motorcyclist Association Trade Group
American Trucking Associations (ATA) Trade Group
Association for Commuter Transportation Trade Group
Automotive Aftermarket Industry Association (AAIA) Trade Group
Automotive Recyclers Association Trade Group
Coalition for Americas Gateways and Trade Corridors Trade Group
Global Automakers Trade Group
I-95 Corridor Coalition Trade Group
Intelligent Transportation Society of America (ITS America) Trade Group
Intelligent Transportation Society of California (ITS California) Trade Group
Intelligent Transportation Society of Maryland (ITS Maryland) Trade Group
International Bridge, Tunnel and Turnpike Association (IBTTA) Trade Group
Kentucky Motor Transport Association (KMTA) Trade Group
Telecommunications Industry Association Trade Group
The League of American Bicyclists Trade Group
Transportation Intermediaries Association (TIA) Trade Group
Vehicle Infrastructure Integration Consortium (VIIC) Trade Group
1.2 Quantitative Data

Both quantitative and qualitative data were acquired through the webinar engagements. This section contains the quantitative data,
organized by topic area. The questions found in Tables 2 and 3 were asked of stakeholders to quantify perceptions of progress to date, as
well as to gauge areas of interest for the future. Figures 2 through 4 show the distribution of the responses.
1.2.1 ITS Programs Level of Impact
TABLE 2. ITS Programs Level of Impact Perceived by Stakeholders
1. What would you say is the level of impact the ITS Programs have on your organizations mission?
Webinar Series I ITS America Members State and Local Agencies Transit
No Impact 0 0.00% 0 0.00% 0 0.00%
Little Impact 6 14.63% 5 19.23% 3 15.00%
Some Impact 14 34.15% 9 34.62% 9 45.00%
Big Impact 19 46.34% 8 30.77% 8 40.00%
Fully Aligned with Agencys Mission 2 4.88% 4 15.38% 0 0.00%
Webinar Series II Tolling, Pricing, Safety, and Signals Environment and Weather Goods Movement
No Impact 4 7.27% 0 0.00% 0 0.00%
Little Impact 6 10.91% 0 0.00% 5 17.24%
Some Impact 26 47.27% 9 36.00% 15 51.72%
Big Impact 14 25.45% 14 56.00% 9 31.03%
Fully Aligned with Agencys Mission 5 9.09% 2 8.00% 0 0.00%
Aggregate Total
No Impact 4 2.04%
Little Impact 25 12.76%
Some Impact 82 41.84%
Big Impact 72 36.73%
Fully Aligned with Agencys Mission 13 6.63%
FIGURE 2. ITS Programs Level of Impact Perceived by Stakeholders Distribution
ITSA Members
State and Local Agencies
Transit
Tolling, Pricing, Safety, and Signals
Environment and Weather
Goods Movement
Aggregate Total
0% 20% 40% 60% 80% 100%
No Impact Little Impact Some Impact Big Impact

Fully Aligned with Agencys Mission

1.2.2 Connected Vehicle Research
TABLE 3. Level of Emphasis on Connected Vehicle Research
2. Should the level of emphasis on connected vehicle research be more, less, or the same?
More 26 63.41% 20 64.52% 16 80.00%

Less 4 9.76% 2 6.45% 2 10.00%
Same 11 26.83% 9 29.03% 2 10.00%
More 43 81.13% 10 38.46% 17 51.52%
Less 3 5.66% 7 26.92% 1 3.03%
Same 7 13.21% 9 34.62% 15 45.45%
Aggregate Total
More 132 64.71%
Less 19 9.31%
Same 53 25.98%
FIGURE 3. Level of Emphasis on Connected Vehicle Research Distribution
ITSA Members
Transit
Goods Movement
Aggregate Total
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
More Less Same
FIGURE 4. Aggregate Level of Emphasis on Connected Vehicle Research Distribution
Environment and Weather 5%

Transit, 8%
Same, 26%
Goods Movement, 8%
State and Local Agencies, 10%
ITSA Members, 13%

Less, 9% More, 65%
Tolling, Pricing, Safety,
and Signals, 21%
1.2.3 Vehicle-Based Technology

TABLE 4. Maturity Level of Vehicle-Based Technology
3. How would you define the level of maturity of vehicle-based technology?

Not Mature 11 28.21% 9 28.13% 2 10.00%
Somewhat Mature 16 41.03% 14 43.75% 12 60.00%
Fairly Mature 9 23.08% 7 21.88% 5 25.00%
Mature 0 0.00% 2 6.25% 1 5.00%
Very Mature 3 7.69% 0 0.00% 0 0.00%
Tolling, Pricing, Safety, and
Webinar Series II Environment and Weather Goods Movement
Signals
Not Mature 26 48.15% 14 53.85% 11 29.73%
Somewhat Mature 22 40.74% 11 42.31% 20 54.05%
Fairly Mature 3 5.56% 1 3.85% 4 10.81%
Mature 3 5.56% 0 0.00% 2 5.41%
Very Mature 0 0.00% 0 0.00% 0 0.00%
Aggregate Total
Not Mature 73 35.10%
Somewhat Mature 95 45.67%
Fairly Mature 29 13.94%
Mature 8 3.85%
Very Mature 3 1.44%

FIGURE 5. Maturity Level of Vehicle-Based Technology Distribution
ITSA Members
Transit
Goods Movement
Aggregate Total
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Not Mature Somewhat Mature Fairly Mature Mature Very Mature
1.2.4 Road Side Technology
TABLE 5. Maturity Level of Road Side Technology
4. How would you define the level of maturity of road side technology?
Not Mature 6 15.38% 6 18.75% 3 15.79%
Somewhat Mature 15 38.46% 19 59.38% 15 78.95%
Fairly Mature 10 25.64% 7 21.88% 1 5.26%
Mature 7 17.95% 0 0.00% 0 0.00%
Very Mature 1 2.56% 0 0.00% 0 0.00%
Tolling, Pricing, Safety, and
Webinar Series II Environment and Weather Goods Movement
Signals
Not Mature 26 46.43% 11 44.00% 5 13.89%
Somewhat Mature 23 41.07% 7 28.00% 24 66.67%
Fairly Mature 6 10.71% 2 8.00% 7 19.44%
Mature 1 1.79% 0 0.00% 0 0.00%
Very Mature 0 0.00% 5 20.00% 0 0.00%
Aggregate Total
Not Mature 57 27.54%
Somewhat Mature 103 49.76%
Fairly Mature 33 15.94%
Mature 8 3.86%
Very Mature 6 2.90%
FIGURE 6. Maturity Level of Road Side Technology Distribution
ITSA Members
Transit
Goods Movement
Aggregate Total
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Not Mature Somewhat Mature Fairly Mature Mature Very Mature

1.2.5 Disruptive Technology
TABLE 6. Impact of Other Disruptive Technology
5. Likelihood that OTHER DISRUPTIVE TECHNOLOGY will have an impact?

Extremely Likely 11 22.92% 2 6.45% 3 27.27%
Likely 28 58.33% 16 51.61% 3 27.27%
Neutral 4 8.33% 6 19.35% 2 18.18%
Somewhat Likely 4 8.33% 4 12.90% 2 18.18%
Unlikely 1 2.08% 3 9.68% 1 9.09%
Likely 36 62.07% 2 9.52% 14 40.00%
Neutral 7 12.07% 7 33.33% 13 37.14%
Somewhat Likely 0 0.00% 2 9.52% 1 2.86%
Unlikely 0 0.00% 2 9.52% 2 5.71%
Aggregate Total
Extremely Likely 44 21.57%
Likely 99 48.53%
Neutral 39 19.12%
Somewhat Likely 13 6.37%
Unlikely 9 4.41%
FIGURE 7. Impact of Other Disruptive Technology Distribution
ITSA Members
Transit
Goods Movement
Aggregate Total
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Extremely Likely Likely Neutral Somewhat Likely Unlikely
1.2.6 Privacy Sensitivity
TABLE 7. Impact of Privacy Sensitivity
6. Likelihood that PRIVACY SENSITIVITY will have an impact?

Likely 18 36.73% 13 37.14% 4 20.00%
Neutral 6 12.24% 1 2.86% 0 0.00%
Somewhat Likely 6 12.24% 6 17.14% 3 15.00%
Unlikely 0 0.00% 1 2.86% 1 5.00%
Likely 17 29.31% 7 31.82% 5 14.71%
Neutral 2 3.45% 3 13.64% 5 14.71%
Somewhat Likely 9 15.52% 1 4.55% 1 2.94%
Unlikely 0 0.00% 1 4.55% 0 0.00%
Aggregate Total
Likely 64 29.36%
Neutral 17 7.80%
Unlikely 3 1.38%
FIGURE 8. Impact of Privacy Sensitivity Distribution
ITSA Members
Transit
Goods Movement
Aggregate Total
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

1.2.7 Public Perception
TABLE 8. Impact of Public Perception
7. Likelihood that PUBLIC PERCEPTION will have an impact?

Likely 20 43.48% 18 51.43% 7 36.84%
Neutral 2 4.35% 1 2.86% 1 5.26%
Somewhat Likely 5 10.87% 2 5.71% 2 10.53%
Unlikely 0 0.00% 1 2.86% 0 0.00%
Likely 21 35.59% 14 63.64% 13 37.14%
Neutral 1 1.69% 0 0.00% 1 2.86%
Somewhat Likely 0 0.00% 1 4.55% 1 2.86%
Unlikely 0 0.00% 0 0.00% 0 0.00%
Aggregate Total
Likely 93 43.06%
Neutral 6 2.78%
Unlikely 1 0.46%
FIGURE 9. Impact of Public Perception Distribution
ITSA Members
Transit
Goods Movement
Aggregate Total
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
1.2.8 Security
TABLE 9. Impact of Security
8. Likelihood that SECURITY will have an impact?

Likely 20 42.55% 15 45.45% 6 30.00%
Neutral 5 10.64% 2 6.06% 0 0.00%
Somewhat Likely 3 6.38% 1 3.03% 2 10.00%
Unlikely 0 0.00% 2 6.06% 1 5.00%
Likely 15 26.32% 6 25.00% 15 41.67%
Neutral 2 3.51% 0 0.00% 1 2.78%
Somewhat Likely 0 0.00% 0 0.00% 2 5.56%
Unlikely 0 0.00% 2 8.33% 0 0.00%
Aggregate Total
Likely 77 35.48%
Neutral 10 4.61%
Unlikely 5 2.30%
FIGURE 10. Impact of Security Distribution
ITSA Members
Transit
Goods Movement
Aggregate Total
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

1.2.9 Public Agency Support
TABLE 10. Impact of Public Agency Support
9. Likelihood that SUPPORT OF PUBLIC AGENCIES will have an impact?

Likely 19 43.18% 12 52.17% 9 45.00%
Neutral 2 4.55% 2 8.70% 1 5.00%
Somewhat Likely 6 13.64% 2 8.70% 1 5.00%
Unlikely 1 2.27% 1 4.35% 0 0.00%
Likely 20 36.36% 5 21.74% 4 11.11%
Neutral 2 3.64% 3 13.04% 0 0.00%
Somewhat Likely 1 1.82% 0 0.00% 0 0.00%
Unlikely 2 3.64% 0 0.00% 0 0.00%
Aggregate Total
Likely 69 34.33%
Neutral 10 4.98%
Unlikely 4 1.99%
FIGURE 11. Impact of Public Agency Support Distribution
ITSA Members
Transit
Goods Movement
Aggregate Total
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
1.2.10 Technology Developers
TABLE 11. Impact of Technology Developers
10. Likelihood that TECHNOLOGY DEVELOPERS (not currently associated with connected vehicles) will have an impact?
Likely 18 38.30% 17 51.52% 8 47.06%
Neutral 10 21.28% 2 6.06% 6 35.29%
Somewhat Likely 3 6.38% 4 12.12% 2 11.76%
Unlikely 1 2.13% 1 3.03% 1 5.88%
Likely 15 26.79% 14 60.87% 19 55.88%
Neutral 4 7.14% 3 13.04% 8 23.53%
Somewhat Likely 0 0.00% 4 17.39% 1 2.94%
Unlikely 0 0.00% 0 0.00% 0 0.00%
Aggregate Total
Likely 91 43.33%
Neutral 33 15.71%
Unlikely 3 1.43%
FIGURE 12. Impact of Technology Developers Distribution
ITSA Members
Transit
Goods Movement
Aggregate Total
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

1.2.11 Readiness of New Connected Vehicle Technology
TABLE 12. Readiness/Receptiveness of New Connected Vehicle Technology
11. Please select your perception of the readiness/receptivity of the goods movement community to new connected vehicle or similar technology?
Webinar Series II Goods Movement
Extremely Ready and Receptive 0 0.00%
Somewhat Ready and Receptive 21 58.33%
Neutral 5 13.89%
Not Ready or Receptive 10 27.78%
Not Interested 0 0.00%
FIGURE 13. Readiness/Receptiveness of New Connected Vehicle Technology Distribution
Goods Movement
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Extremely Ready and Receptive Somewhat Ready and Receptive

Neutral Not Ready or Receptive Not Interested
1.3 Qualitative Data

This section contains the qualitative data, as well as some quantitative analyses of the qualitative data acquired through the webinars.
The analysis of the stakeholder input, summarized at the end of this section, showed recurring themes and topics. The results of some of
the common discussion topics are shown in Tables 13 and 14, and Figures 14 and 15.
TABLE 13. Recurring Topics Chart

(Topics that surfaced at a higher frequency than others)
Response Category (Topic) Frequency Percentage

Partnerships (Public/Private) 28 1.6%
Standards Needs 109 6.3%
Education and Collaboration 122 7.1%
Leverage Current Progress 10 0.6%
Utilize Multiple Resources 26 1.5%
Funding/Costs 180 10.3%
FIGURE 14. Recurring Topics Distribution Graph
Frequency 200
of Related 180
Responses 160
140
120
100
80
60
40
20
0
Partnerships Standards Education and Leverage Utilize Funding
(Public/Private) Needs Collaboration Current Multiple Costs
Progress Resources
TABLE 14. Potential Program Focus Areas / Recurring Themes
Focus Area Related Responses Percentage

Interoperability 217 12.6%
Automation 103 6.0%
Big Data / Data Management 107 6.2%
Smart Cities / Digital Society 88 5.1%
Resilience 92 5.3%
Cyber Physical Systems 238 13.8%
FIGURE 15. Potential Focus Area / Recurring Theme Distribution Graph
Frequency 250
of Related
Responses 200
150
100
50
0
Interoperability Automation Big Data/Data Smart Cities/ Resilience Cyber
Management Digital Society Physical
Systems

As shown throughout this appendix, stakeholders from a variety of organizations, backgrounds, and interests were tapped to inform and
validate the direction of the ITS Strategic Plan throughout its development. Through the webinar outreach, many open-ended questions
were asked to allow for maximum creativity and innovative thinking. As such, a wide variety of responses were gathered and analyzed.
Figure 16 shows an overview of the analysis effort in consolidating stakeholder responses. Many similar responses were gathered, how-
ever, many unique responses were also obtained, providing granularity, detail, and diverse insight to each topic discussed.
FIGURE 16. Unique and Consolidated Recurring Responses
# of 200
Responses 180
160
140
120
100
80
60
40
20
0
Q21
Q31
Q41
Q1
Q11
Q23
Q25
Q29
Q33
Q35
Q39
Q43
Q45
Q27
Q3
Q5
Q9
Q37
Q47
Q13
Q15
Q17
Q19
Q7
Unique Responses Consolidated Recurring Responses
The following summary shows the questions asked in the webinars. It should be noted that not all questions
were asked in every webinar; rather, general questions were asked in addition to more targeted questions
specific to the area of expertise of the stakeholder group. Due to the vast amount of responses and informa-
tion gathered, not all data can be given in this appendix. However, to provide an idea of the kinds of responses
acquired, some of the most common responses have been summarized here.
Webinar Questions and Common Responses Summary

1. What ITS Program has had the biggest impact on your organization?
ITS Deployment Program
Connected Vehicle Program
Incident and Corridor Management
Traveler Information
Tolling - Electronic Toll Collection and Open Road Tolling
Weather-Related Programs
2. What other area(s) of emphasis should the ITS JPO be focused on?
Energy Efficiency and Use - Electric Vehicles
Automated/Autonomous Vehicles
Inter-Agency Coordination - Data Exchange and Interoperability
Liability Issues Related to Connected Vehicle Travel
Privacy and Security
Connected Trucks - Routing and Parking
3. W
hat would you view as the most critical aspect of vehicle-based technology that
needs attention (that hasnt been a focus to date)?
Data Collection, Management, and Dissemination
Human-Machine Interface - Driver Interaction and Information Delivery - Minimize Driver Distraction
Education and Outreach - of Decision-Makers and Increasing Awareness and Lessons Learned
Public / Private Sector Cooperation
Uniform Standards
4. W
hat would you view as the most critical aspect of roadside technology that needs
attention (that hasnt been a focus to date)?
Operation and Maintenance Strategies
Reliable Communications and Communication Strategies
Information Integration and Use
Maximizing Efficiency While Minimizing Costs (i.e., Installation, Operations, and Maintenance)
5. What specifically can ITS JPO do to better support the ITS goals of your agency?
Increased Education and Outreach

More Agency Coordination
Encourage Modal Shifts
Increased Focus on Deployment
More Funding for Implementation, Operations, Maintenance, Research, Testing, etc.
More Traveler Information
Focus on First/Last Mile Issue
6. What kinds of private industry partnerships or collaborations should the ITS JPO
support and lead in the future?
Coordination Among Roadway Operators, OEMs, Suppliers, Researchers, etc.
Partnerships Between Entities that Have Proven Technologies
7. How can industry groups be more involved in the development and planning for
connected vehicles and other ITS technologies?
Avoid Redundant Development - Monitor Private Technology Development and Provide Information
Sharing Opportunities
8. What are some measures of success for your organizations projects?

Mobility - Reduced Travel Time
Safety - Decreased Crash Severity, Injuries, and Deaths
Benefit/Cost Ratios < 1
Travel Time Reliability - Congestion Mitigation and Delay Reduction
Vehicle Miles Traveled (VMT) and Greenhouse Gas Reductions
9. Does using ITS metrics help to measure and improve the performance of your
systems, and why or why not? Which measures?
Helps Planning Loop Back with Operations and Monitor/Improve Actual Performance
10. Data Management - Please list some specific issues.

Limited Access
Need for Common Data Dictionary
Data Quality - Redundant Data, Lack of Relevant Data, Lack of Granularity, Timing, etc.
11. How do these data issues directly impact your organization?

Slow Adoption of Data-Driven Performance Measures
Restricted Use
Filtering Through Unnecessary Data Is Unproductive
12. C
onsidering the issues mentioned, if these issues were to be addressed, what
additional capabilities would be provided to your organization?
More Time for Effective Analysis and Utilization
Research and Development Enabler
13. Data Issues - what issues come to your mind in the realm of data capture,
management, etc.
Managing Data - Data Size and Data Management
Security and Privacy
Common Standards
14. Automated Vehicles - What areas would be good to put resources and effort into?
User Expectations - Public Education, Trust, and Acceptance/Adoption
Limiting Risks
Safety and Security
15. A
utomated Vehicles - what aspects of automated vehicle research are you
interested in? Where do you think ITS JPO should focus?
Design and Deployment
16. How might automated vehicle technology be applied for freight movement in
the future?
Safety - Warnings and Advisories During Inclement Weather
Efficiency - Platooning, Congestion Alerts, Alternate Safe Routing, etc.
17. From your perspective, what is necessary to optimize ITS deployment?

Funding and Education - Prioritizing What To Do First
18. W
hat are the conditions of new technology that will induce members of your
community to invest or adopt?
Affordability and Proven Returns on Investment
Proven Return on Investment (in Realistic Time Frame) - Time Savings, Improved Reliability, Effi-
ciencies Gained, Productivity, etc.
19. What are the major particularities between geographic areas with regard to ITS
technologies?
Access to Communications - Rural Areas (Power, Cell Coverage, Wireless Communications, etc.)
20. Interoperability - What are your challenges in terms of interoperability? Where

would you like to see additional focus?
Standards - Functionality Provided Regardless of Vendor or Location
Data Sharing and Coordination of Operations
21. What is required to achieve national interoperability in toll technology?

Standards and Requirements
22. Transit Topics - Integration of Payment Systems

Need Interoperability of Fare Media - Regional Fare Cards, PIV, Open Loop Payment Implementation
23. Transit Topics - Multi-modal integration: What are current issues? Challenges? What
are effective ways to increase the level of multi-modal integration?
Transit Priority Treatments

Information and Data - Pre-Trip Planning Information, Dynamic Multimodal Information, Schedule
Integration - Connection Protection, Improved Information about Mobility Options
24. Transit Topics - How do we use ITS technologies to increase transit ridership?
Focus on Moving People, Not Cars
On-Demand Services for 1st/Last Mile Connection
25. Transit Topics - Accessibility: What are ways that ITS technologies or programs can
provide a wider range of access to users?
Disabled Access and Rural Services
26. What kinds of ITS technologies and programs are currently being developed in
various transit situations?
Easy-Access Information - Travel Time, Comparative Trips Times by Mode, Parking Availability, etc.
27. How can ITS technologies help transit agencies reduce costs, increase efficiencies,
etc.?
Utilize Capacity More Efficiently and Provide More Information Pushes
28. How do you see mobile technology affecting the tolling industry in the future?
Ease of Use for Users - Seamless Connectivity and Billing Process, Mass Adoption Opportunity, Interop-
erability
Offers More Options for Management of Road Facilities
29. What impact will connected vehicle technology have on traffic signal infrastructure?
Improved Signal Operations
Increased Infrastructure Demands
Increased Safety
30. What impact will connected vehicle technology have on traffic signal operations?
Better Fuel Efficiencies, Smarter Flow Algorithms, More Accurate and Real-Time Data
31. Why havent adaptive signal systems been more widely adopted by transportation
agencies?
Cost - Installation, Retrofitting, and Maintenance - Too Expensive, Lack of Resources, etc.
32. What are the greatest challenges you face with the operation and maintenance of
traffic signal systems?
Cost and Funding - Installation, Operation, Maintenance, etc.
Training and Education
33. Do you see VMT pricing pilot projects as a threat or an opportunity to the tolling
community? Why?
Opportunity - Allows Expansion Beyond Dedicated Toll Facilities
Threat - Public Perception
34. How do you think the widespread use of connected vehicles will reduce the
negative impacts of transportation on the environment?
Improved Mobility, Reduced Congestion, Platooning, Reduced Fuel Consumption and Emissions
35. How do you think that connected vehicles will allow us to incentivize green choices
by individual users?
Cash Incentives, Reduced Costs, Insurance Discounts
Use Data to Provide Feedback - Show How Usage and Impacts Compare to Peers, Friends, Commu-
nity, etc.
36. How do you think that connected vehicles will allow us to incentivize green choices
by transportation organizations?
Cash Incentives - Federal Money to State and Local Agencies for Greener Programs, Tax Breaks for
Transit Agencies, etc.
Competitive Appearance - Prompt Organizations to Be More Green-Minded
37. How do you believe ITS overall will impact Road Weather Management?
Maintenance - Detection and Forecasting
Improved Data and Traveler Information
38. Historically, the ITS program has succeeded in developing programs such as the
maintenance decision support system, Clarus, and Weather Responsive Traffic
Management Strategies, and now, we have made inroads in connected vehicles,
where should we go from here?
Operational Sustainability - Offer Operation and Maintenance Guidance
Funding and Implementation - Plan Realistic Deployment Strategies
39. What are the greatest challenges to the trucking community related to safety?
Human Factors - Hours of Service, Distracted Driving, Fatigue, Reaction Time and Following Dis-
tance, etc.
40. What are the greatest challenges to the trucking community related to productivity?
Congestion - Time to Deliver Goods, Traffic in Urban Settings, Avoiding Unexpected Traffic Incidents,
Lack of Traffic Data
41. How is the emphasis on driver distraction impacting productivity?

Could Be Restrictive - Safety May Come at the Price of Slower Operations
42. What can be done to overcome truck driver distraction? Driver fatigue?
Parking - Availability, Reservation System
Research Human Factors - Human-Machine Interface and Information Should Not Additionally Dis-
tract
43. What are the greatest challenges to international freight movement?

Wait Times and Security - At Ports, Borders, and Customs
44. How can better truck parking information help safety and productivity?
Well-Rested Drivers Are Safer
Facilitate Planning - Drivers Know Ahead of Time Where Parking is Available and Plan Accordingly -
Allows Vehicles to Travel to their Full Complement of Hours Rather than Stopping Short in Order to
Secure Parking

45. What is the reach of commercial navigation systems?
Needs Real-Time Information - Traffic Data, Road Conditions, Restriction Information (especially for
Re-Routing for Incidents & Road Closures)
Needs Interoperability - Cannot Depend on Off-the-Shelf Navigation
46. Do you have any thoughts about how new technology can complement existing in-
cab information? What is still needed for in-cab devices or information?
More (Localized) Push-Type Communication - Traffic Weather, Wait Times, Public Event Schedules,
Road Spray Conditions, Surface Wetness, Fog and Visibility Limitations from Fire, etc.
Road Restriction Information
47. Stakeholder Suggested Topics

Road Weather - Demonstrations
Smart Cities
Interoperability
Highway of the Future - Automated Vehicles
Standards Development
Flexible Demand-Responsive Services
Intermodality
Connected Vehicle Technology Communications, Applications, & Impacts
2. Survey Monkey Questionnaires

Survey Monkey Strategic Plan Input
Progress in the current ITS Strategic Research Plan (2009-2014)
`` What do you believe was the most successful aspect of the last ITS Strategic Research
Plan (2009 -2014)?
Safety pilot project
Vision of how elements of ITS fit together
The execution of the V2V roadmap for connected vehicles
`` What do you believe is in need of the most improvement from the last ITS Strategic
Research Plan?
Less focus on vehicles; more on transportation system as a whole
Include more commercial motor vehicle research
Looking beyond and preparing for post-Connected-Vehicle
Better modal coordination. For example, briefings to Associate Administrators, Deputies, and Modal
Administrators on final approaches
`` What ITS Program has had the biggest impact on your agency?
Connected Vehicle Program
Safety pilot project
Connected vehicle in general, mobility in particular
V2V communications
`` Should the level of emphasis on connected vehicles research be more, less, or the
same?
Percentage 100
of Participant
Responses 80
60
40
20
0
Less Same More
`` In what other areas would you like to see the ITS JPO focus?
Moving from information to control, i.e., automation
Commercial motor vehicle
Nanotechnology implications on transportation
Research on automated vehicles that cuts across all modes to inform DOT policy positions for example
on data, integration, etc.
`` What would you say the level of impact is that the ITS JPO Programs have had on
supporting your agencys goals?
Percentage 100
of Participant
Responses 80
60
40
20
0
No Impact Little Impact Some Impact Big Impact Fully Aligned
with Agencys
Mission

`` From your standpoint, select the 2 most important elements of the Strategic Plan:
Percentage 100
of Participant
Responses 80
60
40
20
0
Innovative/Cutting Edge Built Off Past Successes Flexible/Adaptable
Considerations for Maturing Connected Vehicle Systems

`` What would you view as the most critical aspect of vehicle based technology that
needs most attention?
Communications
Human aspects of autonomous controls, i.e., drivers paying less attention to driving task
Application refinement, security gaps, spectrum sharing
`` What would you view as the most critical aspect of road side technology that needs
the most attention?
Communications
Security, both digital (hacking) and physical
Integration with the vehicle work, deployment, application development
`` How would you define the level of the maturity of the road side technology?
(0=Not Mature; 1=Somewhat Mature; 2=Fairly Mature; 3=Mature; 4=Very Mature)
Percentage 100
of Participant
Responses 80
60
40
20
0
Not Mature Somewhat Fairly Mature Mature Very Mature
Mature
`` How would you define the level of maturity of the vehicle based technology?
(0=Not Mature; 1=Somewhat Mature; 2=Fairly Mature; 3=Mature; 4=Very Mature)
Percentage 100
of Participant
Responses 80
60
40
20
0
Not Mature Somewhat Fairly Mature Mature Very Mature
Mature
Considerations for Piloting and Deployment Readiness

`` Please rank the following based on how likely it is to affect the establishment of a
connected vehicle environment:
Privacy sensitivity
Percentage 100
of Participant
Responses 80
60
40
20
0
Not At All Likely Somewhat Likely Very Likely Extremely
Likely Likely
Public perception
Percentage 100
of Participant
Responses 80
60
40
20
0
Likely Likely

Support of public agencies
Percentage 100
of Participant
Responses 80
60
40
20
0
Likely Likely
Private industry
Percentage 100
of Participant
Responses 80
60
40
20
0
Likely Likely
Technology developers not currently associated with connected vehicles
Percentage 100
of Participant
Responses 80
60
40
20
0
Likely Likely
Other disruptive technology (e.g., Google Glass)
Percentage 100
of Participant
Responses 80
60
40
20
0
Likely Likely
Security
Percentage 100
of Participant
Responses 80
60
40
20
0
Likely Likely
`` Select from the time frames below for which you believe a connected vehicle
environment will make an impact on the vast majority of Americans
Percentage 100
of Participant
Responses 80
60
40
20
0
1-5 Years 6-10 Years 11-15 Years 16-20 Years 21-25 Years

Considerations for Integrating with the Broader Environment
`` How would you rate the capabilities of transportation management centers to
integrate new technology among roadway operations, transit, and freight?
Percentage 100
of Participant
Responses 80
60
40
20
0
Bad Moderate Unsure Good Great
`` What role will personal devices have in managing transportation demands at the
personal level?
Percentage 100
of Participant
Responses 80
60
40
20
0
No Impact High Impact
Medium Impact
`` Please rate how much you agree with the following statement: Public agencies of all
types will need to share information in a system of systems environment.
Percentage 100
of Participant
Responses 80
60
40
20
0
Disagree Unsure
Agree
Working with ITS JPO
`` What specifically can ITS JPO do to better support the ITS goals of your agency?
Outreach to non-traditional organizations (Safety; Policy; Planning and Environment; Infrastructure; Federal Lands; Public
Affairs in the administration). Why should we fund this; the JPO does this work? So, we dont need to get involved
Keep it real i.e., continue to engage implementation and operation stakeholders to keep research efforts in perspective
More efficient delivery of funds. Earlier coordination by JPO after the approval of spend plans

3. IdeaScale On-line Open Forum
Applicability / Usability of IdeaScale Inputs
Liability
The DSRC Committee identified the issue of Liability and responsibility of an ITS System/Implementation failure as a big issue that
has not been addressed by government and/or industry. The typical example given was: What happens when an Intersection Collision
Avoidance System is implemented at an intersection and there is a major crash?
When drivers give up some of the control of their vehicle, do they still have full responsibility for the safe operation of that vehicle?
Failsafe implementations must be designed into any ITS system but the liability and responsibility issues must also be addressed from
the beginning.
Transit within Connected Vehicle

We have reviewed the draft of the next ITS Strategic Research Plan, and we find it to be, for the most part, well conceived. However
we do have a concern that the conception of what constitutes a connected vehicle may be overly narrow. Automated Transit Networks
(ATNs) are a type of connected vehicle system that goes a step further to full automation on a dedicated right-of-way. It is perhaps
counter-intuitive, but taking this bolder step actually simplifies the technical challenges, and greatly increases the potential benefits. For
example, some of the most intractable problems, such as the interaction of connected vehicles with unconnected vehicles, and protocols
for suddenly overriding manual driver control, become non-issues in ATN systems. This will enable researchers to deliver the kind of
real-world, near-term results that will be helpful in sustaining long-term funding. We can be confident of these results because existing
ATN systems, that were developed with relatively little investment, have already established impressive records of safety and reliability
in passenger service. ATNs offer other advantages as well. Detecting obstacles is a worthy goal, but keeping obstacles out of the path of
vehicles is even better. Providing some automatic driving modes can be helpful to drivers, but only full automation will make a differ-
ence to the millions of people who do not drive. V2X can increase the efficiency of traffic signals, but only ATNs have the capability to
eliminate stops at intersections. There is still significant work to be done to increase ATN performance and better understand their
capabilities in large-scale applications. No one is suggesting that existing infrastructure should be discarded. But as we build new infra-
structure, and rehabilitate old, we should be looking for opportunities to do it better.
Many municipalities have expressed an interest in Automated Transit Networks, but have concluded that local and regional transit
agencies are not up to the task of pioneering a new form of ground transportation. This is where we believe USDOT has a significant role
to play in encouraging research, prototyping operational systems, and supporting pilot projects. Therefore we believe that the Strategic
Plan would benefit greatly from the explicit inclusion of ATNs in the definition of connected vehicles. This enhancement to the Strategic
Plan would also have the effect of bringing it into conformity with the Memorandum of Cooperation that USDOT signed with the Swed-
ish Ministry of Enterprise, Energy, and Communications on September 30, 2010. Finally we would like to express our appreciation for
your active engagement of the stakeholder community in the development of this very important Strategic Plan.
Safety
The focus for connected vehicles should be in making a dramatic improvement in road safety; for too long we have accepted a level of
death and injury on the roads that would not have been acceptable in any other mode for many decades. I am confident that we can
achieve an order of magnitude reduction in road deaths (90% reduction) by the application of systems engineering to the four contrib-
uting domains:
`` road design and traffic control systems;
`` vehicle design and networking;
`` information and communications technology applied to road traffic safety; and
`` human systems integration optimization.
Driverless vehicles have been authorized in several jurisdictions and automobile companies have showcased autonomous vehicles in
Las Vegas in the Consumer Electronics show. Nowhere however was there any mention of how the vehicles could cooperate with other
vehicles and the road environment.
What has not yet been done is put all these factors together in a systematic manner to achieve a dramatic improvement in road safety.
And that is what systems engineering can do as it has in so many other big challenges.
Big Data/ Data Management

V2I presents a whole new method to deliver real-time information to travelers. Not only can it provide information on road conditions
it could be utilized to suggest routing and speeds to the drivers (speed suggestions could be used to reduce congestion by disrupting
shockwaves). Therefore, the theme of Redefining Roadway Planning, Geometry, Modeling, and Operations, should not solely focus
on how automated vehicles will influence the transportation system. Ways in which V2I could affect roadway operation should also be
explored (particularly in a world where connected and automated vehicles could be controlled by a central authority in order to mini-
mize overall delay/emissions/required maintenance on the system). New algorithms would need to be improved to determine optimum
speeds and routing for individual vehicles. Once all vehicles are connected and automated, further research could also include algo-
rithms that can dynamically alter road topology, such as changing the way a vehicle views an intersection (whether it sees the intersec-
tion as a roundabout, a four-way stop, or some sort of signalized intersection). While a fully automated system is likely two or more
decades away, the research into dynamically altering road geometry, vehicle speeds, and routing will require considerable modeling and
development and should begin in the 2017-2019 time frame.
The presence of automated vehicles will likely change the opportunity costs associated with driving a vehicle, i.e. because the driver
can perform non-driving actions, such as watching a movie, while the car is driving, the drivers external costs associated with single
occupancy vehicle use is greatly reduced. Such a reduction in cost may affect planning and modeling currently used for transportation
and transit. Therefore, current models used for planning will need to be reexamined.
Security
Security, including cybersecurity, is a fundamental need for any intelligent or connected system. This needs to demonstrated through a
significant program, functionally equivalent (though not necessarily at the same $$ resource amount) to the Safety Pilot.

Backwards Compatibility
The average vehicle has a lifespan of 12 years, whereas consumer electronics lifecycles are closer to 2 years. Given these different lifecy-
cles, research into ways to address the obsolescence of on-board equipment (OBE) should be undertaken. Such research could examine
the development of easily upgradable OBE devices (whether physically or via firmware or software updates) or scenarios utilizing only
after market retrofits. As this research aligns with the theme of Retrofit, it belongs in the near-term 2012 to 2014 time-frame.
Partnership with Industry

Apart from the DOT connected vehicle efforts, car companies are already connecting vehicles to the Internet for consumer and business
applications such as entertainment and hands free use of cell phones, etc. This is already available on vehicles being sold today, and so
integrating with this consumer environment should be a focus in the near time frame, rather than pushed to the long term time frame.
User Confidence and Funding

The ITS Joint Program Offices report, Review of Existing Literature and Deployment Tracking Surveys: Decision Factors Influencing
ITS Adoption (FHWA-JPO-12-043), notes that the early adopters (EA) of ITS are not viewed by the early majority (EM) of ITS adopt-
ers as peers. Therefore, adoption decisions by EA may not influence EMs adoption of technologies. Currently, the theme, State and
Local Implementation Issues wants to focus on planning grants, pilots, and incentives. This focus may encourage adoption of con-
nected vehicle technology by the EA group but fails to adequately address the divide between the groups. Additional research under this
theme should focus on how to convince the EM group to adopt connected vehicle technology.
V2I technology could potentially become a high profile technology, such as smartphones. However, any failure of V2I would generate
a high level of negative publicity and could shake road users confidence in the system as whole. Although failure of V2I due to techni-
cal problems may be likely, expected, and planned for, planning for the possibility of the premature termination of a V2I system from
exhaustion of funds is unlikely to be pursued. The theme of Private Sector Roadside Investments wants to explore the possibility of
public-private partnerships in connected vehicles. As some public-private partnerships have not succeeded in the past (e.g. SR 91) and
required additional tax-payer support, the theme of Private Sector Roadside Investments should include an exploration the possibil-
ity of failure of public-private partnerships on V2I infrastructure in order to develop a standard set of contingency plans that could be
enacted in the event of such problems.
Standards
As vehicle manufacturers require about 4 years to develop new vehicle platforms, the research on vehicle communications standards
should be moved to the earlier 2012-2014 timeframe in order to provide vehicle manufacturers adequate time to incorporate any tech-
nology mandated or recommended by NHTSAs rule-making decision on connected vehicles.
Automation
Nothing short of full vehicle automation provides the magnitude jump in mobility and safety that is desperately sought. Yet our vision
and research objectives are clouded with incremental steps, evolution of manual driving, and statements like no impact on infrastruc-
ture. We dedicate lanes to HOV, HOT and other concepts with only incremental benefit, and shy from considering dedicated infrastruc-
ture to concepts that are transformative.
Lets explore automation scenarios that could provide development targets to manufacturers. Can some freeways be converted to full
automation for freight in the overnight hours, incentivizing trucks to operate at night, freeing up daytime capacity? Can automated only
infrastructure be introduced in urban areas, using geometric designs that are efficient to build and safe for computer operated vehicles,
and providing incentive for production and ownership of vehicles capable of utilizing the new capacity? Can automated transit circula-
tory systems be introduced that use that new dedicated infrastructure? In another scenario, can automated operation be introduced
within a confined roadway network (intermixed with manually driven cars), by augmenting the roadways with either communications
or signage, such that a driverless fleet can provided targeted mobility to a mobility disadvantaged sector such as the elderly, or blind?
Can a universal automated parking standard be introduced to enable valet parking anywhere, opening up new possibilities urban and
sub-urban design by breaking the fundamental relationship with regard to proximity to parking?
The publics long term research vision should focus on solution scenarios, and less on enabling technology which is the purview of pri-
vate industry. Bold transformations are needed, and are historically the norm for innovation.
Environmental Impact
The 4,424,361 streetlights in our nations ten largest metropolitan statistical areas use an estimated 2,988,500,000 kilowatthours
(kWh) per year of electricity annually producing the equivalent of 2.3 million metric tons of CO2. A 50 percent reduction in kWh used
would result in savings of 1,494,250,000 kWh and 1,161,716 metric tons of CO2. The nations streets and highways are a major source
of greenhouse gases from vehicles and from the lighting and related electrical infrastructure. The lamps that light the way for those
vehicles consume 52.8 terawatthours per year.
By switching to more efficient controllable lighting for these roads - driven by V2I technology, the ten largest metropolitan areas could
reduce annual carbon dioxide emissions by 1.2 million metric tons the equivalent of taking 212,000 vehicles off the road and save
$90 million a year.
One area to examine, in depth, is Adaptive Roadway Lighting driven by V2I communications. This convergence of ITS and the Smart
Grid technology and standards would illuminate roadways only when users - vehicles, pedestrians and bicyclists - are present.
Two papers published last year in the Journal of the International Municipal Signal Association give some background: Smart Cities:
Intelligent Transportation and Smart Grid Standards for Electrical and Lighting Management Systems. and Smart Cities: V2I and
Adaptive Lighting Communication Standards. They can be downloaded at www.bit.ly/JrsBFz and http://bit.ly/MaWopc respectively.
Additionally, this brief December 2012 presentation to the IEEE Power & Energy Society addresses the topics of adaptive roadway light-
ing and its support of ITS SAE J2735 http://foothill.ieee-bv.org/wp-content/uploads/2012/12/IEEE-US-DOT-Intelligent-Transporta-
tion-Systems-Standards-for-ELMS1.pdf.
Environmental Impact and Public Transit

There is plenty of merit in promoting ITS ideas that improve the safety and efficiency of vehicular traffic in our roadways. It remains,
however, that the 20th century U.S. strategy of auto dependency as our primary transportation mode is the most energy intensive and
dangerous approach to providing transportation on a national scale. Huge improvements in safety, energy use, emissions and conges-
tion can be gained with only a marginal reduction in the number to cars on the road. I would support a dedicated an expanded effort in
the ITS Strategic Plan for ITS solutions that reduce private auto dependency i.e. transit, rideshare, ATN, bicycle, pedestrian, and/or
car share supportive ITS solutions.
Expansion Beyond Current Transportation (bicycles and pedestrians)

Connected vehicles will be adopted by different demographic communities at different rates. In addition, bicyclists and pedestrians are
likely to lag in their adoption of vehicle connectivity technologies if they require antennas, batteries, or other cumbersome devices (as
opposed to a smartphone). Connected and unconnected road users must be able to safely share the road. When discussing intersection
improvements and other technologies that optimize the road for connected vehicles, the continued safety and convenience of those
who remain unconnected must be considered. Pedestrians and bicyclists need signal phases and other technologies that reduce motor

vehicle efficiency in order to feel safe and comfortable. We should not replace our automobile-optimized infrastructure with a similar
connected vehicle-optimized infrastructure mindset, but instead should have a broader view of what makes good infrastructure for all
road users.
Big Data/ Data Management

Demand response transportation providers, mobility managers, and state DOT staff are being called upon to make decisions about
what scheduling software to purchase, how to exchange data with other providers, and how to provide information on travel choices to
consumers - including to those consumers who could use fixed route service for part of their trip. They do not have the knowledge to
adequately address these questions. It is important to provide training so they will understand the available options and applicability of
the options in their region or state. Informed consumers are needed as the nation invests tens of millions of dollars in these information
technology systems.
Comment: This is an excellent point. Small transportation agencies are frequently being left behind as they try to find the best ways
to use technology in their operations. Money spent based solely on vendor promises frequently results in buyers remorse. For many
smaller agencies its not viable to have embedded technologists who can do the detailed systems engineering thats required for reliably
good procurements. More technical assistance needs to be in place to assure solutions that are best for each agency.
Big Data/ Interoperability

Create a free, graphical road traffic simulator to help small towns and cities improve the coordination of their traffic light timing to
increase vehicle throughput could be a great ITS initiative. The idea is to make it easier and cheaper for small municipalities to do their
own customized traffic studies. Once the simulator is developed, perhaps sponsoring nationwide contests among high schools to see
which municipality/high school can create the best, most helpful traffic model for their towns traffic department. Contests should have
a cash prize and/or college scholarship for study in transportation sciences. The simulator could be developed using Linux/Open Source
technology to run on a variety of Operating Systems including Microsoft, Linux, etc. Generating an Open Source simulator would also
allow other future contests where students could modify the simulator to improve it creating other future contest opportunities. The
student involvement might help generate career interest transportation work and recruitment possibilities.
Transit
For automation of some of the automobile functions, and further more regarding full automation of the driving process, the impact
on insurance prices has to be taken into account. It will have an impact on the incentive for users to adopt vehicles equipped with V2V
systems. In that respect, education regarding the reliability cannot be focused only towards consumers, but some technical information
has to be communicated to related businesses.
Stimulating Investment in Rural Area

While it is the intent of connected vehicles to reduce the rates of automobile crashes, injuries, and deaths, one must remember that
systems always have glitches. We can try to think of every glitch that could happen and create a solution response to this, but sometimes
things happen that are out of our control. We must also think about computer hackers and what this could do to both connected ve-
hicles and automated vehicles. Another issue is not all vehicles on the road will be connected for many years. So while in this transition,
one cannot truly depend on the signals from their connected vehicle. For instance, if you are turning left and do not see a vehicle com-
ing towards you, and it is not a connected vehicle, then your vehicle will not pick up on the oncoming car and this is a potential crash.
People will become lazy and assume that they can rely on their connected vehicles when that will not be the case for a very long time.
One must project a year in which it is assumed that all vehicles will be connected. Drivers must also be encouraged/warned that they
must still rely on their own safe driving practices and not simply on a vehicle. There will be plenty of drivers who will not take necessary
precautions, for instance, looking before you switch lanes and checking your blind spot. They will instead depend on the car for a warn-
ing if it is not safe. This cannot be done when they will be a mixture of cars with the connected capabilities, and those without.
Partnership with Industry
Trip planners have advanced a great deal in the last decade, and using the general transit feed specifications (GTFS) one can now find
out auto and fixed route transit options. Adding demand response services is the next step. More transit systems use general public
demand response services in areas where fixed route is not feasible, so connecting information is important. Many people with dis-
abilities could take rail or fixed route bus for a major portion of their trip, and only need more expensive specialized transit for the last
mile. Incorporating demand response information into trip planners would encourage the use of both fixed and flexible travel options,
providing riders with more travel options.
Comment: I agree completely with Suzanne and would like to add that a community of professionals exists with a great deal of inter-
est in precisely the issue Suzanne has detailed. The Atlanta Regional Commission (ARC) in Georgia has received funding through the
Veterans Transportation and Community Living Initiative (VTCLI) grant of the Federal Transit Administration (FTA) to develop a One-
Click system. The Atlanta Region One-Click system will be connecting standardized fixed route data (GTFS format) with information
on demand-response services within one trip planning platform to find a preliminary solution to the problem Suzanne has mentioned.
However, without standardized data for demand-response systems, the challenge is substantial.
Contingency Planning for Technology Failures

Software for reservations, scheduling, dispatch, and the back-office functions of billing multiple fund sources is provided by a dozen or
more vendors. With the exception of those systems that have developed translators using data dictionaries as one-off solutions, data
exchange between systems is not possible. To provide efficient specialized transportation, it is important for agencies to be able to use a
variety of providers, matching the needed trips with available capacity. Developing specifications that would allow the exchange of the
data necessary for these transactions, as well as the communications interfaces to support the data exchange is a priority.
Comment: Suzanne has explained in a very succinct way a primary and complex contributor to sharing clients on specialized (often
demand-response) transportation services. Many agencies rely upon software connectivity solutions to enable their systems to connect
(e.g., translators, data dictionaries), while agencies with less funds make the most with what they have with great limitations as a result.
The lack of standardized data stifles the opportunity to easily share clients between various systems and increases the overall cost of
specialized/demand-response/human services transportation trips.
Comment: Agreed. Because of the complete lack specifications for exchanging data trip and service-related data, it is currently near
impossible to find efficiencies that scale across providers without merging providers systems into one. Monolithic architectures do not
scale well, and eventually an agency will come up against some other system it wants to coordinate with.
ITS can help by supporting industry stakeholders who are taking on these challenges and supporting the formation of special interest
groups that bring together agencies and vendors to identify or create the tools we need to coordinate more broadly.
A solid set of tools for interoperability in flexible transportation, freely available for any vendor or agency to implement would be a boon
to the industry and allow it to keep pace in this age of Uber, Car2Go, and similar transportation startups. The General Transit Feed
Spec, which is focused on fixed route transit, is a good example of this approach. We sorely need a GTFS-type spec (or set of specs) for
demand-response transportation.

B
Appendix B
Acronyms
The following appendix contains a list of acronyms and associated definitions for terms appearing throughout the plan.
TABLE 1: List of Acronyms

Acronym Definition Acronym Definition
AAR Association of American Railroads PCB Professional Capacity Building
AMS American Meteorological Society RPO Regional Planning Organizations
CTIA Cellular Telecommunications Industry Association SAE Society of Automotive Engineers
CV Connected Vehicle SCMS Security Credential Management System
CVTA Connected Vehicle Trade Association TMC Transportation Management Center
DOT Department of Transportation USDOT United States Department of Transportation
DSRC Dedicated Short-Range Communications V2I Vehicle-to-Infrastructure
DSS Decision Support System V2V Vehicle-to-Vehicle
FHWA Federal Highway Administration
FMCSA Federal Motor Carrier Safety Administration
FRA Federal Railroad Administration
FTA Federal Transit Administration
IBTTA International Bridge, Tunnel and Turnpike Association
IEEE Institute of Electrical and Electronics Engineers
ITE Institute of Transportation Engineers
ITS Intelligent Transportation Systems
JPO Joint Program Office
MAP-21 Moving Ahead for Progress in the 21st Century Act
MPO Metropolitan Planning Organization
NHTSA National Highway Traffic Safety Administration
NRITS National Rural ITS Conference
B APPENDIX B WWW.ITS.DOT.GOV 81
C
Appendix C
Glossary of Terms
The following appendix contains a list of definitions for terms appearing throughout the plan.
TABLE 2: Glossary of Terms

Term Definition
A connected device, not integrated during vehicle manufacture, but added after sale. It is installed in a vehicle, and
Aftermarket Safety Device (ASD) capable of sending and receiving messages over a DSRC wireless communications link. The device has a driver interface,
runs V2V and V2I safety applications, and issues audible or visual warnings and/or alerts to the driver of the vehicle.
A software program with an interface that provides functionality enabling people to realize safety, mobility,
Application
environmental, or other benefits.
Anindustry trade groupthat represents the internationalwirelesstelecommunicationsindustry. Its members
Cellular Telecommunications Industry
includecellular, personal communication services and enhanced specializedmobile radioproviders and suppliers, and
Association (CTIA)
providers and manufacturers ofwirelessdata services and products.
Connected Vehicle Reference A research effort by the ITS JPO that aims to identify key interfaces of the Connected Vehicle environment and to develop
Implementation Architecture (CVRIA) a plan for Connected Vehicle Standards.
A non-profit business league established to facilitate the interaction, and advance the interests, of the entities involved
Connected Vehicle Trade Association in the vehicle communication environment. The association enables the collaboration of companies, organizations,
(CVTA) and governmental bodies engaged in developing bidirectional vehicle communications. Membership is open to any
corporation, public entities, standards and specification organizations, educational institutions and qualified individuals.
Connected Vehicles (CV) Connected vehicles interact with each other (V2V), the roadside (V2I), and beyond (V2X) via wireless communications.
CV Penetration The proportion of a vehicle fleet that is equipped with CV technology.
Dedicated Short-Range Communications DSRC is a two-way short- to- medium-range wireless communications capability that permits very high data transmission
(DSRC) critical in communications-based active safety applications.
Early Adopter A person who starts using a CV product or technology as soon as it becomes available.
Electric Vehicle (EV) A vehicle that uses one or moreelectric motorsortraction motorsforpropulsion.
Staff of providers of emergency services, including public safety providers. Examples include law enforcement, fire
Emergency Responders
department, ambulances, or environmental protection agencies that respond to hazmat incidents.
ITS are defined as the application of advanced information and communications technology to surface transportation in
Intelligent Transportation Systems (ITS)
order to achieve enhanced safety and mobility while reducing the environmental impact of transportation.
The ability of two or more systems or components to exchange information and to use the information that has been
Interoperability
exchanged.

Metropolitan Planning Organization A federally mandated and federally funded transportation policy-making organization in the U.S. that is made up of
(MPO) representatives from local government and governmental transportation authorities.
The ease with which members of a society move using transportation infrastructure such as roadways, bridges,
Mobility
pedestrian walkways, bike lanes, rail, etc.
The Moving Ahead for Progress in the 21st Century Act (P.L. 112-141), was signed into law by U.S. President Barack
Moving Ahead for Progress in the 21st
Obama on July 6, 2012. Funding surface transportation programs at over $105 billion for fiscal years (FY) 2013 and 2014,
Century (MAP-21)
MAP-21 is the first long-term highway authorization enacted since 2005.
Testing of new technologies in a real-world setting or one that closely mimics or resembles the context and elements that
Naturalistic Testing
are present in real-world settings.
A vehicle mounted device used to transmit and receive a variety of message traffic to and from other connected devices.
On-Board Unit (OBU)
Also referred to as On-Board Equipment (OBE).
A connected vehicle may require a user to opt-in prior to transmitting any sensitive data. Each opt-in prompt shall
Opt-In Services
provide the user with a full description of the data that may potentially be transmitted if the user agrees to the option.
PCB provides the ITS workforce with flexible, accessible ITS learning through training, technical assistance and
Professional Capacity Building (PCB) educational resources. The program assists transportation professionals in developing their knowledge, skills, and
abilities to build technical proficiency while furthering their career paths.
A connected device that is only allowed to operate from a fixed position (which may in fact be a permanent installation or
Roadside Unit (RSU) from temporary equipment brought on-site for a period of time associated with an incident, road construction, or other
event). Some RSUs may have connectivity to other nodes or the Internet. Also referred to as Roadside Equipment (RSE).
SecurityCredential ManagementSystem Security system for cooperative vehicle-to-vehicle crash avoidance applications using 5.9 GHz DSRC wireless
(SCMS) communications.
The situation in which all people within a society or group have the same status with respect to access to and use of CV
Social Equity
technology and products.
Traffic operations agencies at any level of government (e.g., national, state or local), transit agencies, toll authorities, or
Transportation Agencies private companies operating a highway concession. Also include private information service providers who might collect
vehicle data to support, and commercial vehicle credentials and safety agencies, as well as maintenance personnel.
The wireless exchange of (critical safety and operational) data between vehicles and highway infrastructure, intended
Vehicle-to-Infrastructure (V2I)
primarily to avoid or mitigate motor vehicle crashes but also to enable a wide range of other safety, mobility, and
Communications
environmental benefits.
The dynamic wireless exchange of data between nearby vehicles that offers the opportunity for significant safety
Vehicle-to-Vehicle (V2V) Communications
improvements and a wide range of other mobility, and environmental benefits.
C APPENDIX C WWW.ITS.DOT.GOV 83
U.S. Department of Transportation
ITS Joint Program Office-HOIT
1200 New Jersey Avenue, SE
Washington, DC 20590
Toll-Free Help Line 866-367-7487

www.its.dot.gov
FHWA-JPO-14-145

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Photos Courtesy of USDOT

ITS 2015 2019

7. Author(s) 8. Performing Organization Report No.

17. Key Words 18. Distribution Statement

Form DOT F 1700.7 (8-72) Reproduction of completed page authorized

Strategic Priorities and Themes.................................................................... iv

Program Categories .................................................................................... v

Plan Layout .............................................................................................. vii

SECTION 1: Realizing Connected Vehicle

1.2 The ITS Strategic Planning Process...........................................................3

SECTION 2: Vision, Mission, Strategic Themes,

2.1 Vision ..................................................................................................4

2.2 Mission ..............................................................................................5

2.3 Strategic Themes .................................................................................6

2.4 ITS Technology Lifecycle ........................................................................8

SECTION 3: ITS Programs 12

3.1 Program Categories ............................................................................ 13

SECTION 4: ITS Program Goals 31

SECTION 5: Successful Execution: Employing Operational

5.1 Organizational Disciplines and Desired Outcomes ..................................35

Appendix A: Summary of Results for Stakeholder Engagements 40

Appendix C: Glossary of Terms 82

ii WWW.ITS.DOT.GOV ITS STRATEGIC PLAN 20152019

FIGURE 2 ITS Strategic Plan Hierarchy...........................................................6

FIGURE 3 ITS Technology Lifecycle Process Framework....................................8

FIGURE 4 Stakeholder Prioritization of Program Categories........................... 13

FIGURE 5 Program Categories................................................................... 14

FIGURE 6 ITS Program emphasis according to technology lifecyle stages......... 15

FIGURE 7 Holistic View of Organizational and Operational

TABLE 2 Key Lifecycle Phase Questions......................................................11

TABLE 3 CV Research Questions that Guide

TABLE 4 Automation Research Questions

TABLE 5 Emerging Capabilities Research Questions

TABLE 6 Enterprise Data Research Questions

TABLE 7 Interoperability Research Questions

TABLE 8 Accelerating Deployment Research Questions

TABLE OF CONTENTS WWW.ITS.DOT.GOV iii

information and electronic

iv WWW.ITS.DOT.GOV ITS STRATEGIC PLAN 20152019

`` Promote Innovation by fostering technological advancement and innovation

`` Support Transportation System Information Sharing through the

00 EXECUTIVE SUMMARY WWW.ITS.DOT.GOV v

Other CV technologies and communications that are enabled by either DSRC or

`` Emerging Capabilities: The USDOTs emerging capabilities program initiatives will

`` Enterprise Data: With increased connectivity among vehicles, organizations, sys-

`` Interoperability: Interoperability is essential to ensure effective connectivity

vi WWW.ITS.DOT.GOV ITS STRATEGIC PLAN 20152019

Photo Courtesy of USDOT

00 EXECUTIVE SUMMARY WWW.ITS.DOT.GOV vii

TWO PROGRAM PRIORITIES

FIVE STRATEGIC THEMES

SIX PROGRAM CATEGORIES

RESEARCH DEVELOPMENT ADOPTION

Goals Goals Goals

viii WWW.ITS.DOT.GOV ITS STRATEGIC PLAN 20152019

1.1 Introduction ITS Program refers to the

01 REALIZING CONNECTED VEHICLE IMPLEMENTATION AND ADVANCING AUTOMATION WWW.ITS.DOT.GOV 1

2 WWW.ITS.DOT.GOV ITS STRATEGIC PLAN 20152019

01 REALIZING CONNECTED VEHICLE IMPLEMENTATION AND ADVANCING AUTOMATION WWW.ITS.DOT.GOV 3