Preparing For CAVs: MDOT SHA’s CAV Strategic Action Plan
Preparing for CAVs:MDOT SHA’s CAVStrategic Action PlanK.R. Marshall, WSPTransportation Engineering & Safety ConferenceDecember 7, 2017
Connected & Automated Vehicle (CAV) Strategic Action Plan It is important to outline goals and objectives, but alsoremain nimble so as to rapidly adjust to lessonslearned and evolving strategies or technologies. Strategic Action Plan somewhere in-between amaster plan and a deployment plan, which willprovide MDOT SHA with a view of how to bestmanage this rapidly evolving topic. This will be a living document
Overview Of The Process Collaborative Jointly managed by OPPE and CHART, with active participation fromOPR, OOTS, OOM, and others. University of Maryland Center for Advanced Transportation Technology Iterative Product of several internal working group meetings Influenced by actions of MDOT CAV Working Group and other TBUs Action Oriented Lessons learned from states that have already entered this space
Document Organization1. Baseline: What is CAV?2. Planning Activities3. Take Action: Pilot CAV Programs4. Enabling Actions: Build a SupportProgram
MDOT SHA Vision For CAV“Embrace technology and nextgeneration mobility trends toprovide safe & reliable travelfor people and goods withinMaryland.”
MDOT SHA Goals For CAV GOAL 1: Make Maryland an attractive partner for CAV development, testing, andproduction; Maryland is “open for business.” GOAL 2: Begin deploying CAV technology to gain experience through pilot projects, andwork with partners to engage in national efforts. GOAL 3: Establish foundational systems to support future CAV deployment - datamanagement, telecommunications, and a robust policy program to enable sustaineddeployment activity. GOAL 4: Enable CAV benefits for customers - identify ways to add value to our customerstoday and in the near future during the transitional timeframe of CAV on our roadways. GOAL 5: Look for opportunities to leverage CAV technologies to support existing businessprocesses and objectives such as performance based planning and provide operationalbenefits to support and enhance other business processes.
US 1 Innovative Technology Deployment CorridorXXXXFuture Innovative Technology Deployment CorridorsXXXXOther Major ProjectsXFederal Grant OpportunitiesXGoal 5: Look foropportunities toleverage CAVtechnologies to supportSHA businessprocessesGoal 4: Enable CAVbenefits for usersGoal 3: Establishfoundational systems tosupport future CAVdeploymentGoal 2: Begin deployingCAV technology andengaging in nationalactivitiesSTRATEGIES:Goal 1: Make Marylandan attractive partner forCAV development,testing, and productionVision Goals StrategiesXXAberdeen Proving GroundXXXXU.S. DOTXXXXXXUniversity of MarylandTelecommunicationsXXXRoad Markings and SignageXXPolicy & LegislationXXXXXData Governance PlanXStaffing & Skill DevelopmentXInternal Awareness of CAVXXInvolvement/Visibility in National ActivitiesXMDOT SHA Offices and Engagement in CAVXMDOT SHA CAV Working GroupXXXXExternal Outreach & EducationXXXXXXXXXXXX
8Example Strategy Construct General Description Details of the Strategy Implications to existing programs Variations based on changing conditions Recommendations Specific recommendations for MDOT SHA
9Example Of Recommendations From Strategies RECOMMENDED ACTION MDOT SHA should have a program in place that will have projects and ideas “on the shelf”with concepts fleshed out. Don’t wait for a grant opportunity to be published; most of thegrant applications provide a 30- to 60-day window for submittal, but the projectconceptualization process can often take 90 to 120 days or even longer if you are lining uppartners. Use the internal MDOT SHA CAV Working Group to identify possible projects,and initiate an effort to develop the concepts further in anticipation of future federal grantNOFOs. Clarify with the MDOT SHA Office of Procurement and Contract Management the potentialrole of consultants in developing grant applications or project concepts for grantapplications. Given the resource constraints that exist within MDOT SHA, it will be difficultto maintain this on-the-shelf capability without engaging consultants, but currentconversations are unclear in terms of eligibility and potential conflict in terms of usingconsultants.
10Early Actions Lessons Learned through PilotTesting US 1 Pilot Corridor Future Corridors Telecommunications
US 1 PilotProject Adaptive SignalControl forcongestionmanagement ITS Devices forincidentmanagement CV PilotDeployment forCV testing
Future PilotCorridors Capitalize onAdaptive Signalinstallations Look forPartnershipOpportunitiesincluding MDTAand Aberdeen Consider telecomavailability andfuture needs
13Other Low Hanging Fruit Process for reviewing one-off testing andpartnership opportunities Relationships with Aberdeen, US DOT, andMaryland Universities Cache of projects on-the-shelf for future grantopportunities Strategic Telecommunications Plan – one for SHA,but also one for MDOT statewide Be prepared for possible changes in road markingsand signage
Enabling Actions: Build A Support Program Policy and Legislation Data Governance Plan Staffing and Skill Development Internal Awareness of CAV External Outreach and Education Visibility in National Activities SHA Offices & Engagement in CAV MDOT CAV Working Group
Policy And Legislation Develop a bicameral policy briefing for interestedMaryland State Legislators outside of the session Secure one or more champions in each house ofthe assembly (in progress) Monitor state and federal legislative actions andprovide periodic briefs to interested parties. As federal legislation begins to take shape, explorethe potential impacts to Maryland and provideupdates to give to our federal representatives.
Outreach & Awareness Develop an internal communications plan, coordinated with the TSMO plan. Develop and maintain a library of internal materials to support technical and executivestaff in preparing for speaking engagements. Get this topic onto the agenda of key internal meetings and gatherings among variousdepartments. Assess the economic impacts of CAV in Maryland, and develop an economicdevelopment outreach strategy. Update the website within MDOT to profile Maryland’s emphasis on technology andtransportation. The website can be a portal for companies thinking of doing businessin Maryland (to learn more), or can reinforce our posture as a leading-edge high-techstate willing to help all companies and their employees get to where they want to be.
Organizational Management Within SHA Internal SHA CAV Working Group shouldcontinue to function, keeping periodic reviewover the many action items in this plan Leadership of the Working Group can rotateor be fixed in specific SHA offices Close alignment with TSMO implementationis a prerequisite for success Periodic engagement by senior managementwill further boost collaboration
Closing Thoughts Ready-Fire-Aim Partnership with MDTA Now that the plan is created, time to “operationalize” actions Regular updates will be initiated Future issues will arise (e.g., procurement) Stay on top of national activitiesDon’t be intimidated by the pace of change or number of unknowns!
Organizational Management Within SHA Internal SHA CAV Working Group should continue to function, keeping periodic review over the many action items in this plan Leadership of the Working Group can rotate or be fixed in specific SHA offices Close alignment with TSMO implementation is a prerequisite for success
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