Below is the uncorrected machine-read text of this chapter, intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text of each book. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.
E-1  Concept of Operations for In-Person and Remote Operational Models This appendix is divided into two sections: ⢠A basic description of the job functions of each directly affected operations job under each operational model. ⢠A list of new, reduced, or increased tasks and/or KSAs for each directly affected operations job under each operational model. A P P E N D I X E Operational Model Job Functions Remote Operations Remote operators will provide vehicle operations support for AVs that encounter situations that the AV cannot negotiate and/or that are performing predetermined, remote-assisted maneuvers (e.g., maneuvering through the yard, turning around at the end of a line). Remote operators would use an advanced system of visual displays and vehicle controls that provide remote operators with the look and feel of being there in person. However, the human-machine interface may not be exactly like a bus simulator. Remote operators would also need to be available to respond to customer requests for assistance (likely using a video calling service) and be able to remotely monitor the interior of vehicles for any potential problems that may need intervention. A single remote operator may handle a caseload of multiple AVs, which reduces the operator-to-vehicle ratio. Remote operators would likely be co-located with the dispatcher/controller staff and may also communicate in real-time with dispatchers/controllers to coordinate efforts, handle complex situations, and respond to emergencies and incidents. Time spent maneuvering vehicles in the yard remains the same. Remote operators would not . perform pre- or post-trip inspections in the use cases with remote operations of revenue service (Use Case #2 â Use Case #5); instead, this task would fall to service persons. In-Person Operations Operators would be on board AVs, performing mainly customer service and safety-monitoring functions. This job would most accurately be described as an operator/attendant. Operators would assist in fare collection, answering customer questions, providing proactive communications with customers about transit agency services or changes to service, assisting passengers with disabilities (e.g., wheelchair securement or helping a blind passenger locate a seat), monitoring the vehicleâs performance and intervening (hitting the stop button) when necessary, and helping maneuver the vehicle in the event the AV cannot negotiate a situation/obstacle. Operators would also communicate with dispatch/control when needed and take direction from dispatchers/controllers and/or street supervisors to respond to system needs (e.g., changes to schedules, cutting trips). Because the vehicle-to-operator ratio is still 1-to-1, the scheduling and work rules that govern operators of conventional vehicles would likely be very similar (e.g., needing breaks, coordination of reliefs). Table E-1. Bus operator. Job Functions
E-2 The Impacts of Vehicle Automation on the Public Transportation Workforce Operational Model Job Functions Remote Operations Dispatchers will significantly reduce their role of communicating with operators and will essentially perform a remote monitoring and management function. Remote operators will handle the bulk of the immediate operational/service issues but will be overseen and given direction from dispatchers on actions to take (remote operators and dispatchers would likely be co-located). Dispatchers will focus on system-/route-level issues, and will monitor the vehicles and systems and the remote operatorsâperformance. In-Person Operations Much like conventionally driven transit services, dispatchers will still mainly be dealing with operators/attendants and handling day-to-day issues in communication with them (rather than by directly controlling/interacting with the AV). Table E-2. Dispatcher. Operational Model Job Functions Remote Operations Supervisors would continue being the eyes and ears in the field, monitoring vehicles in revenue service. In fact, the criticality of road/street supervisors actually increases. They would not be enforcing operational rules (e.g., seatbelts), but would be making sure that vehicles are performing satisfactorily and following their routes/schedules and responding to incidents (accidents, detours, etc.) that need in-the-field intervention. They would also likely spend more time responding to customer issues/complaints and/or providing passenger assistance. They would troubleshoot vehicles in the field and handle minor mechanical/software issues. In-Person Operations Supervisors would continue being the eyes and ears in the field, monitoring vehicles in revenue service. They may continue enforcing some operational rules related to operators; however, the bulk of their work would be making sure that vehicles are performing satisfactorily and following their routes/schedules and responding to incidents (accidents, detours, etc.) that need in-the-field intervention. However, because operators remain on board, the operator would still play the main, first responder role for incidents. They would continue to troubleshoot vehicles in the field and handle minor mechanical/software issues that operators cannot fix/address. Table E-3. Supervisor. Operational Model Job Functions Remote Operations Bus mechanics would continue their current jobs, basically. However, there would be an increase in the need for highly technical skills associated with inspecting, maintaining, and repairing the hardware (and software?) of the AVs. This additional technical work would be an add-on to the existing work of maintaining the body and power components of vehicles. The increase in the number of technological systems would also likely increase the need for data entry and precision record-keeping and increase the complexity of diagnostic equipment and tools used during maintenance activities. NOTE: There would likely be a pretty significant transition period before agency and contractor mechanics would need full and advanced skills, because OEMs would likely provide warranties and perform repairs for the vehicles and the automation-supporting components. In-Person Operations Table E-4. Mechanic (job functions are the same, regardless of operational model).
Concept of Operations for In-Person and Remote Operational Models E-3  Table E-5. Service person (job functions are the same, regardless of operational model). Operational Model Job Functions Remote Operations Service persons would continue their current jobs, basically. Of course, in Use Case #1, buses would perform yard maneuvers on their own. In the remaining use cases, buses would not. Overall, there would be an increase in the need for technical skills and workload associated with inspecting and cleaning the hardware of the AVs. This additional work would be an add-on to the existing bus-readying tasks performed by todayâs service persons (e.g., cleaning and fueling buses). Service persons would also perform the pre- and post-trip inspections in the use cases with remote operations of revenue service (Use Case #2 â Use Case #5). In-Person Operations Task/KSA Changes Table E-6. Bus operator. Operational Model Use Case #1 Use Cases #2â5 Remote Operations ⢠DECREASE: Time spent locating and maneuvering buses in the yard both pre- and post-trip. (However, no net reduction from this task because time reinvested.) ⢠NEW: Ability to remotely operate and troubleshoot AVs. ⢠NEW: Ability to provide remote customer assistance. ⢠NEW: Ability to provide remote emergency response. ⢠DECREASE: Vehicle operations time (time spent operating a vehicle). ⢠DECREASE: Vehicle pre- and post-trip inspection time. (Task is shifted to the service person position.) In-Person Operations ⢠INCREASE: Customer service tasks and other in-service support functions. ⢠INCREASE: Time spent conducting pre- and post-trip inspections. ⢠DECREASE: Vehicle operations time (i.e., driving). ⢠NEW: Ability to operate and troubleshoot AVs. Table E-7. Dispatcher. Operational Model Use Case #1 Use Cases #2â5 Remote Operations No impact ⢠DECREASE: Communications with operators (fewer operators performing reduced direct operations tasks). ⢠DECREASE: Facilitating internal communications (e.g., maintenance and operations). ⢠DECREASE: Daily bus dispatching. ⢠NEW: Ability to remotely troubleshoot AVs. ⢠NEW: Ability to remotely monitor and interact with AVs using provided systems. ⢠NEW: Ability to remotely communicate with passengers, if needed. ⢠INCREASE: Monitoring of service performance in real time and evaluating past performance. ⢠INCREASE: Entering data and recording information. In-Person Operations ⢠DECREASE: Facilitating internal communications (e.g., maintenance and operations). ⢠NEW: Ability to remotely troubleshoot AVs. ⢠NEW: Ability to remotely monitor and interact with operators about AVs/services. ⢠INCREASE: Entering data and recording information.
E-4 The Impacts of Vehicle Automation on the Public Transportation Workforce Table E-8. Supervisor. Operational Model Use Case #1 Use Cases #2â5 Remote Operations No impact ⢠DECREASE: Communications with operators and enforcing operations work rules. ⢠NEW: Ability to operate and troubleshoot AVs. ⢠NEW: Ability to monitor and interact with AVs. ⢠INCREASE: Communications with passengers and providing customer assistance. ⢠INCREASE: Entering data and recording information. ⢠INCREASE: Ability (and availability) to respond to incidents in the field. (Operators are not physically present, so supervisors may be the first to arrive to physically address an issue.) In-Person Operations ⢠DECREASE: Enforcing operations work rules. ⢠NEW: Ability to troubleshoot AVs. ⢠NEW: Ability to monitor and interact with AVs, taking corrective action if necessary. ⢠INCREASE: Time spent responding to and investigating incidents. ⢠INCREASE: Time spent orchestrating, implementing, and managing bus bridges and other special events or detours. ⢠INCREASE: Entering data and recording information. Table E-9. Mechanic (task/KSA changes are the same, regardless of operational model). Operational Model Use Case #1 Use Cases #2â5 Remote Operations ⢠DECREASE: Time spent maneuvering buses in the yard. (However, no net reduction from this task because time reinvested.) ⢠See other use cases for remaining impacts. ⢠INCREASE: Technical and electronics expertise needed to inspect, maintain, and repair the complex hardware enabling vehicle automation. For example, external and internal sensors, cameras, controlling computer equipment, wireless communications, etc. ⢠INCREASE: Entering data and recording information about work performed. ⢠NEW: Ability to operate and troubleshoot AVs. ⢠NEW: Ability to use complex testing and diagnostic equipment for the hardware enabling vehicle automation (some may not even be available yet). In-Person Operations Table E-10. Service person. Operational Model Use Case #1 Use Cases #2â5 Remote Operations ⢠DECREASE: Time spent maneuvering buses in the yard. ⢠See other use cases for remaining impacts. ⢠INCREASE: Technical knowledge for performing bus- readying tasks, including basic inspections and cleaning of the complex hardware enabling vehicle automation. ⢠INCREASE: Conducting pre- and post-trip inspections. ⢠INCREASE: Entering data and recording information about work performed. ⢠NEW: Ability to operate and troubleshoot AVs. In-Person Operations ⢠INCREASE: Technical knowledge for performing bus- readying tasks, including basic inspections and cleaning of the complex hardware enabling vehicle automation. ⢠INCREASE: Entering data and recording information about work performed. ⢠NEW: Ability to operate and troubleshoot AVs.
