Business Models to Facilitate Deployment of Connected Vehicle Infrastructure to Support Automated Vehicle Operations (2020) / Chapter Skim
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91 CHAPTER 5: IMPLEMENTATION PLANNING FOR CONNECTED VEHICLE INFRASTRUCTURE PROJECTS Any CV investment option that receives a "go" decision from decision-makers becomes a project or program of projects that DOTs must then plan and deliver as part of their standard business operations. As part of their planning process, DOTs should devise means and methods to deliver the project at the lowest possible cost and manage any risks effectively.
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92 CONNECTED VEHICLE INVESTMENT RESOURCES AND RISKS DOTs should carefully consider the following questions when structuring an appropriate business model for a given CV investment option: • What are the resource needs of the DOT? What is the DOT's plan to acquire those resources?
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93 This list provides a starting point for DOTs to decide on the services to be procured from the private sector. If DOTs do not have the capability or availability, the resource needs can be satisfied through an in-house training program, hiring, the use of consultants, or outsourcing activities through procurement (e.g., turnkey contracts)
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94 Like any capital infrastructure project, the delivery of CV projects will have known risks, unknown risks, and uncertainties. Conducting a risk management exercise is becoming a best practice on large, capital-intensive projects.
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95 Table 24. Sample Risk Register (Adopted from Tampa CV Pilot Deployment)
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96 o Dependence on outdated and incompatible methodologies for system development. • Financial o Funding uncertainties.
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97 • Low-bid job-order contracting for preventive maintenance of ITS equipment, such as software updates and cleaning/tuning of ITS devices and components. Even with all this experience, DOTs are still evolving in their knowledge of more standard ITS deployments.
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98 Traditional Model of Public Sector Systems Ownership and Development Using Purchased Commercial Capabilities This traditional model option is a conventional "vendor" arrangement where the public sector owns the physical assets, and the private sector supplies communication and information services for a fee. This model is suitable for publicly developed and owned DSRC communications networks, and hence, substantially dependent on public sector investment and development initiatives focusing on DSRC capabilities.
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99 data management, and network infrastructure. In addition, the private sector may also contribute equity, and in exchange, would typically prefer a revenue generation model through business-tobusiness and business-to-public transactions with mutually agreed terms of use.
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100 FUTURE OUTLOOK FOR BUSINESS MODELS There is a current line of thought among the industry that many of the critical V2I applications, if not all, involving publicly owned infrastructure and data, can be substantially achieved by a combination of Automated Driver Assistance Systems, V2V systems, and publicly available information with no reliance on public sector data or sector infrastructure. A combination of vehicle-based detailed mapping, ubiquitous IoT, and advanced V2V systems may eliminate the need for any public sector involvement in operational management or dependency on public infrastructure.
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101 • The traditional model of public sector systems ownership and development using purchased commercial capabilities is a conventional "vendor" arrangement where the public sector owns the physical assets, and the private sector supplies communication and information services for a fee. This model is suitable for publicly developed and owned DSRC communications networks where the private sector could develop, own, maintain, and lease the needed equipment, systems, and technology to the public sector for a fee.
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