1. ITS GLOBAL STANDARDIZATION CHALLENGES
July 9, 2002
Brian Wynne
Senior Vice President for Business and Trade
Intelligent Transportation Society of America

2. What is ITS?
Intelligent Transportation Systems employ information, electronic, communication and other technologies to solve surface transportation problems.
ITS is a set of applications that rely on existing or emerging telecommunications and IT networks

3. Advanced
Traffic
Management
Systems
(ATMS)

4. Advanced
Traveler
Information
Systems
(ATIS)

5. Electronic Toll
Collection
Advanced
Public
Transportation
Systems
(APTS)

6. Advanced Rural Transportation Systems (ARTS) Emergency Services CVO
Fleet O&M
Safety &
Security
CVO
Infrastructure
O&M
Tourism & Traveler
Information
Public
Traveler/Mobility

7. Commercial
Vehicle
Operations
(CVO)

8. Advanced
Vehicle
Control and
Safety
Systems
(AVCSS)

9. Benefit-Cost Ratios 5.7 8.8 5 10 All Metro Areas 297 MSAs
Largest Metro Areas
75 MSAs
8.8 5 10
APOGEE

10. Distribution of Benefits
Emissions/Fuel 6%
Other
< 1%
Time Savings
41%
Accident Cost
Savings
42%
Operating Cost
Savings 6%
Agency Cost
Savings 5%
APOGEE

11. ITS America members
Members include federal, state, and local governments; engineering and transportation societies; private firms; academic institutions; research institutions; public interest groups; and foreign and international organizations

12. Importance of global standards
Global standards are key to ubiquitous deployment
Scale
Interoperability
During the August retreat, Board members brainstormed several objectives for achieving the goals. Staff was instructed to refine the goals and develop specific activities for meeting the objectives. A refined list of goals and objectives was distributed to the Board of Directors for ranking. Fourteen objectives (and specific activities for each) were identified as priorities for action in For each priority objective, staff developed Resource Allocation Plans. These plans:
Identified the goal to be reached
Identified the priority objective to be met
Described the programs and specific tasks to be implemented to further the goal and objective
Allocated human and financial resources toward implementation of the programs for each objective
Identified specific ITS America volunteer groups (Board, Councils, Committees, Task Forces) to assist staff in implementing these programs
Assigned a senior staff member to each objective to manage implementation.
The RAPs were shaped into a budget for 2000, approved by the Board in late RAPs were used as a staff management tool for implementing the programs and tracking progress. Monthly RAP meetings were held to discuss progress, problem areas, etc.

14. “Vertical” Standards Challenges
ISO Technical Committee 204 “Transportation Information and control systems (TICS)
Coupled with CEN TC 278 Road, transport and Telematics systems (RTTS)
Conflicts have been mitigated by dialogue initiated in June 2001 see:
Given the rapid pace of change, particularly in the ITS business, it is important that organizations have both a plan and process to direct the organization’s activities as well as ensure nimbleness and flexibility to effectively address changing circumstances.
The strategic plan is not intended to be a “one-shot” deal. It is designed to set a long-range vision for the future that is regularly updated and adjusted to address changing circumstances. While the essence and long-range vision for ITS America is not intended to be revisited regularly, assumptions about the future, changes in the external environment and other trends are to be examined to determine how these circumstances affect how ITSA achieves its long-range vision.

15. Overlapping Jurisdictions
TC8 Ships and Marine Technology
TC22 Road Vehicles
TC104 Freight Containers
JTC1/SC 31 Auto ID and data capture
Given the rapid pace of change, particularly in the ITS business, it is important that organizations have both a plan and process to direct the organization’s activities as well as ensure nimbleness and flexibility to effectively address changing circumstances.
The strategic plan is not intended to be a “one-shot” deal. It is designed to set a long-range vision for the future that is regularly updated and adjusted to address changing circumstances. While the essence and long-range vision for ITS America is not intended to be revisited regularly, assumptions about the future, changes in the external environment and other trends are to be examined to determine how these circumstances affect how ITSA achieves its long-range vision.

16. “Horizontal” Standards Challenges
International Telecommunications Union Radiocommunications Services -- Working party for Land Mobile Communications
Also cuts across: Broadcasting Service, Satellite Service and Fixed Service
Difficult for ITS industry to provide and track status of recommendations
Given the rapid pace of change, particularly in the ITS business, it is important that organizations have both a plan and process to direct the organization’s activities as well as ensure nimbleness and flexibility to effectively address changing circumstances.
The strategic plan is not intended to be a “one-shot” deal. It is designed to set a long-range vision for the future that is regularly updated and adjusted to address changing circumstances. While the essence and long-range vision for ITS America is not intended to be revisited regularly, assumptions about the future, changes in the external environment and other trends are to be examined to determine how these circumstances affect how ITSA achieves its long-range vision.

17. Regional Standards Activity
Asia-Pacific Telecommunity (APT) – Asia-Pacific Standardization Program (ASTAP)
CEN/ETSI
CITEL – Inter-American Telecommunications Commission

18. Regional standards organizations
CEN/ETSI
Asia-Pacific Telecommunity (APT)
CITEL (Inter-American Telecommunications Commission)

19. Additional challenging factors
Emergence of telematics services (regulatory complications)
Ups and downs of the telecommunications industry

20. ITS America Web Site

21. July 9, 2002 Brian Wynne Senior Vice President for Business and Trade
Thanks
July 9, 2002
Brian Wynne
Senior Vice President for Business
and Trade