Smart City Challenge Demonstration Cooperative Agreement … City Challeng… · Source: City of Columbus, October 2017 Figure 1. Smart Columbus Vision 2.2 Program Overview 2.2.1

Smart City Challenge Demonstration Cooperative Agreement DTFH6116H00013 – Replacement Budget Application dated June 29, 2018

1.0 Summary ................................................................................................................................. 1

2.0 Smart Columbus Program ...................................................................................................... 1

2.1 Strategic Framework ...................................................................................................... 1

2.2 Program Overview .......................................................................................................... 3

3.0 Budget .............................................................................................................................. 13

4.0 Budget Notes and Assumptions ....................................................................................... 23

Direct Labor ...................................................................................................................... 23

Indirect Costs .................................................................................................................... 23

Other Direct Costs (ODCs) ............................................................................................... 23

City Travel......................................................................................................................... 23

Smart Columbus Operating System (Operating System) ................................................. 23

Enabling Technologies ..................................................................................................... 23

Enhanced Human Services .............................................................................................. 23

Smart Mobility Hubs.......................................................................................................... 24

Cognitive Disability Application ......................................................................................... 24

Event Parking Management ............................................................................................. 24

Non-City Cost Share ......................................................................................................... 24

Subcontractor ................................................................................................................... 24

Partner Contributions ........................................................................................................ 25

U.S. Department of Transportation Cooperative Agreement Award Number DTFH6116H00013 Replacement Budget June 6, 2018

1.0 Summary After passing our one year mark of winning the Smart City Challenge grant, the Smart Columbus Program Management Office took the opportunity to strategically review each of the fifteen (15) projects proposed in the original Smart Columbus application that was submitted to the USDOT. The project review included our enterprise-wide project management team including departments and organizations involved with the projects. Each project was evaluated in the context of four criterions: 1) USDOT expected outcomes; 2) stated city outcomes; 3) stakeholder feedback; and 4) end user needs. As we have continued to work through Year 2, the program has continued to evolve.

2.0 Smart Columbus Program

2.1 Strategic Framework

While the definition of a “smart city” varies, the USDOT SCC specifically asked applicants how they would use emerging transportation technologies to address their most pressing problems and envision bold new solutions that could change the face of transportation by meeting the needs of residents of all ages and abilities; and bridging the digital divide; so that everyone, not just the tech-savvy, can be connected to everything their city has to offer. As the fourteenth largest city in the country, Columbus is experiencing challenges such as traffic congestion, crashes, infant mortality, poverty and unemployment; challenges not uncommon to urban cities, that are worth trying to solve. Columbus believes equitable access to transportation is an integral piece to solving these complex issues. Moreover, as the fastest growing city in the Midwest, Columbus must plan for and implement ITS solutions that allow for the efficient and effective flow of people and goods throughout the city to remain competitive. Solving for urban challenges and creating a Smart City are integral to Columbus’s future as a thriving city. The City of Columbus’ guiding smart city principle is that mobility is the great equalizer of the twenty-first century. More specifically, equitable access to transportation is the key to opening opportunities such as access to jobs, healthcare and services. Columbus plans to use transportation, powered by holistic solutions and integrated, open-source data, to give its residents access to opportunities that empower them. This could be access to healthcare providers, jobs, school, job training or other destinations. We are attempting to shift the paradigm on transportation to ensure all residents can traverse the city in a safe and efficient manner of their choice.

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Smart Columbus will demonstrate how advanced technologies can be integrated into other operational areas within the city, utilizing advancements in ITS, CV, AV, electric vehicles (EV) to meet these challenges, while integrating data from various sectors and sources to simultaneously power these technologies while leveraging the new information they provide. Community and customer engagement will be present throughout the program, driving the requirements and outcomes for each project. This end-user engagement reinforces the idea that the residents of Columbus are ultimately the owner and co-creator of the Smart Columbus program.

2.1.1 Vision

Smart Columbus’ vision is: To empower our residents to live their best lives through responsive, innovative and safe mobility solutions.

2.1.2 Mission

Smart Columbus’ mission is:

To demonstrate how an ITS and equitable access to transportation can have positive impacts on every day challenges faced by cities.

2.1.3 Outcomes

Outcomes of the Smart Columbus Program include:

Improve Safety: Columbus wants to create safer streets where vehicles, cyclists and pedestrians are less likely to be involved in accidents.

Enhance Mobility: Columbus wants to make traversing the city and parking as efficient and convenient as possible.

Enhance Access to Opportunities & Services: Columbus wants to make multi-modal transportation options and the ability to access them equitably available to all residents; especially those who need to access to opportunities related to health care, jobs, school, and training.

Reduce Environmental Impact: Columbus wants to reduce the negative impact transportation has on the environment through becoming more efficient and embracing multi modal options.

Figure 1 shows the Smart Columbus vision, mission, and outcomes.

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Source: City of Columbus, October 2017

Figure 1. Smart Columbus Vision

2.2 Program Overview

2.2.1 Site Overview

At the time of application, Smart Columbus was taking a district-oriented approach to best demonstrate effective implementation of a comprehensive portfolio of connected technologies that solve focused, relatable city issues and enhance mobility across the region. Four deployment districts were strategically identified based on the unique problem-solving proving ground they offer which creates a foundation of nationwide scalability.

1. Residential (Linden): Linden is a high-opportunity Columbus neighborhood in need of economic improvement. Linden was chosen as the first neighborhood district for its numerous socio-economic challenges, including low household income, lack of major employers and high infant mortality rates. These problems are compounded by the lack of access to transportation options. Despite proximity to the central core of the city, basic services such as healthcare, grocery stores and banking are scarce within its boundaries. Many residents are transit-reliant, yet planning and completing a trip to access employment and services can be challenging, particularly for parents with young children, seniors and travelers with disabilities. There are also many first-mile/last-mile (FMLM) challenges in the district.

2. Commercial (Easton): Easton is a high-traffic retail destination and jobs center. Located in the northeast part of Columbus, the Easton area is a mixed-use environment consisting of retail,

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dining, commercial office space, warehousing and residential units accessed primarily by light-duty vehicles and some bus service operating along the fringes of the area. While a major employment center, the jobs are typically low paying and have a high rate of turnover. Research has demonstrated that a major contributor to the instability in these types of jobs is the lack of reliable transportation as well as FMLM challenges related to safety and mobility. Meanwhile, current traffic volumes in the area, particularly during peak times, have caused roadway capacity concerns. Adding an additional freeway exit to support the present volume would be costly and could increase harmful emissions. There are opportunities to improve mobility and reduce emissions and their sources through a reduction in single occupancy vehicles and/or enhanced existing transit service. The program is still considering Easton for a potential demonstration; however, the city is reviewing other routes that solve the FMLM transportation issues.

3. Downtown: Downtown Columbus is a regional economic anchor and growing urban core. One challenge to continued growth and development of Downtown is the lack of parking availability. The commercial office vacancy rate for all classes of space is 12 percent. Commercial real estate brokers report that they cannot lease office space because prospective tenants cannot find parking for employees. Hotels and other service industries report high staff turnover because of the cost of parking. Major employers report an inability to add jobs downtown. Visitors for events and guests of everyday business activity report regular frustration with finding parking. Experience Columbus, the convention and visitors’ bureau for greater Columbus, receives feedback from visitors as well as meeting and travel planners that parking, especially during large events and conventions, negatively impacts the visitor experience in Columbus.

4. Logistics (Rickenbacker): Rickenbacker International Airport, Rickenbacker Intermodal Terminal and Rickenbacker Logistics Park make this area the 10th most active logistics hub in America. Freight-induced congestion and queuing are significant challenges at the south end of the city where distribution centers have been established in proximity to Rickenbacker International Airport. One significant access road where truck volume and freight-induced congestion routinely occurs is along Alum Creek Drive on the south side of Rickenbacker Logistics Park.

Each of these four deployment districts is shown in Figure 2. While there are unique and distinct deployment districts, many projects will also be deployed citywide and be designed in an integrated manner with the Operating System being the integral backbone and heart of all current and future smart city projects.

Please note, that the Commercial Deployment may not be the District where the Connected Electric Autonomous Vehicle will be deployed but will experience the impact of other projects.

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Figure 2. Smart Columbus Deployment Map

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The eight other Smart Columbus projects are grouped into three overarching themes: Enabling Technologies, Enhanced Human Services and Emerging Technologies.

Enabling Technologies: These technologies leverage today’s foundation in new and innovative ways to greatly enhance the safety and mobility of the transportation infrastructure. These advanced technologies empower deployments that increase our capabilities because of rich data streams and infrastructure that are designed to handle on-demand responses. The connected vehicle environment (CVE) is an enabling technology that will improve safety by leveraging cutting edge technology to advance the sustainable movement of people and goods.

Enhanced Human Services (EHS): These services encompass meeting human needs through the application of technology that focuses on prevention as well as remediation of problems, and maintain a commitment to improving the overall quality of life of users of the technology-based solutions. Opportunity will be created as a result of the EHS projects that improve access to jobs, healthcare and events.

Emerging Technologies: New technologies that are currently developing or will be developed over the next five to ten years will substantially alter the business and social environment. By focusing on key Emerging Technologies, the city will be able to exhibit potential solutions to address and mitigate future transportation and data collection challenges.

The method of themes demonstrations an integrated and holistic approach to delivering the Smart Columbus program.

2.2.2 Project Descriptions

Figure 3 summarizes the Operating System and portfolio of USDOT projects. It depicts the criticality of the Operating System tying in these three themes, as well as their supporting projects, together. It also indicates the documentation and management of the overall program, anchored by the tools and documentation used in coordination and cooperation between the city and USDOT.

2.2.2.1 Smart Columbus Operating System

The Operating System is envisioned as a web-based, dynamic, governed data delivery platform built on a federated architecture that is at the heart of the Smart Columbus system. It will ingest and disseminate data while providing access to data services from multiple sources and tenants, including the planned Smart Columbus technologies, traditional transportation data and data from other community partners, such as food pantries and medical services. The Operating System will embody open-data, best-of-breed technologies including open-source and commercial off-the-shelf concepts that enable better decision-making and problem solving for all users. It will support a replicable, extensible, sustainable data delivery platform. The Operating System will be the source for performance metrics for program monitoring and evaluation; serve the needs of public agencies, researchers and entrepreneurs; and assist health, human services organizations and other agencies in providing more effective services to their clients. The Operating System will be scalable and demonstrate the potential for serving city and private sector needs

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well beyond the life of the SCC Award period.


Figure 3. Smart Columbus Framework

2.2.2.2 Enabling Technologies

2.2.2.2.1 Connected Vehicle Environment

There are corridors and intersections in Columbus that have high crash numbers with vehicles, bicyclists and pedestrians. In addition, there are several corridors that are congested that result in poor mobility conditions for emergency vehicles, freight and transit buses. The CVE corridors were selected based on regional crash data, enhanced transit services, recent infrastructure investments and relationship to other projects. For example, the CVE corridors have 17 intersections in the top 100 regional high-crash intersections. The anticipated outcomes of the CVE project are to enhance safety and mobility throughout the city's transportation system utilizing CV technologies and applications with an emphasis on congested and high crash intersections and corridors. Safety applications are intended to be installed on multiple vehicle types including transit buses, first responder vehicles, city and partner fleet vehicles and private vehicles. Applications will be deployed to ensure emergency vehicles and the Central Ohio Transit Agency (COTA) Bus Rapid Transit (BRT) fleet can utilize signal prioritization when needed to ensure safety and efficiency. While the CV applications the city plans to deploy will be identified as part of the planning phase of the systems engineering process, examples of strategies include:

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Enhanced emergency vehicle pre-emption that reduces delays at signalized intersections for emergency vehicles responding to incidents and other emergencies

Transit signal priority that reduces delays at signalized intersections for transit vehicles helping to improve transit operations

Pedestrian detection and red-light safety applications for improved safety of pedestrians and drivers of vehicles at signalized intersections

School zone warnings that increase school zone visibility and alert drivers of posted speeds, helping to improve safety

The Performance Measurement Plan establishes the measures and methods through which the goals and objectives of the CVE project will be evaluated to determine the project’s effectiveness of meeting the Smart Columbus vision and mission. The City of Columbus has identified the following preliminary objectives to evaluate the measurable impact the CVE project is intended to provide:

Reduce emergency response times

Improve reliability of transit schedules

Increase driver’s awareness of pedestrians in crosswalks

Increase driver’s awareness of traffic signals

Increase driver’s awareness of speed in school zones

Increase driver’s awareness of speed in work zones

Increase transit rider satisfaction

Improve bicyclist safety

2.2.2.3 Enhanced Human Services

2.2.2.3.1 Multimodal Trip Planning Application/Common Payment System (MMTPA/CPS)

Columbus residents and visitors do not have access to a system that allows for the seamless planning of or paying for a trip involving multiple transportation service providers and parking providers. Moreover, some Columbus residents are unbanked and therefore cannot access alternative modes of transportation including car and bike sharing systems. The multimodal trip planning application (MMTPA) will make multimodal options easily accessible to all by providing a robust set of transit and alternative transportation options including routes, schedules and dispatching possibilities. The application will allow travelers to request and view multiple trip itineraries and make reservations for shared-use transportation options such as bikeshare, transportation network companies (TNC) and carshare. Using the multimodal trip planning application, users will be able to compare travel options across modes, plan and pay for their travel based upon current traffic conditions and availability of services. Payment for transportation service providers and parking providers will be processed through a Common Payment System (CPS) that may be the first of its kind in the United States. It is the city’s goal that this application will allow residents to more easily access the transportation systems

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available in Columbus today and in the future, so they can maximize services to live their best lives. This project is anticipated to provide an innovative solution to improve mobility and access to opportunity. The City of Columbus identified the following objectives to evaluate the measurable impact the MMTPA/CPS project is intended to have:

Facilitate improved access to multi-modal trip planning information

Increase usage of the available transportation services

Improve ease of multi-modal trip planning

Provide travelers with more convenient access to transportation service options

Increase access to jobs and services

Increase customer satisfaction

2.2.2.3.2 Mobility Assistance for People with Cognitive Disabilities

Mobility assistance is needed to provide more independence to residents with cognitive disabilities. Persons with cognitive disabilities who wish to independently use public transit services in Columbus must either qualify for special paratransit services in accordance with federal law, or they must be sufficiently independent such that they are able to safely use fixed route bus service without assistance. The city’s goal is to develop and deploy an application that would allow this population to independently traverse the city via COTA’s fixed bus route system. The mobile application will be a highly-accurate, turn-by-turn navigator designed to be sufficiently intuitive such that older adults and groups with disabilities including the cognitively and visually disabled can travel independently.

This project provides an opportunity for users to empower themselves and gain mobility independence and not rely upon caregivers or COTA paratransit system for transportation. The City of Columbus identified the following objectives to evaluate the measurable impact the mobility assistance project is intended to provide:

Move certain paratransit riders to fixed route bus service

Improve independence of travelers moving from paratransit to fixed route service

2.2.2.3.3 Prenatal Trip Assistance

Columbus has one of the highest infant mortality rates in the country, which is partially caused by expectant mothers not getting necessary prenatal healthcare. The existing Non-Emergency Medical Transportation (NEMT) system does not always provide reliable round-trip transportation. Linden residents have challenges accessing healthcare services due to the current NEMT model and technologies. It is our goal to work with Franklin County and Celebrate One to develop a means for bridging the gap among healthcare providers, expectant mothers and NEMT services that are paid for through the Medicaid system.

This project will be further vetted with key stakeholders to identify goals and measurable objectives. A driving force for deployment of this project is the need to provide a more streamlined and efficient NEMT system to improve mobility and satisfaction for users.

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2.2.2.3.4 Smart Mobility Hubs (SMH)

Currently, there are no enhanced mobility or multimodal transit features to alleviate FMLM challenges in the Linden area or along the Cleveland Ave corridor. Columbus is working to make mobility a great equalizer in part by embracing multi-modal transportation and making it as accessible and easy to use as possible. Our vision is to transform some COTA bus stops along the BRT CMAX corridor and transit centers into smart mobility hubs, where someone getting on or off the bus can easily access the next leg of their trip. Public Wi-Fi will be a key enabler for the hub and its points of connection (Wi-Fi is also present in COTA's stations, CMAX, and buses). The city plans to outfit the hubs with kiosks to assist in travel planning and expanded transportation options via other modes, such as bike and car-sharing. The smart mobility hubs will be linked with COTA systems to provide transit information with real-time arrival and departure times to the passengers waiting at the hubs. This project will also explore the utility of these hubs in the commercial district, which also faces similar FMLM challenges in connecting travelers to their destinations.

This project provides an opportunity for residents and visitors to access multiple modes of travel to solve FMLM challenges. The City of Columbus identified the following objectives to evaluate the measurable impact the SMH project is intended to provide:

Encourage use of multiple modes of transportation

Improve overall traveler experience

2.2.2.3.5 Event Parking Management (EPM)

The City of Columbus lacks an integrated system for residents and visitors to easily and efficiently view available parking spaces at parking garages, surface lots and parking meters; especially at large events. Non-direct routing of travelers causes congestion and inefficiency in the transportation network. It is the city’s goal to integrate parking information from multiple providers into a single availability and reservation services solution. This will allow travelers to plan and search for parking options at certain locations to reserve and book a parking space with the CPS. More direct routing of travelers during large events is expected to reduce congestion during those times. The City of Columbus identified the following objectives to measure the impact the EPM is expected to provide:

Reduce parking related congestion

Reduce vehicle emissions

Increase knowledge of available parking around events

2.2.2.4 Emerging Technologies

2.2.2.4.1 Connected Electric Autonomous Vehicles (CEAV)

At the time of application, Columbus focused on deployment of the Connected Electric Autonomous Vehicle in the Easton area, where many businesses and retail centers are more than a mile walking

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distance from current COTA bus stops, which is outside of typically acceptable walking distances from transit. It is Columbus’ goal to connect COTA riders to opportunities in the Easton area

During the course of the program delivery, other partners like The Ohio Department of Transportation, The Ohio State University and the Columbus Partnership have come to the table to deploy autonomous technology Downtown and at The Ohio State University.

Partnering with our private, academic and public-sector partners presents the best opportunity to mitigate the risks to the program and ensure successful deployment. Additionally, it presents the best opportunity for community learning and addressing challenges faced by those seeking to deploy autonomous technology. Safety, interoperability and user acceptance will continue to be challenges faced by cities and organizations seeking to deploy autonomous technology.

The anticipated results of the demonstration would be 1) a set of automated vehicle operational testing and evaluation standards and to benchmark the vendors selected 2) interoperability and data standards, 3) identification of needs to garner user acceptance of systems and what interfaces work best and 4) data used to evaluate various deployment settings (e.g. campus, city).

2.2.2.4.2 Truck Platooning

Logistics providers need more safe, efficient and environmentally beneficial ways to deliver goods. In Columbus, the Rickenbacker International Airport, Rickenbacker Intermodal Terminal and Rickenbacker Logistics Park make this area the 10th most active logistics hub in America. Freight-induced congestion and queuing are significant challenges within Columbus. It is the city’s goal to ensure the efficient and safe movement of logistics-related vehicles through the use of ITS. Specifically, freight signal prioritization on CV-enabled trucks will be deployed to reduce freight-induced congestion and queuing.

After Peloton withdrew from the program, the city has been working with various original equipment manufacturers to identify new vendors interested in participating in the program. It is still the city’s goal to deploy multiple two-vehicle CV-enabled truck platoons.The city anticipates wireless communications will be added to existing vehicle technologies to allow trucks to reduce their headways when traveling on freeways. On arterials, these vehicles will receive platoon intent signal priority enabling two trucks to traverse an intersection during the same signal phase cycle. Platooning is also expected to save fuel and reduce vehicle emissions.

This project is anticipated to increase the efficiency and stewardship of logistics companies by improving freight mobility and reducing emissions. The City of Columbus identified the following objectives to evaluate the measurable impact the CEAV project is intended to provide:

Reduce truck delay at signalized intersections

Increase the number of truck turns per day

Reduce freight vehicle emissions

Reduce truck fuel consumption

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The budget included with this submittal has been prepared to reflect this program structure. Additionally, the City has estimated that the program will extend into Year 5 by nine (9) months. The schedule submitted with this budget has assumed this extension.

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3.0 Budget

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Budget ‐ Agreement Year 1 (August 31, 2016 through August 30, 2017)Federal Share City Cost Share

ODOT Cost

Share

Franklin Co.

Cost ShareTOTAL

Direct LaborTitle Name Hours Year 1 Rate Total

336,214$ 336,214$ ‐$ 336,214$

Indirect Costs63,545$ 63,545$ ‐$ ‐$ ‐$ 63,545$

67,243$ 67,243$ ‐$ ‐$ ‐$ 67,243$ 130,788$ 130,788$ ‐$ 130,788$

Other Direct Costs20,000$ 20,000$ ‐$ ‐$ ‐$ 20,000$

‐$ ‐$ ‐$ ‐$ ‐$ ‐$

‐$ ‐$ ‐$ ‐$ ‐$ ‐$

‐$ ‐$ ‐$ ‐$ ‐$ ‐$

‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Connected Vehicle Environment ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Multi‐modal Trip Planning Application/Common Payment System ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Smart Mobility Hubs ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Mobility Assistance ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Prenatal Trip Assistance ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Event Parking Management ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Connected Electric Autonomous Vehicles ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Truck Platooning ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

20,000$ 20,000$ ‐$ ‐$ ‐$ 20,000$

Subcontractors 2,460,937$ 2,460,937$ ‐$ ‐$ ‐$ 2,460,937$

‐$ ‐$ ‐$ ‐$ ‐$ ‐$

‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Procured Technical Services (Prenatal Trip) ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Procured Technical Services (CV applications) ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Systems Engineering Expertise (ALE) ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Procured Miscellaneous Services ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

526,063$ $ 526,063 ‐$ ‐$ ‐$ 526,063$ 2,987,000$ 2,987,000$ ‐$ ‐$ ‐$ 2,987,000$

Year 1 Summary

Federal Share Cost ShareODOT Cost

Share

Franklin Co.

Cost ShareTOTAL

$ 336,214 $ 336,214 $ ‐ $ ‐ $ ‐ $ 336,214

$ 130,788 $ 130,788 $ ‐ $ ‐ $ ‐ $ 130,788

$ 20,000 $ 20,000 $ ‐ $ ‐ $ ‐ $ 20,000

$ 2,987,000 $ 2,987,000 $ ‐ $ ‐ $ ‐ $ 2,987,000

3,474,002$ 3,474,002$ ‐$ ‐$ ‐$ 3,474,002$

Procured Information Technology Services (MMTPA/CPS)

Program Management: City Equipment

Program Management: City Supplies

Total Other Direct Costs =

Enhanced Human Services

Emerging Technologies

Total Direct Labor =

Fringe Applied to Direct Labor (18.9%)

Insurance (20.0%)Total Indirect Costs =

Smart Columbus Operating System (SCOS)

Indirect Costs

Other Direct Costs

Direct Labor

Year 1 Summary

Subcontractors

Procured Technical Services (Consulted Support Services/Program Manager )

Procured Communications Services (Engage)

Total Subcontractor Costs =

Communications & Outreach

Program Management: Travel

Enabling Technologies

Procured Information Technology Services (SCOS only)

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ODOT Cost

Share

Franklin Co.

Cost ShareTOTAL


Deputy Director / Program Manager Mandy K. Bishop 1664.0 $69.42 115,519$ 115,519$ ‐$ ‐$ ‐$ 115,519$

Engineer IV / Project Manager Ryan Bollo 1920.0 $50.99 97,892$ 97,892$ ‐$ ‐$ ‐$ 97,892$

Assistant Director / Deputy Program Mgr. Randy Bowman 1000.0 $60.32 60,317$ 60,317$ ‐$ ‐$ ‐$ 60,317$

Assistant Director / Communications (Interim) Brandi Braun 1040.0 $51.50 53,560$ 53,560$ ‐$ ‐$ ‐$ 53,560$

Fiscal Assistant I Abbie L. Green 1920.0 $22.94 44,042$ 44,042$ ‐$ ‐$ ‐$ 44,042$

Management Analyst II Kevin McSweeney 1664.0 $41.94 69,791$ 69,791$ ‐$ ‐$ ‐$ 69,791$

Assistant Director / Communications (Permanen *REQUESTED STAFF* 1040.0 $51.50 53,560$ 53,560$ ‐$ ‐$ ‐$ 53,560$

Student Intern Kevin Retta 1216.3 $13.91 16,914$ 16,914$ ‐$ ‐$ ‐$ 16,914$

Student Intern Sonja Summer 1226.3 $13.91 17,053$ 17,053$ ‐$ ‐$ ‐$ 17,053$

Management Analyst I Brandi A. Vance 1920.0 $24.21 46,474$ 46,474$ ‐$ ‐$ ‐$ 46,474$

Engineer IV / Project Manager Andrew Wolpert 1920.0 $48.50 93,120$ 93,120$ ‐$ ‐$ ‐$ 93,120$

Project Manager / Deputy Program Manager Jodie Bare 1920.0 $53.98 $103,647 103,647.00$ ‐$ ‐$ ‐$ 103,647.00$

$771,889 771,889.00$ ‐$ ‐$ ‐$ 771,889.00$

Indirect Costs$145,888 $145,888 ‐$ ‐$ ‐$ 145,888.00$

$154,378 $154,378 ‐$ ‐$ ‐$ 154,378.00$ $300,266 $300,266 ‐$ ‐$ ‐$ 300,266.00$


‐$ ‐$ ‐$ ‐$ ‐$ ‐$

‐$ ‐$ ‐$ ‐$ ‐$ ‐$

‐$ ‐$ ‐$ ‐$ ‐$ ‐$

35,000$ 35,000$ ‐$ ‐$ ‐$ 35,000$




Mobility Assistance 65,000$ 65,000$ ‐$ ‐$ ‐$ 65,000$





115,000$ 115,000$ ‐$ ‐$ ‐$ 115,000$

Subcontractors $ 3,500,000 2,100,000$ 1,400,000$ ‐$ 3,500,000$ $ 2,900,000 2,500,000$ ‐$ 400,000$ ‐$ 2,900,000$

$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ $ ‐ ‐$ ‐$ ‐$ ‐$ ‐$

Procured Technical Services (CV applications) $ ‐ ‐$ ‐$ ‐$ ‐$ ‐$

Systems Engineering Expertise (ALE) $ 260,000 260,000$ ‐$ ‐$ ‐$ 260,000$

Procured Miscellaneous Services $ 300,000 ‐$ 300,000$ ‐$ ‐$ 300,000$ $ 850,000 550,000$ 300,000$ ‐$ ‐$ 850,000$

7,810,000$ 5,410,000$ 2,000,000$ 400,000$ ‐$ 7,810,000$

Year 2 Summary

Federal Share City Cost ShareODOT Cost

Share

Franklin Co.

Cost ShareTOTAL

$ 771,889 $ 771,889 $ ‐ $ ‐ $ ‐ $ 771,889

$ 300,266 $ 300,266 $ ‐ $ ‐ $ ‐ $ 300,266

$ 115,000 $ 115,000 $ ‐ $ ‐ $ ‐ $ 115,000

$ 7,810,000 $ 5,410,000 2,000,000$ 400,000$ $ ‐ $ 7,810,000

8,997,155$ 6,597,155$ 2,000,000$ 400,000$ ‐$ 8,997,155$



Procured Information Technology Services (SCOS)


Insurance (20.0%)


Program Management: City Travel




Smart Columbus Operating System

Procured Technical Services (Prenatal Trip)


Direct Labor

Indirect Costs

Other Direct Costs

Subcontractors Year 2 Summary





Total Indirect Costs =


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ODOT Cost

Share

Franklin Co.

Cost ShareTOTAL


Deputy Director / Program Manager Mandy K. Bishop 1664.0 $71.50 118,984$ 118,984$ ‐$ ‐$ ‐$ 118,984$


Assistant Director / Deputy Program Mgr. *REQUESTED STAFF* 1920.0 $62.13 119,283$ 119,283$ ‐$ ‐$ ‐$ 119,283$





Student Intern *REQUESTED STAFF* 1216.3 $14.32 17,421$ 17,421$ ‐$ ‐$ ‐$ 17,421$

Student Intern Sonja Summer 1226.3 $14.32 17,564$ 17,564$ ‐$ ‐$ ‐$ 17,564$



Project Manager / Deputy Program Manager Jodie Bare 1920.0 $55.60 106,756$ 106,756$ ‐$ ‐$ ‐$ 106,756$

898,880$ 898,880$ ‐$ ‐$ ‐$ 898,880$

Indirect Costs169,889$ 169,889$ ‐$ ‐$ ‐$ 169,889$

179,776$ 179,776$ ‐$ ‐$ ‐$ 179,776$

349,665$ 349,665$ ‐$ ‐$ ‐$ 349,665$


‐$ ‐$ ‐$ ‐$ ‐$ ‐$

‐$ ‐$ ‐$ ‐$ ‐$ ‐$

‐$ ‐$ ‐$ ‐$ ‐$ ‐$

65,000$ 65,000$ ‐$ ‐$ ‐$ 65,000$

Connected Vehicle Environment 10,000,000$ 3,240,989$ 2,759,011$ ‐$ 4,000,000$ 10,000,000$

Multi‐modal Trip Planning Application/Common Payment System 840,000$ 840,000$ ‐$ ‐$ ‐$ 840,000$

Smart Mobility Hubs ‐$ ‐$ ‐$ ‐$ ‐$


Prenatal Trip Assistance 500,000$ 500,000$ ‐$ ‐$ ‐$ 500,000$

Event Parking Management 450,000$ 450,000$ ‐$ ‐$ ‐$ 450,000$

Connected Electric Autonomous Vehicles 3,097,810$ 2,187,500$ ‐$ 910,310$ ‐$ 3,097,810$


15,003,810$ 7,334,489$ 2,759,011$ 910,310$ 4,000,000$ 15,003,810$

Subcontractors $ 5,700,000 $ 5,000,000 700,000$ ‐$ ‐$ 5,700,000$

$ 6,703,000 $ 6,000,000 ‐$ 703,000$ ‐$ 6,703,000$

1,701,000$ ‐$ ‐$ 1,701,000$ ‐$ 1,701,000$

Procured Technical Services (Prenatal Trip) $ 663,000 $ 663,000 ‐$ ‐$ ‐$ 663,000$

Procured Technical Services (CV applications) $ 1,000,000 $ 1,000,000 ‐$ ‐$ ‐$ 1,000,000$

Systems Engineering Expertise (ALE) $ ‐ ‐$ ‐$ ‐$ ‐$ ‐$

Procured Miscellaneous Services $ 100,000 $ 100,000 ‐$ ‐$ ‐$ 100,000$

1,200,000$ ‐$ 1,200,000$ ‐$ ‐$ 1,200,000$

17,067,000$ 12,763,000$ 1,900,000$ 2,404,000$ ‐$ 17,067,000$

Year 3 Summary


Share

Franklin Co.

Cost ShareTOTAL

$ 898,880 $ 898,880 $ ‐ $ ‐ $ ‐ $ 898,880

$ 349,665 $ 349,665 $ ‐ $ ‐ $ ‐ $ 349,665

$ 15,003,810 $ 7,334,489 $ 2,759,011 $ 910,310 $ 4,000,000 $ 15,003,810

$ 17,067,000 $ 12,763,000 $ 1,900,000 $ 2,404,000 $ ‐ $ 17,067,000

33,319,355$ 21,346,034$ 4,659,011$ 3,314,310$ 4,000,000$ 33,319,355$









Insurance (20.0%)










Direct Labor

Indirect Costs

Other Direct Costs

Subcontractors

Year 3 Summary

16


ODOT Cost

Share

Franklin Co.

Cost ShareTOTAL

Direct Labor Dollar

Title Name Hours Year 4 Rate Total

Deputy Director / Program Manager Mandy K. Bishop 1664.0 $73.65 $122,554 $122,554 ‐$ ‐$ ‐$ $122,554


Assistant Director / Deputy Program Mgr. *REQUESTED STAFF* 1920.0 $63.99 122,861$ 122,861$ ‐$ ‐$ ‐$ 122,861$









Project Manager / Deputy Program Manager Jodie Bare 1920.0 $57.27 109,959$ 109,959$ ‐$ ‐$ ‐$ 109,959$

869,671$ 869,671$ ‐$ ‐$ ‐$ 869,671$

Indirect Costs164,368$ 164,368$ ‐$ ‐$ ‐$ 164,368$

173,935$ 173,935$ ‐$ ‐$ ‐$ 173,935$

338,303$ 338,303$ ‐$ ‐$ ‐$ 338,303$


‐$ ‐$ ‐$ ‐$ ‐$ ‐$

‐$ ‐$ ‐$ ‐$ ‐$ ‐$

‐$ ‐$ ‐$ ‐$ ‐$ ‐$

‐$ ‐$ ‐$ ‐$ ‐$ ‐$



Smart Mobility Hubs 700,989$ ‐$ 700,989$ ‐$ ‐$ 700,989$




‐$ ‐$ ‐$ ‐$ ‐$


Truck Platooning 2,127,000$ ‐$ ‐$ 2,127,000$ ‐$ 2,127,000$

2,878,989$ 51,000$ 700,989$ 2,127,000$ ‐$ 2,878,989$

Subcontractors $ 3,000,000 $ 3,000,000 ‐$ ‐$ ‐$ 3,000,000$

Procured Information Technology Services (SCOS only) $ 2,197,690 $ 1,400,000 ‐$ 797,690$ ‐$ 2,197,690$

Procured Information Technology Services (MMTPA/CPS) $ ‐ ‐$ ‐$ ‐$ ‐$ ‐$

Procured Technical Services (Prenatal Trip) $ ‐ ‐$ ‐$ ‐$ ‐$ ‐$

Procured Technical Services (CV applications) $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ ‐$

Systems Engineering Expertise (ALE) $ ‐ ‐$ ‐$ ‐$ ‐$ ‐$

Procured Miscellaneous Services $ ‐ ‐$ ‐$ ‐$ ‐$ ‐$

540,000$ ‐$ 540,000$ ‐$ ‐$ 540,000$

5,737,690$ 4,400,000$ 540,000$ 797,690$ ‐$ 5,737,690$

Year 4 Summary


Share

Franklin Co.

Cost ShareTOTAL

$ 869,671 $ 869,671 $ ‐ $ ‐ $ ‐ $ 869,671

$ 338,303 $ 338,303 $ ‐ $ ‐ $ ‐ $ 338,303

$ 2,878,989 $ 51,000 $ 700,989 $ 2,127,000 $ ‐ $ 2,878,989

$ 5,737,690 $ 4,400,000 $ 540,000 $ 797,690 $ ‐ $ 5,737,690

9,824,653$ 5,658,974$ 1,240,989$ 2,924,690$ ‐$ 9,824,653$











Insurance (20.0%)






Direct Labor

Indirect Costs

Other Direct Costs

Subcontractors Year 4 Summary

17

Budget ‐ Agreement Year 5 (August 31, 2020 through February 28, 2021)Federal Share City Cost Share

ODOT Cost

Share

Franklin Co.

Cost ShareTOTAL

Direct Labor Dollar

Title Name Hours Year 5 Rate Total

Deputy Director / Program Manager Mandy K. Bishop 1248 $75.86 94,673$ 94,673$ ‐$ ‐$ ‐$ 94,673$

‐$

Engineer IV / Project Manager Ryan Bollo 1440 $55.71 80,227$ 80,227$ ‐$ ‐$ ‐$ 80,227$

Assistant Director / Deputy Program Mgr. *REQUESTED STAFF* 1440 $65.91 94,911$ 94,911$ ‐$ ‐$ ‐$ 94,911$

Assistant Director / Communications (Interim) Brandi Braun 390 $56.28 21,948$ 21,948$ ‐$ ‐$ ‐$ 21,948$

Fiscal Assistant I Abbie L. Green 1440 $25.07 36,094$ 36,094$ ‐$ ‐$ ‐$ 36,094$

Management Analyst II Kevin McSweeney 780 $45.83 35,748$ 35,748$ ‐$ ‐$ ‐$ 35,748$

‐$

Assistant Director / Communications (Permanen *REQUESTED STAFF* 1440 $56.28 81,037$ 81,037$ ‐$ ‐$ ‐$ 81,037$

Student Intern *REQUESTED STAFF* 912 $15.19 13,862$ 13,862$ ‐$ ‐$ ‐$ 13,862$

Student Intern *REQUESTED STAFF* 920 $15.19 13,975$ 13,975$ ‐$ ‐$ ‐$ 13,975$

Management Analyst I Brandi A. Vance 1440 $26.45 38,088$ 38,088$ ‐$ ‐$ ‐$ 38,088$

Engineer IV / Project Manager Andrew Wolpert 1440 $53.00 76,317$ 76,317$ ‐$ ‐$ ‐$ 76,317$

Project Manager / Deputy Program Manager Jodie Bare 960 $58.99 56,629$ 56,629$ ‐$ ‐$ ‐$ 56,629$

‐$

‐$

‐$

‐$

‐$ 643,509$ 643,509$ ‐$ ‐$ ‐$ 643,509$

Indirect Costs121,624$ 121,624$ ‐$ 121,624$

128,702$ 128,702$ ‐$ 128,702$ 250,326$ 250,326$ ‐$ 250,326$


‐$ ‐$ ‐$ ‐$ ‐$ ‐$

‐$ ‐$ ‐$ ‐$ ‐$ ‐$

‐$ ‐$ ‐$ ‐$ ‐$ ‐$

‐$ ‐$ ‐$ ‐$ ‐$ ‐$









30,000$ 30,000$ ‐$ 30,000$

Subcontractors 1,500,000$ 1,500,000$ ‐$ ‐$ ‐$ 1,500,000$

Procured Information Technology Services (SCOS only) 861,000$ 500,000$ ‐$ 361,000$ ‐$ 861,000$

Procured Information Technology Services (MMTPA/CPS) ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Procured Technical Services (Prenatal Trip) ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Procured Technical Services (CV applications) ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Systems Engineering Expertise (ALE) ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Procured Miscellaneous Services ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

100,000$ ‐$ 100,000$ ‐$ ‐$ 100,000$ 2,461,000$ 2,000,000$ 100,000$ 361,000$ ‐$ 2,461,000$

Year 5 Summary


Share

Franklin Co.

Cost ShareTOTAL

$ 643,509 $ 643,509 $ ‐ $ ‐ $ ‐ $ 643,509

$ 250,326 $ 250,326 $ ‐ $ ‐ $ ‐ $ 250,326

$ 30,000 $ 30,000 $ ‐ $ ‐ $ ‐ $ 30,000

$ 2,461,000 $ 2,000,000 $ 100,000 $ 361,000 $ ‐ $ 2,461,000

3,384,835$ 2,923,835$ 100,000$ 361,000$ ‐$ 3,384,835$



Insurance (20.0%)Total Indirect Costs =









Direct Labor

Indirect Costs

Other Direct Costs

Subcontractors

Year 5 Summary

Total Subcontractor Costs =Procured Communications Services (Engage)



18

Budget ‐ Agreement Years 1 ‐ 5Federal Share City Cost Share

ODOT Cost

Share

Franklin Co.

Cost ShareTOTAL

Direct Labor Y1 Y2 Y3 Y4 Y5 Total Dollar

Title Name

Deputy Director / Program Manager Mandy K. Bishop ‐$ 115,519$ 118,984$ 122,554$ 94,673$ 451,730$ 451,730$ ‐$ ‐$ ‐$ 451,730$

Deputy Director / Program Manager Aparna Dial ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Engineer IV / Project Manager Ryan Bollo ‐$ 97,892$ 100,828$ 103,853$ 80,227$ 382,800$ 382,800$ ‐$ ‐$ ‐$ 382,800$

Assistant Director / Deputy Program Mgr. Randy Bowman ‐$ 60,317$ 119,283$ 122,861$ 94,911$ 397,372$ 397,372$ ‐$ ‐$ ‐$ 397,372$

Assistant Director / Communications (Interim) Brandi Braun ‐$ 53,560$ 55,167$ 28,411$ 21,948$ 159,086$ 159,086$ ‐$ ‐$ ‐$ 159,086$

Fiscal Assistant I Abbie L. Green ‐$ 44,042$ 45,363$ 46,724$ 36,094$ 172,223$ 172,223$ ‐$ ‐$ ‐$ 172,223$

Management Analyst II Kevin McSweeney ‐$ 69,791$ 71,885$ 46,276$ 35,748$ 223,700$ 223,700$ ‐$ ‐$ ‐$ 223,700$

Assistant Director / Communications Jeff Ortega ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Assistant Director / Communications (Permanent) *REQUESTED STAFF* ‐$ 53,560$ 101,847$ 104,902$ 81,037$ 341,346$ 341,346$ ‐$ ‐$ ‐$ 341,346$

Student Intern *REQUESTED STAFF* ‐$ 16,914$ 17,421$ 17,944$ 13,862$ 66,141$ 66,141$ ‐$ ‐$ ‐$ 66,141$

Student Intern *REQUESTED STAFF* ‐$ 17,053$ 17,564$ 18,091$ 13,975$ 66,683$ 66,683$ ‐$ ‐$ ‐$ 66,683$

Management Analyst I Brandi A. Vance ‐$ 46,474$ 47,868$ 49,304$ 38,088$ 181,734$ 181,734$ ‐$ ‐$ ‐$ 181,734$

Engineer IV / Project Manager Andrew Wolpert ‐$ 93,120$ 95,914$ 98,792$ 76,317$ 364,143$ 364,143$ ‐$ ‐$ ‐$ 364,143$

Project Manager / Deputy Program Manager Jodie Bare ‐$ 103,647$ 106,756$ 109,959$ 56,629$ 376,991$ 376,991$ ‐$ ‐$ ‐$ 376,991$

Year 1 336,214$ 336,214$ ‐$ ‐$ ‐$ 336,214$

336,214$ 771,889$ 898,880$ 869,671$ 643,509$ 3,520,163$ 3,520,163$ ‐$ ‐$ ‐$ 3,520,163$

Indirect Costs Y1 Y2 Y3 Y4 Y5 Total Federal Share City Cost ShareODOT Cost

Share

Franklin Co.

Cost Share TOTAL

63,545$ 145,888$ 169,889$ 164,368$ 121,624$ 665,314$ 665,314$ ‐$ ‐$ ‐$ 665,314$

67,243$ 154,378$ 179,776$ 173,935$ 128,702$ 704,034$ 704,034$ ‐$ ‐$ ‐$ 704,034$

130,788$ 300,266$ 349,665$ 338,303$ 250,326$ 1,369,348$ 1,369,348$ ‐$ ‐$ ‐$ 1,369,348$



Insurance (20.0%)


19

Budget ‐ Agreement Years 1 ‐ 5

Other Direct Costs Y1 Y2 Y3 Y4 Y5 Total Federal Share City Cost ShareODOT Cost

Share

Franklin Co.

Cost Share TOTAL

20,000$ 15,000$ 51,000$ 51,000$ 30,000$ 167,000$ 167,000$ ‐$ ‐$ ‐$ 167,000$

‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

‐$ 35,000$ 65,000$ ‐$ ‐$ 100,000$ 100,000$ ‐$ ‐$ ‐$ 100,000$

‐$ ‐$ 10,000,000$ ‐$ ‐$ 10,000,000$ 3,240,989$ 2,759,011$ ‐$ 4,000,000$ 10,000,000$


‐$ ‐$ 840,000$ ‐$ ‐$ 840,000$ 840,000$ ‐$ ‐$ ‐$ 840,000$

‐$ ‐$ ‐$ 700,989$ ‐$ 700,989$ ‐$ 700,989$ ‐$ ‐$ 700,989$

‐$ 65,000$ ‐$ ‐$ ‐$ 65,000$ 65,000$ ‐$ ‐$ ‐$ 65,000$

‐$ ‐$ 500,000$ ‐$ ‐$ 500,000$ 500,000$ ‐$ ‐$ ‐$ 500,000$

‐$ ‐$ 450,000$ ‐$ ‐$ 450,000$ 450,000$ ‐$ ‐$ ‐$ 450,000$

‐$ ‐$ 3,097,810$ ‐$ ‐$ 3,097,810$ 2,187,500$ ‐$ 910,310$ ‐$ 3,097,810$

‐$ ‐$ ‐$ 2,127,000$ ‐$ 2,127,000$ ‐$ ‐$ 2,127,000$ ‐$ 2,127,000$

20,000$ 115,000$ 15,003,810$ 2,878,989$ 30,000$ 18,047,799$ 7,550,489$ 3,460,000$ 3,037,310$ 4,000,000$ 18,047,799$





Connected Electric Vehicles





Truck Platooning

Connected Vehicle Environment

Smart Mobility Hubs

Mobility Assistance

Prenatal Trip Assistance

Multi‐modal Trip Planning Application/Common Payment System

Event Parking Management

20

Budget ‐ Agreement Years 1 ‐ 5

Subcontractors Y1 Y2 Y3 Y4 Y5 Total Federal Share City Cost ShareODOT Cost

Share

Franklin Co.

Cost ShareTOTAL

2,460,937$ 3,500,000$ 5,700,000$ 3,000,000$ 1,500,000$ 16,160,937$ 14,060,937$ 2,100,000$ ‐$ ‐$ 16,160,937$

‐$ 2,900,000$ 6,703,000$ 2,197,690$ 861,000$ 12,661,690$ 10,400,000$ ‐$ 2,261,690$ ‐$ 12,661,690$

‐$ ‐$ 1,701,000$ ‐$ ‐$ 1,701,000$ ‐$ ‐$ 1,701,000$ ‐$ 1,701,000$

‐$ ‐$ 663,000$ ‐$ ‐$ 663,000$ 663,000$ ‐$ ‐$ ‐$ 663,000$

‐$ ‐$ 1,000,000$ ‐$ ‐$ 1,000,000$ 1,000,000$ ‐$ ‐$ ‐$ 1,000,000$

‐$ 260,000$ ‐$ ‐$ ‐$ 260,000$ 260,000$ ‐$ ‐$ ‐$ 260,000$

‐$ 300,000$ 100,000$ ‐$ ‐$ 400,000$ 100,000$ 300,000$ ‐$ ‐$ 400,000$

526,063$ 850,000$ 1,200,000$ 540,000$ 100,000$ 3,216,063$ 1,076,063$ 2,140,000$ ‐$ ‐$ 3,216,063$

2,987,000$ 7,810,000$ 17,067,000$ 5,737,690$ 2,461,000$ 36,062,690$ 27,560,000$ 4,540,000$ 3,962,690$ ‐$ 36,062,690$

Total Program Summary Y1 Y2 Y3 Y4 Y5 TotalFederal Share City Cost Share

ODOT Cost

Share

Franklin Co.

Cost ShareTOTAL

Direct Labor 336,214$ 771,889$ 898,880$ 869,671$ 643,509$ 3,520,163$ 3,520,163$ ‐$ ‐$ ‐$ 3,520,163$

Indirect Costs 130,788$ 300,266$ 349,665$ 338,303$ 250,326$ 1,369,348$ 1,369,348$ ‐$ ‐$ ‐$ 1,369,348$

Other Direct Costs 20,000$ 115,000$ 15,003,810$ 2,878,989$ 30,000$ 18,047,799$ 7,550,489$ 3,460,000$ 3,037,310$ 4,000,000$ 18,047,799$

Subcontractors 2,987,000$ 7,810,000$ 17,067,000$ 5,737,690$ 2,461,000$ 36,062,690$ 27,560,000$ 4,540,000$ 3,962,690$ ‐$ 36,062,690$

Total Program Summary 3,474,002$ 8,997,155$ 33,319,355$ 9,824,653$ 3,384,835$ 59,000,000$ 40,000,000$ 8,000,000$ 7,000,000$ 4,000,000$ 59,000,000$


Total Subcontractors =

Procured Technical Services (CV applications)

Procured Miscellaneous Services

Systems Engineering Expertise (ALE)

Procured Technical Services (Prenatal Trip)




21

Other Direct Costs Total Federal Share City Cost Share

ODOT Cost

Share

Franklin Co.

Cost Share Federal Share City Cost Share

ODOT Cost

Share

Franklin Co.


ODOT Cost

Share

Franklin Co.


ODOT Cost

Share

Franklin Co.


ODOT Cost

Share

Franklin Co.

Cost Share

167,000$ 20,000$ ‐$ 15,000$ 51,000$ ‐$ ‐$ ‐$ 51,000$ ‐$ ‐$ ‐$ 30,000$ ‐$ ‐$ ‐$ 167,000$

‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

100,000$ ‐$ 35,000$ ‐$ ‐$ ‐$ 65,000$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 100,000$


Connected Vehicle Environment 10,000,000$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 3,240,989$ 2,759,011$ 4,000,000$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 10,000,000$


Multi‐modal Trip Planning Application 420,000$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 420,000$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 420,000$

Common Payment System 420,000$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 420,000$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 420,000$

Smart Mobility Hubs 700,989$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 700,989$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 700,989$

Mobility Assistance 65,000$ ‐$ ‐$ ‐$ ‐$ 65,000$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 65,000$

Prenatal Trip Assistance 500,000$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 500,000$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 500,000$

Event Parking Management 450,000$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 450,000$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 450,000$


Connected Electric Vehicles 3,097,810$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 2,187,500$ ‐$ 910,310$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 3,097,810$

Truck Platooning 2,127,000$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 2,127,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 2,127,000$

18,047,799$ 20,000$ ‐$ ‐$ ‐$ 115,000$ ‐$ ‐$ ‐$ 7,334,489$ 2,759,011$ 910,310$ 4,000,000$ 51,000$ 700,989$ 2,127,000$ ‐$ 30,000$ ‐$ ‐$ ‐$ 18,047,799$

Agreement Year Total

Other Direct Costs




Program Management: Contingency



Y1 Y2 Y3 Y4 Y5

20,000$ 115,000$ 15,003,810$ 2,878,989$ 30,000$

22

4.0 Budget Notes and Assumptions Direct Labor The Direct Labor budget was established for Years 2 through 5 by reviewing the city staff that are assigned to the Smart Columbus program and projecting the hours to be worked in those years. Year 1 hours were reviewed to inform the projection but Year 1 hours were not exclusively used to project the Direct Labor. The hours available to be worked are assumed to be 2080. Additionally, the average employee is assumed to use 160 hours of leave (e.g. holiday, personal, sick, vacation) per year. Therefore, projections for a full-time equivalent are 1920 hours per year.

Indirect Costs The City and USDOT have agreed that fringe costs shall be calculated at 18.9% of Direct Labor. Additionally, although the cost varies by union, insurance is estimated at 20% of Direct Labor costs.

Other Direct Costs (ODCs) Other direct costs are as described below.

City Travel Year 1 allocated funds for travel that was incurred in Year 1 and may be outstanding for reimbursement (e.g. TRB 2017). A budget of $167,000 is allocated for trips outline in the cooperative agreement for. Years 2 – 5.

Smart Columbus Operating System (Operating System) $35,000 budget for open source tools; $65,000 for additional hosting services like Amazon Web Service.

Enabling Technologies Connected Vehicle Environment Installation, 113 intersections equipped with DSRC, 1600-1800 equipped vehicles and other roadside equipment; GPS Correction; traffic signal controller upgrades.

Enhanced Human Services Multi-Modal Trip Planning Application (MMTPA)/Common Payment System (CPS) Platform licensing, Operations & maintenance. CPS Smart City branded card and activation, platform integration, and operations & maintenance.

23

Smart Mobility Hubs This line item includes integration of customer facing apps, construction/site work Operating System integration; operations & maintenance, multi-function kiosks (10).

Cognitive Disability Application The estimate includes $3000 per application, 10 subjects/people. Plus cellphone plans and cases.

Event Parking Management Procurement of and modification of the application.

Emerging Technologies Connected Electric Autonomous Vehicles $3,097,910 for connected electric vehicle leases, operations and testing. Truck Platooning The cost is based on the Peloton estimate with 20% contingency.

Non-City Cost Share The City has two non-city contributors to the cost share; The Ohio Department of Transportation and Franklin County. The Ohio Department of Transportation agreed to provide $7,000,000 in data, professional and technical assistance and coordination between ODOT and Smart Columbus projects. ODOT’s contribution for the Operating System. $2,261,690 has been committed and approved by USDOT. All other cost share dollars are subject to negation between the City of Columbus and ODOT but have been assigned in the budget with the best known information at the time. The details of Franklin County’s agreement are yet to be determined. However, they have agreed to a contribution of $1,000,000 in cash and $3,000,000 in-kind. All $4,000,000 in cash has been assigned to the connected vehicle environment project. The $1,000,000 if firmly committed to the City and the remaining $3,000,000 is being negotiated with Franklin County.

Subcontractor The City has budgeted funds into eight (8) line items. The intent of the line item is described below: Procured Technical Services (Consulted Support Services/Program Manager): Funds allocated for this line item are for program management and delivery services. Procured Information Technical (IT) Services (Operating System Only): Funds allocated to this line item are solely for the purpose of procuring IT Services to build the Smart Columbus Operating System on an open source platform.

24

Procured Information Technical (IT) Services (MMTPA/CPS): Funds allocated to this line item are solely for the purpose of procuring IT Services to develop, customize and/or integrate the MMTPA/CPS. There are a wide range of solutions but all will require some customization or further development. Procured Technical Services (Prenatal Trip): Funds allocated to this line item are for development of the project. Procured Technical Services (CV Applications): The CV Applications will require a consultant to develop the eleven (11) remaining applications. Systems Engineering Expertise: Funds allocated to this line item are budgeted for Acquisition Logistics Engineering (ALE). Procured Miscellaneous Services: As with any program, there are unanticipated technical service needs. This line item is an unallocated budget for those services. Procured Communications Services (Engage): Communications services have been provided by Engage Communications. This line item establishes a budget for continued services in the area of end user engagement, presentation support and other communication needs that will be outlined in to be update Communication Plan.

Partner Contributions The City has reviewed partner contributions. Adjustments to the budget have been made to reflect losses that may be a result of any partner agreements.

25

Documents

Smart City Challenge Demonstration Cooperative Agreement … City Challeng… · Source: City of Columbus, October 2017 Figure 1. Smart Columbus Vision 2.2 Program Overview 2.2.1