GM TACTICAL PLAN FOR 2016 Strategic Goal #3 Technology

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1 GM TACTICAL PLAN FOR 2016 Strategic Goal #3 Technology Background Technology is integral to the day-to-day and strategic operations of RTD. It is Information Technology's (IT) mission to work in partnership with the public and RTD business units to provide innovative, effective, technology solutions that meet and advance RTD's strategic goals. RTD strives to stay ahead of technological solutions the business units and the public expect. It is also Communication s mission to enhance communications with the public through the progressive use of effective, reliable, and immediate digital communication channels to inform and engage riders. To that end, several projects are planned for 2016 that will increase effectiveness of RTD staff, improve services to our riders, and provide information to the RTD management team that will enhance decision making. The Board of Directors identified the following areas as goals for Technology: Security Private Partnering (Innovation) Customer Facing Prioritized Resources Enhance Services Partnerships to Address: o Last Mile o Smart Technology/Smart Cards o Integration and Advancement (Holistic Approach) o Internal Security IT is expanding on its 2015 advances in IT security governance, awareness campaigns, training, cross-agency collaboration, and cyber-incident response to perform industry regulatory compliance and security best practice assessments for targeted critical, at-risk areas of the business, such as systems that process credit cards, the website, and control systems networks. Additionally, IT continues to mature RTD s internal proactive security stance by enabling procedural controls such as architectural reviews, access control management and testing/auditing; and technical controls such as network segregation and patch management that are designed to provide better wide-spread defense and incident detection across the networked computer systems. IT is fully engaged with RTD Security in the roll out of new networks for capturing video at sites throughout the district, as well as adding new DVRs on all new buses. Other components of these efforts include the creation of an environment that allows sharing of video, data, and live resources with other agencies for incident response and crime prevention configured to network security best practices. 1

2 Private Partnering (Innovation) In 2015, IT developed a roadmap on the strategic use of the Cloud to provide improved systems and functionality at less cost to RTD. The actual implementation will take a number of years. RTD is pursuing a private partnership with Xerox to host RTD s Smart Card system. The primary benefits of this are twofold 1) to provide industry expertise and support and 2) create internal efficiencies by avoiding additional costs of staffing and infrastructure support. After implementation of Real Time Passenger Information, RTD plans to make information available for private parties to create mobile applications that will provide real-time arrival and departure information for bus passengers through personal mobile devices. The Digital Communications Team will be developing an outreach plan to inform and engage mobile application developers, and promote the availability of the new applications to riders. As a part of the Eagle P3 project, IT is working closely with Denver Transit Partners in the building of two new radio towers for communications. These radio resources are joint use. RTD provided FCC licensing, requirements for the design and build of the sites, and extended partnerships through RTD with other agencies that participate in the shared radio and communications resources throughout the region. RTD has interfaced with a number of local and national cybersecurity providers to bring in top-talent to assess the network systems and recommend updates that provide RTD with the best security return on investment. RTD has also become more involved with the APTA Controls and Communication Systems Working Group and Enterprise IT Security Working Groups, Infragard, Multi-State Information Sharing and Analysis Center, and other private and public organizations for cybersecurity alerting, incident management, best practices, and information/intelligence sharing. Customer Facing Providing riders with current and accurate information to enhance the rider's experience is a key area of investment in The Communications Department is dedicated to providing new and innovative approaches to providing timely, quality information to our passengers. These efforts include: Rider Facing Mobile Technologies: The use of mobile devices to consume information is continually increasing. In 2014, people using mobile devices to access information on RTD-Denver.com surpassed those using a desktop or laptop (64% of all traffic came from a mobile device). In response to this trend, the RTD website was redesigned in 2015 by the Digital Communications Team to be mobile friendly. Communications and IT will continue to partner to explore and offer information in formats conducive to mobile consumption. This will be accomplished through mobile applications, automated phone systems, text messaging, and public signage. 2

3 Passenger Information Display Systems (PIDS) included in base projects have been expanded to further the customer experience in RTD stations and Park-n-Ride facilities. An additional set of PIDS at Denver Union Station and additions at Oak Street Station Park-n- Ride are planned for FasTracks projects with PIDS components requiring specifications, designs, and network integration include East Line (DIA bus roadway) and US36 BRT with passenger shelters at BRT stops and bus gates at the new Boulder Junction at Depot Square. Enhanced Traveler Information: Providing predictive information regarding arrival or departure times for buses will improve rider's experience. The first phase implemented at the end of 2015 includes reporting the anticipated number of minutes before a bus will arrive or depart from a certain stop or location and provides real-time information on the location of the bus. The second phase occurring in 2016 involves providing this information for commuter rail and light rail (dependent on funding approvals). Communications has identified and will partner with IT to provide real-time information for 3rd party developers, Google maps, and Passenger Information Display Signs. Also launching in 2016 will be a new mobile-friendly application on the RTD website called Next Ride. This feature-rich application crafted in-house by the Digital Communications Team and built in conjunction with IT will allow riders to find upto-the-minute real-time information for their stop, route, vehicle, current location, and more. Trip Planner: IT started building the new and improved Trip Planner application in 2015 in conjunction with Communications. This effort will finish in 2016 and will provide trip planning information that is optimized for mobile devices. IT will also build a robust trip planning application that matches the information being delivered to riders that will improve the operations and efficiency of the customer contact center. A true collaborative effort, the Digital Communications Team will be tasked with developing the user interface to match RTD s digital brand, creating a quality user experience, optimizing the interface to be mobile-friendly, and integrating the application into the RTD website. RTD-Denver.com Web Site: The existing RTD website will be upgraded and migrated to a new platform in 2016 by the Digital Communications Team in Marketing. This will provide Communications with the ability to publish up-to-the-minute updates, enhance search engine optimization, provide the ability for more users to contribute content in an easy to use interface, offer social integration/commenting, and allow for a full-featured blog, among many other benefits. The new platform will be the standard for all upcoming public-facing websites built internally, and will allow RTD to move off of outdated legacy systems. New features and enhancements will be added to the website over the coming years to enhance engagement and provide a better experience for riders. The enhanced web experience will improve information availability, improve internal processes, improve customer loyalty, drive revenue, and increase campaign effectiveness. 3

4 Website Promotions for 2016 Openings: The Digital Communications Team will be launching specialized sub-sites for each of the major openings in 2016 on RTD-Denver.com. The digital promotions will start months before each opening to entice, inform, and influence riders and non-riders to use the new commuter rail lines opening throughout the year. Each site will include service information, fares, interactive maps, latest news, trip planning, and Grand Opening Event information. Social media and blasts will also be used to engage riders in digital campaigns and giveaways for the openings. Prioritized Resources RTD's business depends on reliable and accurate systems for accounting, inventory control, security, human resources, payroll, , procurement, communications, and more. This requires a significant investment in infrastructure and resources including items such as: data centers, servers, networks, desktops, databases, applications, mobile devices, and more efforts with an IT focus will include: Data Network: IT will implement corporate network upgrades that provide a solid and reliable technological foundation for all RTD systems. Operations and Maintenance: Nearly 70% of all technology efforts and investments go toward keeping-the-lights-on. In 2016 there will be continued attention to technology operations, sustainable activities, ongoing maintenance, support, and upgrades of mission critical systems. IT will begin migrating some systems to Cloud based, managed services solutions to help cut costs, stay up to date on technology, and assist IT with their disaster recovery plans. Enterprise Content Management: In 2014, RTD began a comprehensive review of its Enterprise Content Management Systems. This entails reviewing the current systems, outlining a district-wide taxonomy to ensure compatibility across all systems, and developing a governance process and policies regarding enterprise content management storage and retention. In 2016 and beyond, efforts will focus on further defining taxonomy, approving and enforcing governance procedures and policies, consolidating content, and defining and implementing retention policies. Enhance Services RTD maintains and advances the use of technology to conduct its business more efficiently and effectively. There are several technology tools that are being applied in 2016 to this end. These efforts will include: Business Intelligence: Business intelligence was implemented in 2014 with a limited, "out of the box" approach and was further developed in 2015 by providing dashboards and high level financial information to the RTD Senior Leadership Team. IT will work with the business units to 4

5 further develop and take advantage of collecting and reporting on data from across the enterprise. Financial, Operations, and Ridership Data: Expand RTD's business intelligence implementation to provide analysis, performance management, benchmarking, predictive analysis, forecasting, ridership, day-to-day operations, project accounting, and other analytics that will drive business value and decision making. This will improve access to data for RTD management across the organization. State of Good Repair: Continue to improve data collection, analysis, statistics, and reporting of information for the State of Good Repair program. SmartCard Reporting: IT will expand existing SmartCard analytics to provide information that will improve and sustain the day-to-day operations of the SmartCard program, enhance fraud detection and analysis, and build and improve analytics for enforcement of smart media usage and tracking. Operator Self-Service Portal: Enhance operations and driver efficiency by improving the capabilities of the Operator selfservice portal. The portal will provide information such as extra board assignments, shift information, run numbers, headways, real-time information, and more. Real-time information will be provided to the operators on this portal. Partnerships to Address: Last Mile: IT met with DRCOG to investigate integrating RTD s Trip Planner and real-time passenger information with their Interagency Traveler Information Coordination project. This involves making information available to the public regarding travel plans, bike and ride options, ticketing, events, and more. An example of this can be found at IT will continue working with DRCOG in 2016 to explore this opportunity. Smart Technology/Smart Cards: The SmartCard program went live in 2013 with deployment of over 300,000 EcoPass and College Pass cards and over 100 platform validators. This technology provides riders with an electronic media card they use to tap on to the bus or rail. It also provides RTD management with information about ridership. Continued enhancements and additional functionality include: Replace Handheld Smart Media Readers: The Handheld Smart Media Readers will be replaced in late 2015 into 2016 due to aging technology. Additionally, the current devices are large and difficult to hold. Replacing the handhelds will increase adoption of use by fare inspectors and 5

6 provide more security should the device be lost or stolen. Provide Wireless Connectivity for Handheld Smart Media Readers: Today, handheld devices must be placed in their cradles in order to receive daily updates. This is inefficient and requires additional steps by the fare inspectors. Incorporating wireless updates on the handheld devices will improve the frequency of updates, improve the ability to maintain the devices on the most current software release, and make it easier for fare inspectors to perform the updates. MyRide: Much like a debit card, the MyRide program allows the use of a "Stored Value" on a card to pay for a trip. The cost of that trip is debited against the prepaid card. This reduces the product costs of the various fare programs and provides a service to the rider. The pilot for this complex and major deployment is anticipated in 2015 with full rollout occurring in Smart Card Portal Enhancements: Seen as one of the key benefits to riders, IT and Marketing will be working together to provide a more quality user experience on the Smart Card Portal prior to the launch of MyRide. Enhancements to the portal have already been identified and documented by the Digital Communications Team, Sales, and Customer Care to allow for better internal processes and an optimal experience for riders managing their cards via the Smart Card Portal. Integration and Advancement (Holistic Approach): Providing the technology tools to improve rider service, gain efficiencies and reduce cost is a key focus for These efforts include: SmartDrive: Implementing Smart Drives on buses will help improve driver safety and performance. This is an ongoing effort that continues into Smart Drive is a simple camera system designed to capture 20 seconds of video and other vehicle data surrounding an accident. It is being installed on RTD operated vehicles by the bus maintenance group and will be maintained by IT s Mobile Technologies Group. IT is also providing resources for the collection of data in the garages via Wi-Fi. Computer Aided Dispatch (CAD): IT will work closely with Bus Dispatch to facilitate any minor changes and modifications that might be recommended as this system matures. Cloud Services: IT will begin to implement the recommendations made in the 2015 Cloud Study Assessment thereby reducing infrastructure costs, improving security, improving efficiencies, and providing disaster recovery for those systems migrated to these services. Internal: IT will continue to advance and mature the total quality management program that has improved IT service delivery in several areas including service desk and desktop support. IT will further the maturity of several processes and programs established in including agile development processes, program management process, security programs, service level agreements, change management, incident response protocols, and more. 6

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