We Fear Change 3/17/2010 THAT S THE WAY WE HAVE ALWAYS DONE IT! Demand Response Dispatching in the 21 st Century: A Practical Guide

Transcription

1 Demand Response Dispatching in the 21 st Century: A Practical Guide Presented for the Ohio DOT Presented by: Ken Hosen, KFH Group, Inc. March 17 18, 2010 THAT S THE WAY WE HAVE ALWAYS DONE IT! We Fear Change 1

2 CHANGE -- WHAT S ALL THE FUSS? There is a (natural) fear of change. Change can cause service disruptions. Inertia is a powerful force -- it s easy to be complacent. CHANGE IS SIMPLE... YEAH, RIGHT 1. Establishing the seriousness of the need, 2. Establishing a team to lead the change empowerment, 3. Developing and communicating the vision to the staff and public, 4. Ensuring all key participants are prepared to change, 5. Establishing a culture of success, 6. Setting incremental short-term goals and achieving them, 7. Building on short-term improvements, 8. Institutionalizing change, 9. See No. 1. AGENDA Day 1 1. INTRODUCTION 2. THE DISPATCH TEAM 3. DEMAND MANAGEMENT 4. SERVICE DESIGN 2

3 Agenda Day 2 Day 2 5. RESERVATIONS, SCHEDULING & DISPATCHING 6. EFFECTIVE COMMUNICATION 7. PERFORMANCE MEASURES 8. DEVELOPING POLICIES AND PROCEDURES 9. HIRING AND RETAINING QUALITY STAFF 10. SUMMARY OF WORKSHOP THE OVERARCHING GOAL To provide more trips for more people in a safe and courteous manner WORKSHOP GOALS The Goal of this workshop is to provide students with the skills and knowledge needed to operate an efficient (doing things right) and an effective (doing the right things) reservation, scheduling, and dispatch system. Objectives include helping participants: Develop dispatch policies and procedures, Develop service parameters to meet the system and passenger needs, Implement demand management activities, Operate an efficient and effective dispatch system, manually and computer-assisted, Develop hiring and training procedures for dispatch personnel, Avoid burnout and staff turnover. 3

4 GLOSSARY OF TERMS Complementary Paratransit: Paratransit service that is required as part of the Americans with Disabilities Act (ADA) which complements or is in addition to, already available fixed-route transit service. ADA complementary paratransit services must meet a series of criteria designed to ensure that they are indeed complementary. Demand-Response: A type of transit service where individual passengers can request door-to-door or point-to-point transportation from a specific location to another specific location at a certain time. Advanced reservations are typically required. Demand response is a type of paratransit. Dispatching: or operators. The process of relaying service instructions to vehicle drivers Fare Box Revenue: The revenue collected as payment for rides. Can be in the form of cash, tickets, tokens, transfers, passes, etc. GLOSSARY OF TERMS Fixed-Route: Refers to transit services where vehicles run on regular, pre-designated, pre-scheduled routes, with no deviation. Typically, fixed-route services feature printed schedules and designated bus stops. One-Way Passenger Trip: One passenger making one trip, from one origin to one destination. A return trip counts a second one-way trip. Paratransit: A range of passenger transportation services that provide service to the public in a more flexible manner than conventional fixed-route transit services. The term can be used to describe a number of types of services including demandresponse, subscription services, shared-ride taxis, jitney services, etc. GLOSSARY OF TERMS One Way Trips Per Hour: This performance measure refers to the number of passenger trips taken, divided by the number of operating hours for the service being examined. Can be used with revenue hours or non-revenue hours, depending upon what you are measuring (passengers per revenue hour or passengers per total hours). One Way Trips Per Mile: This performance measure refers to the number of passenger trips taken, divided by the number of vehicle miles or revenue miles for the service being examined. Can be used with vehicle miles or revenue miles, depending upon what you are trying to measure (passengers per revenue mile or passengers per total miles). 4

5 GLOSSARY OF TERMS Revenue Service: A vehicle is in revenue service when the vehicle is available to the general public and there is a reasonable expectation of carrying passengers. Revenue service excludes down time (i.e. from the garage to the first stop, miles driven for maintenance testing, etc). Revenue Hours: The number of hours during which the vehicle is in revenue service. Revenue Miles: service. The number of miles operated during revenue Ridership: The total number of one way passenger trips recorded by a transportation service within any given period. GLOSSARY OF TERMS Scheduling: Preparing an operating schedule for transit vehicles on the basis of passenger demand, level of service policies, and other operating elements such as travel times or available equipment. Subscription Service or Standing Orders: A service in which routes and schedules are prearranged to meet the travel needs of riders who sign up for the service in advance. Vehicle Hours: The number of hours the vehicle is operated from garage to garage Vehicle Miles: garage. The number of miles the vehicle is operated from garage to THE ROLE OF THE DISPATCHER Objectives: Understand all of the functions of a dispatcher. Understand the functions of the dispatcher in your system. Review the differences between urban and rural functions. 5

6 THE ROLE OF THE DISPATCHER The dispatcher has a variety of duties, depending upon the size of the system and the services offered. Systems operating demand-response services often rely on the dispatcher to take requests for service, schedule trips, and then ensure that clients are picked up and delivered on time. The dispatcher also handles disruptions to service by re-scheduling pick-ups and drop-offs while staying in touch with the client by telephone and the bus operator by radio. The dispatcher serves a support role that includes calling police and fire services, tracking articles left behind by passengers, and making special passenger accommodations. THE ROLE OF THE DISPATCHER - MORE In fixed-route, timed transfer systems, the dispatcher accommodates transferring passengers by holding connecting buses when a feeding bus is running behind schedule. Dispatchers also serve in a clerical capacity; they record and report selected bus operator communications, ridership counts, road calls and defects, service disruptions, vehicle assignments, employee attendance, and other information. The dispatcher may or may not have supervisory authority. THE PHILOSOPHY OF DISPATCH Objectives: Understand the philosophy of dispatching, Define and understand the concepts of dispatch control. 6

7 CAN ANYONE HELP ME WITH A PICKUP? DO YOU THINK UP REASONS WHY YOU CANNOT DO SOMETHING? Instead, spend your time THINKING OF WAYS THAT YOU CAN DO IT PARATRANSIT The most expensive form of public transit on a per trip basis. The only transit service that has the passenger determining the vehicle s schedule rather than the transit system. The most difficult form of transit to operate. 7

8 PHILOSOPHY -- CONTROL OF SERVICE CONTROL of paratransit is essential for safe effective service. Control means that the dispatcher is able to direct services as needed and be assured that service will be provided as expected. CRITICAL ASPECTS OF CONTROL Trained competent dispatch staff, Training of all drivers prior to revenue service, Direct supervision of drivers by dispatch, Uniformity of policies, procedures and discipline for all staff, Proper road supervision and Educated customers. PHILOSOPHY OF DISPATCH: CONTROL OF SERVICE Change is often necessary to gain control. Making these changes often requires significant effort from the staff. However, the potential benefits of improved performance and safety will justify the effort. 8

9 LET S REVIEW: THE ROLES OF THE DISPATCHER State five primary responsibilities of the dispatcher. Why does the dispatcher have a significant impact on system costs? Who determines the vehicle s schedule? The driver, Scheduler, Dispatcher, OR The Mayor s mother Name three skills required of a dispatcher. 2. THE DISPATCH TEAM OBJECTIVES Recognize the role of the dispatch team. Recognize your team-player styles. Review techniques that will improve dispatch team performance. THE ROLE OF THE DISPATCH TEAM Recognize and fulfill your role on a winning dispatch team: What are the characteristics of a productive dispatch team? What makes a successful team member? How do teams work together? 9

10 SUCCESSFUL TEAMWORK Foundations that lead to working together successfully: Encourage Risk taking (non safety related of course) Decision action Smart work Simplification Quality work Loyalty Positive energy Instead of Risk avoidance Paralysis by analysis Busy work Needless complication Fast work Turnover Pessimism TEAM PERFORMANCE Whether the team is a permanent work group or a temporary task force, creating such teams and leading them to success requires skill and finesse by the team leader. This section provides suggestions to help foster successful teamwork. Creating an Environment Conducive to Teamwork Recognizing the impact of teamwork, Building a team environment A FEW THOUGHTS ON LEADERSHIP Assess your decision-making style, paying attention to the extent to which you solicit others ideas. Look for opportunities to be more inclusive in your approach. List the key strengths and limitations of each person on your team. Find ways to use their strengths. Find ways to involve quiet team members without embarrassing them. Try using open ended questions and reflective listening to draw out quieter members of your team. 10

11 A FEW MORE THOUGHTS Use active listening skills to acknowledge, summarize, and reinforce the contributions of your team members. Avoid premature judgment of others ideas and suggestions. Strive for win/win solutions. Reward team accomplishments. Value and show appreciation to your administrative and support staff, not just your front line staff. THE LAST OF THE THOUGHTS Foster an environment of trust by ensuring that all criticism is constructive and is focused on individuals behaviors, not personalities. Use your team to develop the group s vision, mission, and goals. Show your trust by sharing information beyond what is necessary. WOOPS, ONE MORE SLIDE Deciding When to Use a Team Approach Team leaders need to decide when, and to what degree, to use a team approach for decision-making and problem-solving. The commitment you make to true leadership and openness will come back through more creative, varied and informative input and opinions. 11

12 A GOOD IDEA IS A GOOD IDEA IT S SERENDIPITY Consultants are well known for using the good ideas of others (with due credit of course) So the person giving you the idea is happy and You get credit for recognizing it and putting it in place YOU ARE HAPPY Oh yeah, the service is better now too. 3. DEMAND MANAGEMENT Objectives: Understand productivity and how it relates to cost Review demand management concepts grouping trips Look at demand management solutions that can work, within the context of the Americans with Disabilities Act (ADA) Fixed-route -- making it easy to ride DEMAND MANAGEMENT Passengers ride according to the vehicle's schedule instead of their schedule. Cross between fixed-route and paratransit (hence the term Hybrid) Permitted under ADA, Will not be suited to all. The bottom line: increased productivity, lower per trip costs Sounds like magic but... requires significant planning reconsidering of the "way we have always done it" will require working closely with the community 12

13 PRODUCTIVITY: HOW TO REALLY CUT COSTS AND STILL MEET NEEDS The single most important factor in cost control is improved productivity, Many transit systems complain about the cost of paratransit, Many feel restricted by ADA, but do not take advantage of ADA's flexibility, In reality the best way to lower costs is through productivity improvements Measuring productivity as one-way trips per service hour Going from 2 trips per hour to 2.2 trips per hour will yield a ten percent system savings through a reduction in service hours Low cost basis results in inexperienced staff Lower per hour cost is neutralized by lower productivity (more vehicle hours) When contracting for service always emphasize productivity Payment method must encourage productivity UNDERSTANDING PRODUCTIVITY Uncontrollable factors affecting productivity: Service area size, Population density, Traffic flow, road construction, congestion, and speed limits, Mobility status of passengers as it affects dwell time, Political decisions, Weather, terrain, and natural barriers, Others as well UNDERSTANDING PRODUCTIVITY Factors that can be controlled Service parameters, Policies and procedures, Effective dispatch technologies, Demand management (grouping trips), Fixed-route availability and accessibility, Percentage of group services, Amounts of types of paratransit needs fulfilled outside of public transit 13

14 UNDERSTANDING PRODUCTIVITY Controllable Factors Door-to-door vs. curb-to-curb vs. door-through-door, Labor contract restrictions, Mix of subscription and call-in trips, Real-time; next day; and advance reservation mix, Experience and competence of scheduling and dispatch staff, Experience and competence of vehicle operators, Expectations/past history, Vehicle condition/maintenance, and Service design THE PARATRANSIT CEILING Paratransit vehicles are strictly limited in their productivity. There are only so many passengers that can be picked up in an hour. This ceiling is based on the laws of physics: No vehicle can be in two places at the same time, Speed limits, boarding abilities and population density will affect the ceiling So will driver and dispatch competence THIS IS BEGGING THE QUESTION Paratransit is the most difficult form of transit to operate. Paratransit is the most expensive mode on a per trip basis, due to its built in productivity limitations. 14

15 LET S REVIEW 1. What do we mean by improving productivity? 2. A ten percent improvement in productivity will allow how many (percentage) additional riders, assuming the same number of vehicles are used? 3. Name five factors that affect productivity. 4. Review two service parameters that can improve your productivity. 5. What should you do if your paratransit system is turning away passengers? 4. SERVICE DESIGN Objectives: Become familiar with different ways of providing service. Understand the advantages and disadvantages of each service mode. Know when to apply new approaches to your service. Understand the need to revise the service periodically. Note: All the designs in this section work in areas like yours. THE EXCUSE: We do it this way, because that s the way we have always done. 15

16 HYBRID SERVICE DESIGNS A cross between fixed route and demand response Each serves different markets not applicable in all areas DIAL-A-RIDE Demand-response in real time, similar to a taxi, but group trips, Most appropriate for small well defined service area. Productivity - Limited to four to eight passengers per hour. Advantages Is excellent approach for areas that cannot sustain fixed-route service, Can generate new ridership, No need to call 24 hours in advance, Can still pick up door-to-door Can ultimately evolve into fixed-route,. Disadvantages Requires change, Marketing is essential, Requires more complicated dispatch techniques, Requires zones or small defined town, no more than 3-4 miles wide. FIXED SCHEDULE PARATRANSIT Works well in rural areas when there are not enough resources to cover all parts of the service area at all times. Serves areas according to a schedule that is clearly posted and well marketed. Experience indicates that passengers accept this approach, and doctors and hospitals will cooperate. Productivity trips per hour. Advantages Can reduce costs by grouping trips, By advertising schedule, passengers know what time to schedule their transportation -- like a bus! Can still provide door-to-door service. Disadvantages Requires change, which can be difficult for some, Planning and marketing are essential, May take time to "catch on". 16

17 SERVICE ROUTES -- SHOPPER SHUTTLES Many systems operated them before term was coined. Requires careful planning. Service oriented to specific clientele (e.g., elderly) to specific destinations (such as medical and shopping). Can be scheduled for specific days and times. Serves to group trips. Productivity - Limited by vehicle capacity. Advantages Can reduce costs by grouping trips, Customizes service for specific clientele, Can reduce the demand on paratransit, while generating a higher productivity. Disadvantages Requires careful planning and marketing efforts that will consume staff time, Requires some level of change, which can be difficult for some. CORRIDOR SERVICE A fixed schedule solution, Identified corridors of travel have scheduled service, ADA permits scheduling one hour before or after request (with exceptions), Serves to group longer distance trips. Productivity - limited by vehicle capacity. Advantages Addresses problem of longer distance trip productivity, Can reduce costs by grouping trips, Permitted under ADA, By advertising schedule, passengers know what time to schedule their transportation. Disadvantages Requires change, which can be difficult for some, Planning and marketing are essential, May take time to "catch on". FLEX ROUTES - ROUTE DEVIATION Requires fairly low densities, suburban or small town, May work best in small systems of few buses, Replaces the need for ADA paratransit, by performing two functions with one vehicle. Productivity - About 8-12 passengers per hour. Advantages Can reduce the need for more costly paratransit, and reduce overall costs, Does not require computer software, Is permissible under ADA and will not reduce the level of service to current passengers. Disadvantages Is not suited for urban areas, Will increase running time and may not find the service appropriate, May require fare differential. 17

18 MARKET DEVELOPMENT GROUP SERVICE Often subscription in nature, Requires designating minimum performance., Targets communities or destinations to serve, then builds ridership over time, If successful, can lead to fixed-route, Service is not implemented until a minimum level of riders materialize. Productivity - Limited by vehicle capacity Advantages Can cater to group trips, thereby increasing productivity, Can provide curb-to-curb service for ADA passengers, Can reduce costs over time if successful, Service does not start until demand is manifested. Disadvantages Requires significant marketing and planning, Applicability is limited, Service may have to be eliminated if ridership falls below minimum threshold. SERVICE DESIGNS - POTENTIAL PRODUCTIVITY Service Type Productivity Countywide Paratransit Urban Paratransit Dial-a-Ride - Zoned Fixed Schedule - County Flexible Routes Service Routes Fixed-Route 1-2 trips per hour 1-3 trips per hour 4-8 trips per hour 6-12 trips per hour 8-12 trips per hour Vehicle Capacity Vehicle Capacity 5. RESERVATIONS, SCHEDULING, AND DISPATCH Objectives: Understand how the three functions interact, Review the differences between urban and rural systems, Understand the concepts and fundamentals of reservations, scheduling, and dispatching. Reservations, Scheduling and Dispatch IS KEY This is where we can make a difference -- this is where it happens, Efficiency (doing things right) and Effectiveness (doing the right things), Each function will be taken in the order of how they occur in real life, Theories behind the approaches will be discussed. 18

19 INTEGRATED DISPATCH FUNCTIONS The functions are typically separated in urban areas, but are often handled by one person in rural and human service systems. The approaches used to reserve, schedule and dispatch service are often significantly different in urban and rural areas. The need for and the type of software will differ between system size and service type. THE BIG BOARD THE USE OF TECHNOLOGY IN PARATRANSIT Objectives To understand how technology can benefit your system, To develop clear realistic expectations for the technology, To understand the various functions currently available, To understand the operational issues created by technology. 19

20 COMMONLY USED TECHNOLOGIES Electronic Spreadsheets and databases, Accounting Software, Basic Communication Devices, Paratransit Software (DRT) This is the heart and soul of paratransit technology. Most other paratransit technologies are driven by the software. Paratransit Organizer Software Automated Scheduling Software Maintenance Software MOBILE DATA COMPUTERS: AFFORDABLE MDCs are valuable dispatching and recordkeeping tools Allows for dispatcher to know the status of each trip in real time, Can send trips to the driver without a need to write it down, One time data entry. Automatic Vehicle Locator (AVL) Coming of age in the transit industry, has been applied in rural and urban areas. A great tool if used properly the problem has been in the application. Can be used to verify no-shows, missed trips and on- time performance. Can track and retain information for a period of time. Excellent safety tool can locate vehicles in real time. It can even tell dispatcher how fast a vehicle is operating. 20

21 WHY PURCHASE PARATRANSIT TECHNOLOGY? To improve service quality To improve scheduling/productivity - increase ridership To generate reports and retain records To reduce staffing needs To assist the dispatcher in making the correct decisions To monitor system performance Reduce dependency on one individual Safety Reduce costs A WORD OR TWO OF CAUTION More often than not in rural (and some urban areas), the technology is flat out not being used at all or not as intended. Many that have implemented still use their old approach, not adapting to the technology - negating any potential gains. Sophisticated installations have a poor record of success, despite major financial backing. Yet at this time, that record is improving! Many systems have a difficult time maintaining the technology. UNDERSTAND ONE THING RELATED TO TRANSIT TECHNOLOGY IT IS STILL ALL ABOUT THE STAFF 21

22 IF YOU DO NOT KNOW WHAT YOU ARE DOING TECHNOLOGY WILL ONLY MAKE IT PAINFULLY OBVIOUS Expectations become a major issue as a result of the belief that technology can solve any problem. At times it seems that technology is the solution in search of a problem KEEP IT SIMPLE! IF YOU DO KNOW WHAT YOU ARE DOING TECHNOLOGY MAY HELP YOU OR IT MAY NOT 22

23 CUSTOMER REGISTRATION What information does a transit system and staff need? Needs might be for: - Providing service - Required by an agency under contract (includes ODOT and FTA) Take 10 minutes and think about questions 1 and 2 write down your needs. 1. Discussion of informational needs of varying service designs Public Paratransit Human Service Route Deviation Fixed-Route 2. Do you have a need for passenger information? Special Needs Billing Purposes Directions/other important information 3. Confidentiality RESERVATIONS Objectives: To understand the concepts of reservations, To review the integration of reservations and scheduling, and To review the computerization of this function. MY FAVORITE APPROACH First we take down the information on one of these small pieces of paper with lines for address, telephone and anything we need. We tell them we will get back to them before the trip. At the end of the day we take all of those pinkies (printed on pink paper) and clip together by day. On the day before service we spread out the pinkies on a table and schedule trips by placing pinkies with each driver. They now lock the front door on windy days. This is an easy process since we usually know who will ride with each driver. We then write down on a piece of paper what every driver is doing. We then clip the drivers pinkies together for the driver to write on the log. Then we call them back to tell them the time. 23

24 MY SECOND FAVORITE First we take down the information on one of these small pieces of paper with lines for address, telephone and anything we need. We tell them we will get back to them before the trip. At the end of the day we take all of those blueies (printed on blue paper) and write the information on the big sheet for the day of service. On the day before service we place trips with the drivers they usually go with, writing it down on the driver s log. We make copies for the drivers and the dispatchers. Then we call them back to tell them the time. THEN THERE WAS WILMINGTON, OHIO In the early 2000s: The customer s name, origin, destination and telephone are taken and the customer is told to be ready in 30 minutes The dispatcher assigns it to a driver and communicates it to them. The driver writes it down (If using MDCs the driver would just press the acknowledge key). The customer gets picked up RESERVATION CONCEPTS FIRST IMPRESSIONS... The first point of passenger contact is the reservations process. It is very important to make a good first impression. Passengers perceive holding on the telephone almost as negatively as a late bus. It is very important to provide this part of the service in a rapid, but thorough and courteous manner. RESERVATIONS/SCHEDULING CONCEPTS - This section will discuss the concepts of reservations in urban and rural areas. Often the reservation process and the scheduling process are combined. Reservations accuracy and efficiency - taking the reservation as rapidly and accurately as possible. For each requested trip, there should only be one trip request entry - never enter the trip first on hard copy and then on the computer. On-line scheduling - scheduling the trip while on the telephone Eliminating the need for call backs - using block scheduling Monitoring telephone service - perceptions of hold time 24

25 MANUAL RESERVATIONS The instructor managed a 1,000 trip per day dynamic paratransit system with a manual process. While ultimately, most if not all systems should and will computerize, until they do, improvements in manual techniques are essential. Further, a manual reservations scheduling and dispatch process can be designed to mimic the software, making the ultimate transition to technology easier. One form for intake, scheduling, dispatch and drivers! COMMUNICATING WITH CUSTOMERS TELEPHONE SKILLS - As discussed above, reservations is the first point of customer contact, so it must be done right. At times the reservation staff must give the customer bad news -- a ride is not available at the time requested -- staff must understand proper telephone etiquette. Striking a balance between meeting the customers needs and completing the transaction as rapidly as possible Clear communication is essential and requires patience To ensure effective communication: Get complete trip request and repeat back to customer for confirmation Place on hold for a minimum amount of time Communicate the decision. If the answer is negative, always suggest at least one alternative (more if you have the time) If the answer is positive, repeat the pickup window and all other pertinent information If you cannot understand a passenger, do not pretend that you understand SCHEDULING FOR SUCCESS Objectives: To understand the concepts of paratransit scheduling To review the service parameters that affect scheduling To review the computerization of this function 25

26 SCHEDULING THEORY 101 The second of the three functions in this section is the scheduling process. Productive scheduling is essential to cost control in any paratransit or hybrid system. Productivity in paratransit is typically measured in one-way passenger trips per hour. In general productivity means that: routing is conducted in an efficient and effective manner service quality requirements are maintained, and cost effectiveness is adhered to. There are two types of paratransit/hybrid scheduling -- demandresponse (either in advance or in real time) and subscription. This section will introduce the theories behind each approach, and within demand-response we will detail the multiple ways that one can schedule. DEMAND-RESPONSE SCHEDULING In advance on-line scheduling batch scheduling Real time/immediate response Dial a Ride Considerations of service area size, and densities Small compact service areas, with short trip distances are conducive to real time scheduling. Larger service areas with longer trip distances are problematic. Real time scheduling encourages ridership. Many ADA systems do not want to increase ridership on paratransit. SUBSCRIPTION OR STANDING ORDERS Assuming that demand can be met, it is to everyone's advantage to increase subscription service as much as possible. This results in: greater convenience for the customer, fewer telephone calls and demands on the scheduling staff, and more consistency for the drivers and customers. Other benefits include: The ability to optimize schedules, Group trips 26

27 SCHEDULING CONSIDERATIONS Numbers and types of vehicles Passenger needs Subscription/demand Arrival time requested Size of scheduling window Driver availability/capabilities SCHEDULING TECHNIQUES - MANUAL Rural and Small Urban Note if you are operating more than vehicles at one time, invest in technology Schedule blocking, allowing on-line confirmation By vehicle Developing a fixed schedule service Developing scheduling parameters including dwell time for ambulatory/wheelchairs, average speed, last wheelchair on is first off, etc. BLOCK SCHEDULING Single data entry Almost eliminates the need for call backs to confirm trip Requires a template for each day of the week (with subscription trips assigned to runs) Can be used 24 hours in advance or real time scheduling Time blocks based on the number of vehicles available during block, and their expected/typical productivity for that time frame Simple to implement And please have a map on the nearest wall 27

28 GETTING THE MOST FROM YOUR TECHNOLOGY 1. Selecting the right technologies 2. Buy-in from staff 3. Using it as intended Key objectives are: Maximizing the utilization of your computer and dispatcher a meeting of the minds Humanizing the process Techniques: On-line scheduling using algorithms (mathematical equations) On-line scheduling using GIS database DISPATCHING Objectives: To understand the concepts of paratransit dispatching To review the service parameters that affect dispatching Review the computerization of this function DISPATCHING DON T YELL Must put all of the functions together in real time, making decisions rapidly. The scheduling function builds the best possible schedules, but dispatch is responsible for making them work. The dispatcher must interact with drivers, passengers (late trips, cancels etc.), and reservation staff. The rapid changes and lack of consistency make this position difficult, especially during peak hours. 28

29 PRIMARY DISPATCH RESPONSIBILITIES Reviewing schedules to be sure they can be accomplished prior to implementation Communicating with maintenance, and assigning vehicles to drivers Controlling and directing drivers on the road Taking passenger calls to cancel trips, will calls, and other changes Scheduling and assigning changes as they occur (real-time) Responding to all emergencies and other problems as they develop Documenting all telephone calls and radio transmissions For some systems (typically rural systems), answering telephones, taking reservations and scheduling trips Reporting and record keeping SCHEDULING IN REAL TIME Dispatchers must schedule trips immediately (real time) and do not have the advantages of a scheduler who does not have the pressure of an emergency. Identifying the appropriate vehicle for a particular need Changing multiple runs in real time Overall control DISPATCHERS ARE PEOPLE TOO Proper tools (computer or forms) to access information rapidly An environment conducive to concentration -- limit driver access Effective telephone and radio equipment -- hands free Service parameters that allow scheduling flexibility A routine set of procedures An educated customer base Well trained drivers 29

30 REVIEW -- RESERVATIONS, SCHEDULING, AND DISPATCH 1. What is the first point of customer contact? 2. How can software help you? 3. What type of software do you think you need? 4. How many persons in your system handle the reservation, scheduling and dispatch? 5. How many forms do you use to take the reservation to the driver s manifest? How many should you use? 6. EFFECTIVE COMMUNICATION OBJECTIVES Recognize listening styles, Learn to be sensitive to all customers, Review effective communications with drivers, Understand priorities for communicating with maintenance personnel. DISPATCH/DRIVER COMMUNICATION Types of communication devices: two-way radio, mobile data terminals, telephones, and /text messages. Note: Never read messages, text messages or talk on the telephone or radio while the vehicle is in motion. Period. Transmission respect and protocol is the responsibility of both the driver and the dispatcher. If there is a problem between the two, the world does not need to hear about it. Air time use should be kept to a minimum. Only information relevant to the passenger s pickup, drop-off, or special instructions should be shared. Staff should be trained to speak clearly and with as few words as possible. 30

31 DISPATCH/DRIVER COMMUNICATION The use of 10-code may or may not be helpful. My preference is to use English Short, concise phrases, clearly spoken Emergency situations always should be conveyed to the dispatcher. In this case, all other drivers should be instructed to allow the vehicle with the emergency to relay its situation to the dispatcher. Unless other drivers have vital information to lend to the conversation, they should remain silent until the problem is corrected. Drivers should be encouraged to keep dispatch informed on changing weather and road conditions and vice verse. TALKING TO YOUR CUSTOMERS How to make your listener feel important: Answer promptly, Identify yourself, your department, and your organization, Have a friendly manner and be professional at all times, Listen and be diplomatic, Keep it brief and avoid the hold button, Don t transfer the customer around, Learn the person s name and use it, Write it down -- don t trust your memory, Admit when you are wrong, Let the caller hang up first, Respect talking/listening speed limits. 7 - PERFORMANCE MEASURES: UNIT OBJECTIVES Understand the link between performance measures and system performance, Understand the link between performance measures and customer service, Recognize relevant (for management purposes) performance indicators and be able to apply to your system, Learn how to develop reasonable performance measures for your system, Take at least two measures back and apply to your system. 31

32 WHY DO YOU NEED TO KNOW? You are managing a business, don't you need to know the bottom line? For those interested in improving service -- how do you know if you are improving if you do not measure performance? Monitoring performance will help identify potential problems before they become real problems. It is a tried and true management practice in any business. COLLECTING DATA Performance measures tells staff how well they are performing a given function. Measures can include calls processed per hour for reservation staff, oneway trips per hour for schedulers and dispatchers and a variety of other measures. It is essential that dispatch and scheduling staff be able to have access to their performance from previous days in order to: measure their performance, investigate problems, and improve performance. KEEP IT SIMPLE Collecting Data -- This data does not include agency required data. Rather it focuses on what the dispatcher and scheduler need to improve performance. Data collection can be difficult and expensive, resulting in the utilization of additional staff, simply to collect data. This can be counter-productive. The system should be concentrating on data collection that has value. The basics include: one-way trips, revenue miles, revenue hours. Developing Relevant Performance Measures -- This section will focus on developing performance measures that matter. There is no value in tracking irrelevant measures. Each measure must have a distinct purpose. 32

33 DEVELOPING PERFORMANCE MEASURES Simple to collect information, most systems already collecting the data necessary to calculate performance, Supportive of, and directly linked to goals and objectives, Seek continual system improvement over time, Separate different service types and counties -- compare apples to apples, Link to management and staff performance. PERFORMANCE MEASURES 1. Passenger productivity -- by service type e.g., long distance medical, intra county, local fixed-route, local paratransit, human service agency or other service mode: passenger trips per revenue hour, passenger trips per revenue mile, driver pay hours per revenue hour (labor productivity). Collect one-way trips provided, miles and hours of revenue service (for paratransit -- from first pickup to last drop off excluding breaks) for each contractor, and for each service type. It is very important to break out service type in order to compare "apples to apples". MORE MEASURES 2. Cost measures -- Track and allocate cost measures by county, center, service type or other disaggregated level. cost per passenger trip cost per revenue hour cost per revenue mile Other indicators could include subsidy per unit of service. 3. Quality/safety indicators -- Tracked by contractor. on-time performance cleanliness preventable and non preventable accidents per 100,000 miles ride time (linked to direct ride time) 33

34 MORE MEASURES 4. Maintenance preventive maintenance (PM) performance (percentage of PMs performed within acceptable parameters), ability to make the daily pullout requirements (standard should be 100%), road calls per 100,000 miles. MONITORING AND REPORTING PERFORMANCE Identify current performance based on the above measures, for each service type, Develop standards and measures for each service type based on modest improvement over the present level, Monitor all standards on a monthly basis with reports that show trends and compare service to previous months and the same month of the previous year, Evaluate performance based on the measures on a quarterly basis, and make adjustments as necessary, Increase the performance standards at least semi-annually, seeking incremental improvements, Provide essential operating data to dispatchers. CONDUCT A REGULAR ROUTE ANALYSIS A visual tool for dispatchers to determine vehicle activity. Some software products will use this visual tool. If you have to do this manually, conduct it every 2-4 weeks or when there is a problem. Use this analysis to channel trips to the times that are least utilized. 34

35 REVIEW MONITORING PERFORMANCE 1. What data is needed to determine performance? 2. What key performance measures does a dispatcher need? 3. Who should the system be compared to? 4. How often should you get key data and performance measures. 5. Do you see any value to the route utilization analysis? 8 - DEVELOPING YOUR POLICIES AND PROCEDURES Objectives: Understand the links between system control and policies and procedures, Understand the need to develop clear and concise policies and procedures for customers, Understand the conflicts between customer desires and system capabilities, and Use the policies and procedures to reflect the emphasis of your system. DEVELOPING GOALS AND OBJECTIVES Broad based policy statements, Should be used to guide your system, Develop goals for each service type and system as a whole, Not all goals have to be quantifiable. 35

36 DEVELOPING A HOW TO RIDE GUIDE Designed to educate the customer base, Develop expectations through the guide, Simple to read, with all of the basic material present, See service parameters in Section 2. REVIEWING POLICIES AND PROCEDURES 1. How can simple policies and procedures improve dispatch control? 2. What form should a policies and procedures manual be in for drivers? 3. What key information should be conveyed to passengers in a how to ride guide? 4. Which staff should receive policies and procedures training? 9 - HIRING AND RETAINING QUALITY STAFF Objectives: Understand the link between quality staff, cost control and productivity. Identify the qualities and skills required of a good dispatcher. Develop effective job descriptions. Learn how to hire skilled dispatch staff. Review training needs for dispatch staff. 36

37 STAFF The most successful systems are typically those that have quality, highly trained and experienced staff, using sound procedures. The evidence suggests as well, that successful computer installations also depend on quality staff. Computer software does not significantly improve system performance without quality staff. People are always the key in this people oriented service. HIRING THE RIGHT STAFF While a reservation agent is often an entry level position, dispatchers and schedulers must be skilled staff. Care must be taken to hire the right staff, the first time. It is much easier in the long run to take the time to hire the right person the first time, than trying to fire the wrong person. Recruitment - where does one find a dispatcher - in house, or from another field with similar types of staffing (we have had success with individuals from the tow truck industry, trucking industry, taxi, and other dispatching and driving positions). Conducting functional tests - We will demonstrate a number of testing techniques to ascertain the skill level of the applicant. The key here is that the dispatcher understand geography, spatial relationships, and is or can get familiar with the service area. DISPATCH STAFF TRAINING Includes initial and refresher training. All driver training Policy and procedures Emergency procedures Sensitivity, passenger assistance overview On-road training (essential) Map reading Communication skills Supervisory skills Computer software training (if applicable) 37

38 REDUCING TURNOVER In this section we will review the reasons for turnover, the costs associated with turnover and ways to prevent turnover. Stress of the position, Requires significant experience and skill, Important to cost savings, but typically low paid, Attempts to use unskilled staff typically ineffective. REDUCE TURNOVER AVOID BURNOUT 1. Detecting Burnout - Signs vary for different persons. Management should meet frequently with dispatch staff, review performance, and discuss burnout issues. 2. Office Environment - Dispatchers must be able to concentrate. Office should be separated from drivers with limited access, the noise level should be minimal. Tools are helpful for hands-free communication. 3. Cross Training - Avoid dependency on one individual, train others to perform dispatch functions, to cover breaks, vacations, sick leave or even burnout. AVOID BURNOUT 4. While on Duty, Perform No Other Functions - Rotate staff regularly, keeping time between breaks to 1 ½ - 2 hours. 5. On Road - Get dispatchers on the road once every month. Do not allow the dispatcher to drive on more than an incidental basis. 6. Data/Performance Feedback on a Regular Basis - The dispatcher must get performance measure feedback on a daily or weekly basis, in order to be able to change rapidly, in the event of a drop in performance. 38

39 REVIEW RETAINING QUALITY STAFF 1.Is the physical location important for the dispatcher? 2. Where do you want the dispatcher located? 3. What training should the dispatcher receive? 4.List four approaches to avoiding dispatcher burnout SUMMARY OF WORKSHOP SUMMARY You fill it in below 39

40 GOOD LUCK! Questions, comments, concerns? Contact me: Ken Hosen, KFH Group, Inc. Austin, Texas