Atlanta Regional Transportation Management Coordination Center System Implementation Plan draft report prepared for Atlanta Regional Commission prepared by Cambridge Systematics, Inc. with KFH Group, Inc. Sycamore Consulting, Inc. June 20, 2008 www.camsys.com
draft report Atlanta Regional Transportation Management Coordination Center System Implementation Plan prepared for Atlanta Regional Commission prepared by Cambridge Systematics, Inc. 730 Peachtree Street, Suite 1050 Atlanta, Georgia 30308 with KFH Group, Inc. Sycamore Consulting, Inc. date June 20, 2008
Table of Contents 1.0 Introduction... 1-1 2.0 Framework for System Implementation... 2-1 2.1 Project Phasing and Scheduling... 2-1 2.2 System Design Overview... 2-1 2.3 Deployment and Start-Up Plan... 2-3 3.0 Detailed Description of the TMCC Information Center... 3-1 3.1 Estimate of the Number of Calls... 3-1 3.2 Estimate of Staff Needs... 3-2 3.3 Estimate of Space Needs... 3-3 3.4 Hardware/Software... 3-4 4.0 Financial Plan... 4-1 4.1 TMCC Information Center Cost Estimate... 4-1 Employee Costs... 4-1 Software Costs... 4-2 Equipment Costs... 4-2 Furniture Costs... 4-3 Additional Operating Costs... 4-3 Summary of Costs... 4-4 5.0 Estimated Funding Availability... 5-1 6.0 Implementation Schedule... 6-1 7.0 TMCC Information Center Performance Measures... 7-1 Cambridge Systematics, Inc. 7883.002 i
List of Tables Table 2.1 Timeline for Incremental Implementation... 2-1 Table 3.1 Space Requirements for the TMCC Information Center... 3-3 Table 4.1 Estimated Employee Costs for the TMCC information Center... 4-1 Table 4.2 Software Costs... 4-2 Table 4.3 Estimated Equipment Costs for TMCC Information Center... 4-2 Table 4.4 Estimated Furniture Costs for TMCC Information Center... 4-3 Table 4.5 Additional Operating Costs... 4-4 Table 4.6 Summary of Estimated Costs of the TMCC Information Center... 4-4 Cambridge Systematics, Inc. iii
List of Figures Figure 6.1 TMCC Information Center Implementation Schedule... 6-3 Cambridge Systematics, Inc. v
1.0 Introduction Under the direction of the U.S. Department of Transportation (DOT), the Atlanta Region is developing a deployment-ready model for managing Human Services Transportation (HST). When implemented, the model Transportation Management Coordination Center (TMCC) will elevate the region s ability to streamline, integrate, and coordinate human service transportation to meet the needs of HST users, agencies, and providers. Intelligent transportation system (ITS) technologies will be used in this model and will be the foundation of the TMCC. This TMCC Implementation Plan is one of eight plans being prepared under the DOT s direction, and will serve as an example for others throughout the United States interested in using ITS technologies to improve coordination of HST services. A planning and design process for the TMCC has been underway since May 2007. This process included extensive dialogue with HST agencies, providers, and users. The input of these key stakeholders helped to develop a long-term vision for HST coordination in the 10 county Atlanta Region, as well as goals and objectives for a TMCC concept that could be attained by 2010. The short-range TMCC concept of operations included three feasible subsystems: 1) information management, 2) fare management, and 3) regional ADA complimentary paratransit operational coordination. The purpose of this document is to broadly describe how the Atlanta Regional Feasible TMCC will be implemented, what the estimated cost is, where funds may be available, how performance will be measured, and what is the schedule for implementation. Cambridge Systematics, Inc. 1-1
2.0 Framework for System Implementation The Atlanta Region TMCC is a large-scale, regional undertaking that requires a long-range vision to guide phased implementation. During early phases of this project, key HST stakeholders determined that it would take a significant amount of time to reach the vision of full coordination for all HST programs and activities in the 10-county region. This ultimate goal was identified as the longrange vision in the Concept of Operations document prepared for this project. Three TMCC subsystems were deemed feasible for short-term implementation at that time. These were: Information Management Subsystem; Fare Management Subsystem; and Regional ADA Paratransit Operational Coordination. 2.1 PROJECT PHASING AND SCHEDULING During development of the system design report, it became clear that only one subsystem was immediately implementable, and that the other two subsystems were proceeding forward but with a different timeframe and under different leadership. The subsystems for fare management and regional ADA complimentary paratransit operational coordination are proceeding in more of a mid-range (three- to six-year) timeframe, and the entire TMCC concept would need to be implemented incrementally, as consensus and funding was obtained with key stakeholders. Table 2.1 outlines the timeline for incremental implementation. Table 2.1 Timeline for Incremental Implementation TMCC Operational Subsystem Information Management Fare Payment and Management Subsystem ADA Paratransit Coordination Additional elements to be added incrementally to reach long-range vision of full HST coordination. Timeframe for Implementation Short-term (1 to 3 years) Mid-term (3 to 6 years) Mid-term (3 to 6 years) Long-term (20 years) 2.2 SYSTEM DESIGN OVERVIEW The TMCC information management subsystem, however, remains implementable and is the focus of detailed implementation planning in this systems implementation plan. The TMCC Information Management Center was Cambridge Systematics, Inc. 2-1
reviewed within the context of the existing Atlanta Regional ITS Architecture. It was determined that the TMCC Information Management Center generally conforms to the ITS Regional Architecture, however inclusion of more specific elements of the TMCC should be added to the Regional Architecture during the next update. Also, it was determined that the TMCC Information Center should be specifically addressed in the Regional HST Coordinated Plan during its next update. The Information Subsystem serves as the starting point for the feasible TMCC. The TMCC will serve as a one-stop shop for information and referral related to HST. The TMCC will be a centralized system with physical location that will have a one-stop telephone information access number and a corresponding onestop information access web site. The customer will be able to call one telephone number to obtain information on any type of HST service (e.g., Medicaid, ADA, workforce, low-income, elderly), as well as obtain contact information for providers and information about eligibility requirements, service coverage areas, service hours, and access points. The customer also will be able to fill out a detailed profile so that future trip requests can be made without reentering personal data. This interaction may be conducted through an Interactive Voice Recognition (IVR) system or by a live operator upon request. The information will be available in English and Spanish and access for persons with disabilities will be provided. The same services and information also will available on a TMCC web site. All profile information will be stored in a database. As customers request information and referral, their calls or Internet requests will be forwarded to the appropriate provider who will book the trip directly with the customer. The transportation providers will then take the trip request, as well as schedule and dispatch the trip. That trip referral process keeps the three functions of reservations, scheduling, and dispatch together, which is critical to ensure operational cohesion. The TMCC also will include a GIS platform to allow for data analysis, such as identification of gaps and duplications in service by location, type, and time of day. These service gaps and duplications will then be used to assess service improvements and coverage, and for justification of new and expanded services as the TMCC grows in capacity and function. In summary, the TMCC Information Subsystem design will include the following components: An IVR system programmed to perform activities available to public customers; A telephone-based system with TDD capability for operators to answer calls from public customers; A computer-based administrative system to allow operators to perform actions on behalf of public customers; 2-2 Cambridge Systematics, Inc.
A secure Internet-based system for public customers to retrieve information, including referrals for HST providers and trips; A secure Internet-based system for authorized HST providers to retrieve and provide update information; A secure Internet-based system for authorized TMCC, ARC, and Human Service Agency staff and consultants to manage information and run reports; A telephone-based helpdesk and corresponding computer-based helpdesk tracking system that TMCC staff will use to support all users; A centralized database that holds TMCC information on customers, programs, service providers, routes, schedules, services hours, service areas, trips, fares, call logs, etc.; and Links to an existing Geographic Information System (GIS) for performing geographic operations. The expected benefits of the TMCC Information Subsystem are related to improved customer service and ease of access to important and accurate information. In addition, the TMCC will improve trip request process for both clients and providers, and will increase availability of data on trips for providers to conduct planning and schedule/route improvements. Finally, it will provide a foundational platform for additional coordination activities as they become implementable. 2.3 DEPLOYMENT AND START-UP PLAN Prior to deployment, the TMCC Information System host agency needs to be identified. Ongoing dialogue and discussion also is needed to identify the Federal and/or state funding available to serve as the local matching funds. Once these items have been addressed, next steps include formation of a TMCC Board and completion of associated administrative and legal tasks. The fare payment and management subsystem deployment and start-up plan is under the direction of MARTA, who has initiated a breeze card system on all fixed routes. Since its implementation in 2007, MARTA has been proceeding with phased implementation of additional facets of the system, including regional coordination of fare payment and management. The application of breeze card technology for ADA paratransit operations is included in their implementation plan, and will occur as the phased sequence unfolds. ADA Paratransit regional coordination deployment and start-up currently is in the planning phases and also is under the direction of MARTA. The goals of their ADA paratransit study include establishment of the baseline conditions for ADA complimentary paratransit services and an examination of ADA complimentary paratransit services in peer agencies in other regions. Ultimately, the goal is to improve efficiency, quality of service, and cost effectiveness of paratransit operations throughout the region. Cambridge Systematics, Inc. 2-3
3.0 Detailed Description of the TMCC Information Center The next step in implementing the system is to develop a detailed implementation plan based on more specific information about the TMCC. Since the Atlanta Region does not have anything in place exactly like the TMCC, a number of assumptions were formulated to allow for the level of detail required in this document. These key assumptions are grounded in the actual experience of the Area Agency for Aging in the Atlanta Region, which handles a large volume of calls, including a percentage of inquiries about transportation, and the United Way 211 call center, which also handles a percentage of transportationrelated calls. 3.1 ESTIMATE OF THE NUMBER OF CALLS The number of telephone calls received by an information center determines the type of computer and telephone equipment needed, the number of call-takers needed, the number of work stations required, and quantity of floor space needed. As this is a start-up operation, there is no exact science to quantifying the number of calls to be expected. However two existing call centers provide a foundation of information to develop a planning-level estimate. To quantify a number of expected calls for the initial start-up of the Atlanta Regional TMCC Information Center, both the Area Agency for Aging and United Way 211 supplied data from their 2007 call logs. The Area Agency for Aging in the Atlanta Region is ARC. The AAA Division of ARC reported 2,207 transportation-related calls for 2007, which represented 5 percent of the total calls AAA handled. United Way 211 reported 3,277 transportation calls, which represents 14 percent of their total calls handled. Data from existing transit providers was not counted because it is anticipated that they will continue to field calls from their existing customers and data quantifying the number of first-time callers was not accessible. Thus, a basis for quantifying daily calls begins with the sum of AAA s 2,207 annual transportation calls and United Way 211 s report of 3,277 annual transportation calls for a total of 5,484 calls. There are 253 business days per year, which receives about 90 percent of the calls. Weekends and holidays (112 days) receive about 10 percent of the calls. The share of weekend/holidays adds a total of 11 days, which added to the 253 business days equals a total of 264 days. The expected number of average daily calls is 5,484 divided by 264 equals 21 transportation calls per day. It must be noted that this number of calls Cambridge Systematics, Inc. 3-1
include both incoming calls and outgoing calls. AAA operators conduct follow-up calls after service requests and this practice is recommended for TMCC operators. This method yields an expected number of 21 calls per day. Given the uncertainties with this planning approach, a large margin of error has been applied. If a 50 percent margin of error is applied, the potential range in number of anticipated calls is between 10.5 and 31.5. For this project, the estimate of 31.5 transportation calls per day will be used in sizing the TMCC Information Center. This high point on the range was picked in the interest of being conservative and because of the growth in various populations of the Atlanta Region that are likely to increase demand for HST services. It should be noted that the Atlanta Regional TMCC Systems Requirements document for the telephone system requires a system capacity of 50 five-minute phone calls per hour (plus an Internet web site capacity of 1,000 transactions per hour). Therefore even if this estimate of 31.5 calls per day were found to be low by a factor of 10, the TMCC design is more than adequate. Other transportation call centers were contacted to obtain additional data about comparable call volume. The Fairfax County Department of Community Services Planning provides a service similar to the proposed TMCC Information Center. They reported receiving 788 transportation-related calls for FY 2007, which translates to approximately 2.5 calls per day. Fairfax County has just over 1 million residents, which is approximately one-fourth the size of the 10 county Atlanta Region. If this ratio is extrapolated to the Atlanta Region, it suggests that 10 calls per day would be in the range for calls expected at the Atlanta TMCC Information Center. Other data points considered were from Portland Ride Connection, which reported an average of 6 calls per day from new customers, Los Angeles Ride Info which reported 48 total (new and existing customers) calls per day and Seattle Senior Services Information and Assistance, with 11 transportation-related calls per day. In order to provide a conservative estimate for implementation planning, it is recommended that the estimate of 31.5 calls per day be used for this project. 3.2 ESTIMATE OF STAFF NEEDS An estimate of staffing needs can be derived from the number of calls expected per day. The first assumption is that the TMCC will receive an average of 32 calls (rounded up from 31.5) per day. Discussions with ARC AAA staff and United Way 211 staff, held after development of the Systems Design report, indicate that one operator can likely handle between 30 and 50 calls per day of the type they are expected to receive at the TMCC Information Center. While the TMCC information center is being designed as a generic system that can be housed by any agency, it is assumed that the TMCC Information Center will operate during normal business hours on weekdays, but will accept calls 24 hours a day, 7 days a week. It is possible that another agency would be contracted to cover the time outside of normal business hours. Another 3-2 Cambridge Systematics, Inc.
important requirement for the staff is that at least one staff must be Spanishspeaking. With these needs in mind, it is recommended that three full-time staff be employed to operate the call center. One position will be the TMCC Information Center Manager. This manager position will be responsible for program budgeting, hiring staff, monitoring equipment and software maintenance programs, reporting performance to the funding source agencies, setting staff schedules and conducting staff performance reviews. The manager would also be capable of handling client calls during peak times or when other staff are sick or on vacation. The second position would have the primary responsibility of maintaining the Information Center database and tracking TMCC performance measures. This position would also provide backup call-taking during peak times and coverage of call-taking when the call-taker is out sick or on vacation. The third position has the primary responsibility for Information Center calltaking. There are additional staff requirements which are better served as outsourced services. These services are equipment maintenance, software maintenance, and building maintenance. In addition, if an existing call center were to incorporate the TMCC staffing needs into their existing personnel structure, there may be some efficiencies realized for the TMCC Information Center Manager position and the position responsible for maintaining the Information Center database and tracking TMCC performance measures. 3.3 ESTIMATE OF SPACE NEEDS The three full-time staff recommended for initial operations of the TMCC Information Center will need one office each for the program manager and the database manager and one cubicle for the call-taker plus one spare cubicle for a second work station used during peak times. Table 3.1 indicates the space needs for each staff and the total needed floor space. Table 3.1 Space Requirements for the TMCC Information Center Position Type of Space Required Space Program Manager Office 10 feet x 12 feet = 120 square feet Database Manager Office 10 feet x 10 feet = 100 square feet Call-Taker Cubicle 8 feet x 6 feet = 48 square feet Spare Cubicle Cubicle 8 feet x 6 feet = 48 square feet Total 316 square feet Additional space for conference rooms, copy area/workspace, reception area, restrooms, break areas, and other common space will be provided by the host agency when one is selected. Cambridge Systematics, Inc. 3-3
3.4 HARDWARE/SOFTWARE The Atlanta Regional TMCC Systems Design Report describes the hardware required to operate the TMCC Information Center. The Center will need a dedicated telephone system that has IVR capabilities, remote operations capabilities and that can handle the number of calls specified in the Systems Requirements (at least 50 calls per hour). The database will need two servers as described in the Systems Design Report. Also the web site will require two additional servers as described in the Systems Design Report. The database software requirements are also described in detail in the Systems Requirements and System Design reports. It is recommended that the TMCC Information Center use the existing AAA Elder Services Program (ESP) database as the starting point for the TMCC Information Center database. This database is a web-based application that allows remote access for both remote access for TMCC call-takers and use by other agencies (such as United Way 211 for the AAA operation) for after hours coverage. The ESP database currently meets most all requirements of the database described in the Systems Design Report. Existing features of the ESP database are: Client tracking and service configuring for local use; Data collection specific to individual service categories; Detailed searches and matching capabilities; Mapping to identify service locations; Data importing and exporting, data archiving; and Customized report options, e-mail capabilities. Since AAA currently handles transportation-related services for the aging community in Atlanta, the ESP database already includes many of the required services and transportation providers. The database would require minimal additional data collection and no structural changes to serve the TMCC Information Center functions. 3-4 Cambridge Systematics, Inc.
4.0 Financial Plan Using the assumptions outlined above, the cost to set up and maintain the TMCC Information Center can be developed. Additional information about possible funding sources, both short-term and long-term, is also presented. 4.1 TMCC INFORMATION CENTER COST ESTIMATE The Atlanta Regional TMCC Information Center may operate as a stand-alone unit or be housed within an existing agency that already provides call center services. Since the final location and agency arrangements are not presently known, this cost estimate is based on a stand-alone Center. The largest single operating cost by far are employee costs. Other operating costs included in this estimate are software and database maintenance, equipment maintenance, IT support services and rent. Also included in the cost estimate are capital costs for software, hardware, and furniture. Employee Costs It is recommended that the TMCC use salary rates in the same range as pay scales used by the ARC AAA staff and higher than the Atlanta United Way 211 pay scales. Table 3.1 shows the suggested initial salary rate, benefits, and total salary plus benefits for each employee. The employee benefits are assumed to be 59 percent of the salary cost. Table 4.1 Estimated Employee Costs for the TMCC information Center Position Initial Salary Fringe Benefits Total Salary Plus Benefits Program Manager $50,000 $29,500 $79,500 Database Manager $43,000 $25,400 $68,400 Call-Taker $43,000 $25,400 $68,400 Total $136,000 $80,300 $216,300 The annual employee costs are estimated to rise by 5 percent annually. The costs in Table 3.1 are for the first year of operations. The second years employee costs are estimated to be $227,100 and the third-year costs are estimated at $238,500. Cambridge Systematics, Inc. 4-1
Software Costs Software costs for the AAA ESP software upgrades were estimated by the current ARC AAA ESP provider (Table 3.2). The current ESP provider anticipates a one-time database setup fee of $10,000 for the database and an ongoing annual fee of $6,000 for up to 10 users to the provider. The ongoing expense is based on the number of users and the features they use. In return the provider supplies the necessary hardware, software, bandwidth (on the server side), and third-party licenses needed by the application. The provider also is responsible for the database maintenance and backups. Current ESP technical support to the users is based on $50.00 per hour. Table 4.2 Software Costs Item Capital Costs Operating Costs Database Upgrade $10,000 Annual Software Maintenance $6,000 Total $10,000 $6,000 Equipment Costs The equipment costs for the TMCC Information Center are listed in Table 3.3. This estimate assumes that a new stand-alone data center will be installed and the equipment will meet the requirements and design from the previous reports. If the TMCC Information Center is hosted within an existing agency with a data center then many of the equipment costs and maintenance costs will not be needed. The annual maintenance costs for equipment are assumed to be 20 percent of the capital cost. Table 4.3 Estimated Equipment Costs for TMCC Information Center Equipment Unit Cost Number of Units Total Capital Cost Annual Service/ Maintenance Cost Telephone System $50,000 1 $50,000 $10,000 Database Servers $10,000 2 $20,000 $4,000 Web Servers $8,000 2 $16,000 $3,200 Work Stations $1,500 2 $3,000 $600 Desktop Computers $1,000 2 $2,000 $400 Network and Peripherals $15,000 1 $15,000 $3,000 Equipment Installation $24,000 1 $24,000 Printer, Copier $1,500 1 $1,500 $600 Total $131,500 $21,800 4-2 Cambridge Systematics, Inc.
Furniture Costs For the purpose of this implementation plan, it is assumed that furniture will be needed. The furniture costs are shown in Table 3.4. Table 4.4 Estimated Furniture Costs for TMCC Information Center Furniture Type Unit Cost Number of Units Total Capital Cost Desk $500 2 $1,000 Desk Chair $200 4 $800 Side Chair $50 2 $100 Book Shelf $200 2 $400 File Cabinet $100 4 $400 Cubicle $2,000 2 $4,000 Miscellaneous $200 4 $800 Total $7,500 Additional Operating Costs Annual costs for office supplies can be estimated be about $1,000. Annual floor space rental cost is expressed as an amount per square foot. Renters are commonly charged for the actual space they use plus a percentage of common space and this rate typically includes utilities and janitorial services. The estimate for the actual floor space needed, from Table 2.1, is 316 square feet. A conservative estimate of the space that the TMCC Information Center would be required to pay for is about 500 square feet. The current annual cost of office space in downtown Atlanta is in the range of $20 per square foot annually. Therefore the estimated annual office rental cost is $10,000. The TMCC Information Center will also need to pay the host agency for support services such as IT support, payroll, and accounting services. An estimated annual cost for these services is $5,000. There should also be a budget item for training and staff professional development. This includes training on software, management training, professional society dues, and conference attendance. For three staff this is estimated to be $5,000 annually (Table 3.5). Cambridge Systematics, Inc. 4-3
Table 4.5 Additional Operating Costs Item Annual Operating Cost Office Supplies $1,000 Office Space Rent $10,000 IT Support Services $5,000 Training and Professional Development $5,000 Total $21,000 Summary of Costs Table 3.6 is a summary of the estimated costs for the initial (first year) operations of the TMCC. In subsequent years of operations the major cost increases are expected to be a 5 percent annual increase in employee costs and occasional increases in office rent. Table 4.6 Summary of Estimated Costs of the TMCC Information Center Cost Item Capital Cost Annual Cost Employee Cost $216,300 Database Software $10,000 $6,000 Equipment $131,500 $21,800 Furniture $7,500 Office Supplies $1,000 Floor Space Rental $10,000 Support Services $5,000 Training/Professional Development $5,000 Total $149,000 $265,100 4-4 Cambridge Systematics, Inc.
5.0 Estimated Funding Availability Funding for the TMCC Information Center has two tracks. The first track is the short-term availability of DOT funds for development of a demonstration project. This funding source requires a local match of 20 percent, and then covers both capital costs of start-up and annual maintenance costs for a period of two or three years, as specified in the DOT Phase II grant application materials. Following the initial demonstration funding, another funding source will be needed to maintain the Information Center and to build on additional subsystems to the TMCC. The TMCC is eligible for funding under DOT Federal Transit Administration (FTA) funding sources, including: Section 5310 for Mobility Management which requires 80/20 Federal/local split; Section 5311 for capital expense which requires 80/20 Federal/local split, but only in the rural portions of the 18-county MPO area; Section 5316 Job Access Reverse Commute (JARC) which requires 80/20 Federal/local split for capital expenses, 50/50 Federal/local split for operating expenses, and 10 percent of the total funds allocated can be designated or used for administration cost which is funded at a 100 percent; Section 5317 New Freedom which requires 80/20 Federal/local split for capital expenses, 50/50 Federal/local split for operating expenses, and 10 percent of the total funds allocated can be designated or used for administration cost which is funded at 100 percent; and Section 5307/5340 funds, however, ARC currently passes their Section 5307/ 5340 funds to the TPB. Identification and commitment of funding for the local match requirements required for the DOT Phase II grant application, as well as the longer-term Federal and local funding sources are still needed. It is anticipated that funding commitments will be developed as part of the regional coordination planning process using the HST stakeholder groups that have been established to meet the requirements of United We Ride/Mobility Service for All Americans. Cambridge Systematics, Inc. 5-1
6.0 Implementation Schedule There are many steps required to implement the Atlanta Regional TMCC Information Center. This schedule assumes that the existing AAA ESP database will be used and updated to include all needed information on HST services and providers. The transition from the existing ESP database to the TMCC HST database will be conducted by the ESP vendor. There are no other interfaces with existing systems required. The following list of steps is in priority order and chronological sequence. 1. TMCC Information Center host agency is determined. To date, discussions have been held with ARC and the United Way 211 program although we do not yet have a secure commitment regarding hosting the TMCC. Other agencies may also be considered. 2. The available Federal or state funding source, as well as a source for required local matching funds, is determined. 3. A TMCC Board as a legal entity to receive and spend funds and sign contracts is formed. 4. The needed funds are obligated through the Human Services Transportation Coordination process. 5. TMCC Board signs agreements with a host agency for floor space, accounting functions. IT support and other support. 6. TMCC Board hires the TMCC Information Center Program Manager. 7. Program Manager prepares the initial TMCC Information Center budget and obtains approval from TMCC Board. 8. Program Manager purchases software, equipment, furniture, and other needed supplies. 9. Program Manager develops media and public outreach plan to promote TMCC use and to develop a base of support from HST users. 10. Program Manager hires Database Manager. 11. Program Manager authorizes the database provider to update the ESP database. 12. Program Manager hires the Call-Taker. 13. TMCC Information Center arranges for equipment and software installation. 14. Program Manager authorizes and conducts equipment and software training. Cambridge Systematics, Inc. 6-1
15. TMCC Information Center conducts testing for two weeks prior to Go Live operations. 16. TMCC Information Center Operations initiated (Go Live operations). The testing phase was described in the Systems Requirements document. The ESP vendor will conduct testing prior to installing the database in the TMCC. After installation the TMCC staff will conduct testing for two weeks in step 14 above. Figure 5.1 shows the anticipated timeline for these implementation steps. 6-2 Cambridge Systematics, Inc.
Figure 6.1 TMCC Information Center Implementation Schedule Month Task 1. Determine host agency 2. Determine available funds 3. Set up TMCC Board 4. Obligate funds 5. TMCC Board signs agreement 6. Program Manager hired 7. Prepare initial budget 8. Purchase equipment 9. Hire Database Manager 10. Database update 11. Hire call-taker 12. Install equipment 13. Conduct training 14. Conduct practice operations 15. Initiate operations 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 Cambridge Systematics, Inc. 6-3
7.0 TMCC Information Center Performance Measures Performance measures have many uses including to provide information to decision-makers, provide information on the benefits of a program to its users, provide information to program managers to improve the program, and to assess the performance of individuals within a program. There are two types of performance measures: 1) outcome measures that provide information on the benefits of the program to its users or to the public and how well a program is delivering the intended services, and 2) output measures that provide information on program services levels and coverage. Examples of common output measures for a call center may include the number of calls received and the number of persons served. Common outcome measures for a call center are such measures as the percent of requests that were fulfilled or customer satisfaction with the program. The Atlanta Regional TMCC Information Center, under the guidance of the DOT, proposes to collect and report a number of performance measures for showing program benefits and assessing program performance. The following list is output measures and the sources of the data to be collected that should be considered in order to assess program performance: Number of calls received telephone system; Number of calls made telephone system; Call length (minutes) telephone system; Number of abandoned calls telephone system; Number of persons served operator log; Type of requests operator log; Number of trip requests operator log; Number of trip requests passed to a service provider operator log; Number of trip requests unfilled and reason for failure operator log; Number of follow-up calls operator log; Number of trips completed based on follow-up calls operator log; and Number of trips not completed and reason based on follow-up calls operator log. Cambridge Systematics, Inc. 7-1
The data collected for the output measures will provide a wealth of information to the region s HST providers. For example, tracking the reasons that trip requests were not filled will indicate the geographic areas not well served, hours not served, specialized trips not served (e.g., wheelchair lifts not provided) as well as origins/destinations of the HST customers. Each of these data points are key inputs to identifying gaps and developing enhanced service. Additionally the follow-up calls will provide information on trips that the TMCC thought would be served but were not, why these trips were not served, and what information in the database may be out of date. Several outcome performance measures will also be tracked by the TMCC Information Center, including: Percent trip requests filled follow-up calls; Percent trips completed follow-up calls; Completed trips per dollar spent; and Customer satisfaction with both the TMCC Information Center and HST services in general. It must be noted that an annual or semiannual customer survey conducted by a professional survey contractor is recommended for the TMCC Information Center Program. It must also be noted that the FTA performance measures developed by SAIC were reviewed. It was found that the measures listed for data collection are for vehicle operations and service providers. The Atlanta Regional TMCC Information Center will not conduct operations so the suggested measures are not included this phase. Future phases of TMCC development will collect and report the suggested measures when the TMCC becomes a service provider. 7-2 Cambridge Systematics, Inc.