IT Strategy Case Study

Antelope Valley Transit Authority
IT Strategy Plan
1111 Superior Avenue, Suite 1330

Cleveland, OH 44114
Tel: (216) 621-8977, (216) 621-8968
Fax: (216) 621-8972
March 28, 2005

Draft for discussion purposes only
Executive Summary
RNR Consulting developed an Information Technology Strategic Plan for the Antelope Valley
Transit Authority to support the organization’s objective of utilizing information technology to
execute organizational and business processes. The Information Technology Strategic Plan
serves as a road map to provide AVTA with a methodology to achieve not only this objective,
but also to help it achieve its overall vision of being the “best transit authority in the United
States, serving the community with safe and secure rides, and providing the best service possible
to the community.” The IT Strategic Plan includes the initiation of information technology-
related activities that focus on supporting all agency departments by implementing efficient
systems, providing seamless integration, and dispensing accurate information throughout the
agency. The IT Strategic Plan aims to enhance the efficiency of current processes and
applications by automating processes and implementing information technology initiatives and
systems that will help AVTA maximize customer satisfaction and achieve its vision.
Currently, the Authority faces a number of critical issues that directly impact the operations of
the organization and its ability to serve the community efficiently including manual processes, a
lack of documented procedures and policies, the underutilization of existing technology and
systems within the organization, and the lack of information technology staff and IT-related
policies for the organization. The Authority currently executes a number of processes manually,
which results in redundancy of efforts, increases the probability of errors and inaccurate data,
and contributes to inefficiency in the utilization of human and technological resources.
Furthermore, a number of procedures and policies are not documented. This could potentially
result in loss of knowledge if there is turnover within the organization or lead to employees
executing processes in disparate methods, which may lead to incongruent data or inconsistent
information being collected. The combination of manual processes and the lack of documented
procedures contribute to a lack of tangible audit trails, which further lead to a lack of
accountability among employees within the organization (AVTA & MV). Furthermore, existing
technology and software applications currently existing within the organization are underutilized.
Applications such as Collective Data and Fuel Force are only being utilized from 4 to 9% of their
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full capability. This further exacerbates the inefficiency of the execution of processes within the
organization and hinders the delivery of timely information and reports to management, which
impinges upon management’s informed decision making capabilities. Also, there is a lack of
information technology policies and procedures as well as a lack of information technology staff
that could serve the organization which further contributes to the underutilization of technology.
If the staff could refer to an in-house expert on information technology, existing technology
systems could be better utilized by the staff because they would have a resource whom they
could immediately contact for help with the system. Also, information technology systems could
be maintained and upgraded more readily by an IT Director or database administrator.
Furthermore, this individual (IT Director or database administrator) could develop a clear set of
IT-related policies and procedures for AVTA employees to follow. This would help establish
how information technology is to be used within the organization and the protocol for such
utilization of technology within the organization.
Thus, RNR Consulting formulated the IT Strategic Plan to help address these issues and
delineate the steps necessary to achieving the overall goals and objectives of the organization.
The implementation of automated and integrated systems would allow AVTA to eliminate
manual and redundant processes, provide detailed audit trails to management which would
increase accountability of staff, generate real-time data and reports to management which would
enhance their decision-making ability, more effectively utilize existing technology available in
the marketplace, and provide the technological infrastructure necessary to serve the community
more efficiently and effectively. Furthermore, the presence of information technology staff and
IT-related procedures would help facilitate the implementation of these systems and provide
assistance to the staff as these systems ‘Go Live’ throughout the Authority. Therefore, an IT
Strategic Plan illustrates not only the benefits which could be derived from the automation of
systems, but also understand specifically how such a plan could improve the infrastructure
necessary to better serve the community.
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Activities Conducted
The activities conducted helped formulate a comprehensive view of the Information Technology
Strategic Plan from a people, process, and technology perspective. Interviews, FTE analysis,
shadowing activities, and organizational structure analysis delineated how people are being
utilized to execute the processes of the Authority. These activities also highlighted potential
areas for reallocation of resources. “As-Is” and “To-Be” process maps helped analyze how
processes are currently executed and areas for potential streamlining, automation, and efficiency
gains. The development of IT policies and procedures, systems audit, hardware infrastructure,
mapping of network architecture, application architecture, and gap analysis of IT systems and
processes helped depict how technology is currently utilized by the Authority and where
technology could most impact the functions and business processes of the organization. Overall,
benchmarking, SWOT analysis, and the formulation of the action plan then supplemented the
findings of the individual activities to help RNR Consulting develop the IT Strategic Plan for the
organization. The individual activities conducted included the following:
1. Conducting interviews with key managerial personnel and employees
2. Conducting FTE analysis of management at AVTA and MV transportation
3. Developing “As-Is” process maps for critical processes
4. Conducting shadowing activities to identify actual operations and processes and further
understand how people are utilized to execute such organizational business processes
5. Proposing “To-Be” process maps for critical processes
6. Developing IT policies and procedures
7. Analyzing organizational structure
8. Performing systems audit of critical existing applications
9. Delineating hardware infrastructure
10. Mapping network architecture
11. Depicting application architecture
12. Performing gap analysis of IT systems and processes
13. Conducting benchmarking activities across similar sized organizations
14. Conducting SWOT analyses
15. Developing IT Strategic Plan and action plan
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1. Interviews
RNR Consulting conducted interviews with the management and staff of AVTA and MV
Transportation. The interviews with AVTA management provided insight about employee views
and opinions of the mission/vision of AVTA, the issues faced by different departments, and MV
Transportation’s performance at different levels of service, operations, and maintenance. The
overall perception of AVTA employees regarding processes, procedures, and MV
Transportation’s performance were similar. This helped RNR Consulting initially obtain
qualitative data regarding employee viewpoints about the current state of AVTA and the
utilization of information technology, what they wished to have in terms of information
technology systems, and initially identify and review the personnel involved in processes.
(Please review the Interviews tab for more detail.)
2. FTE Analysis
FTE analysis of AVTA and MV Transportation management personnel were conducted to
delineate the current resource utilization and work efficiency within the agency and compare the
actual job duties performed versus their published job duties and responsibilities. FTE analysis
depicts what percentage of a typical eight hour day is allocated to various job tasks. This activity
helped us understand how time is currently allocated to the processes executed on a daily basis.
Furthermore, these analyses provided data on how new systems could potentially lead to
efficiency gains by reducing the amount of time allocated to manual processes. (Please review
the FTE analysis tab for more detail.)
3. “As-Is” process maps

In order to systematically review and evaluate current processes, RNR Consulting developed
“As-Is” process maps describing key processes conducted by various departments of AVTA. A
process map graphically illustrates the sequential steps involved with each process as well as the
personnel and documents involved in executing various processes. The process maps not only
depict current processes, but also help identify bottlenecks and redundancies in the process. We
developed “As-Is” process maps for key processes across the agency including bus pass
ordering, processing complaints, DVI, grants, inventory management, invoicing, operations with
and without road calls, paratransit dispatching, pass sales, payroll, human resources, scheduling,
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and servicing and detailing process. (Please review the “As-Is” process maps tab for more
detail.)
4. Conducting shadowing activities

Shadowing activities were conducted to identify gaps between stated procedures and actual
procedures performed by MV employees. RNR Consulting shadowed employees in order to
further analyze how employees are utilized by the organization to execute business processes.
This activity helped delineate the reasons why policies and procedures may not be followed. This
helped us understand further the reasons for the breakdown in processes and redundancies in
existing processes. The findings of the shadowing activities have been depicted on the “As-Is
process maps.
5. “To-Be” process maps

RNR Consulting analyzed the “As-Is” process maps extensively to develop the “To-Be” process
maps. We formulated “To-Be” process maps to illustrate how processes currently executed by
various departments could be potentially streamlined by eliminating redundancies and
automating processes. “To-Be” maps not only simplify the process but also make the processes
more efficient and cost effective by eliminating redundant steps and repetitive manual entry.
Furthermore, “To-Be” process maps ensure that adequate audit checks and controls are put in
place from a control standpoint. “To-Be” maps illustrate how the process will be compressed
with the help of an automated new system/application as compared to the current processes. We
developed “To-Be” maps for processes such as the inventory level process, requisition request,
operations with/without road calls, payroll, bus pass ordering, inventory management, and
invoicing. These maps allow management to evaluate and visualize how the prospective system
will measurably streamline existing processes. (Please review the “To-Be” process maps tab for
more detail.)
6. Information Technology Policies and Procedures

Currently, AVTA does not have IT policies and procedures in place. The current lack of
documentation of IT policies and procedures hinders the ability of staff and/or new hires to
receive information on procedures or policies. This may lead to increased training time for the
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most basic of operations thereby utilizing manpower and IT resources. As AVTA is in the midst
of various technological upgrades and implementations, we believe that it is imperative for the
agency to have defined policies and procedures that would aid the transition of the Authority to
multiple integrated systems. The information technology policies and procedures for AVTA
detail development and implementation of information security policies, standards, controls,
procedures, and practices defined in information technology resources in order to protect AVTA
IT resources. RNR Consulting formulated IT polices and procedures for E-mail management,
archiving, configuration, account administration, password integrity, Internet usage policy,
hardware/software procurement, system and data integrity, data backup policy, wireless
networking policy, and license management procedures. In order to safeguard significant agency
information and set standards across the agency, AVTA needs to implement these policies and
procedures in the short term and update them on a regular basis. (Please review the IT policies
and procedures tab for more detail.)
7. Organizational Structure Analysis

Based upon the interviews, job time studies, and ‘As-Is’ process maps, RNR Consulting
critically evaluated the human resource needs of the agency from an IT perspective and how the
current organizational structure is utilized to achieve organizational goals and objectives.
Currently, the organization lacks an IT staff. We believe that AVTA needs one new full time
employee (an IT Director and/or a database administrator) to handle IT-related activities in the
short term and may be another after two to three years depending upon the execution of the IT
Strategy Plan. This would also eliminate the current IT duties of the Contract Compliance
Manager and Facilities Engineer and help them perform their current duties more effectively and
efficiently.
8. Systems Audit
The systems audit compares the potential usage and current usage of existing software
applications in AVTA. RNR Consulting conducted a comprehensive review of existing systems
currently utilized by department and assessed their functionality. This activity highlighted which
specific functionalities of the current systems are utilized and not utilized. It also helped us
identify why certain functionalities and modules in certain applications are not utilized. We also
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identified and reviewed key systems used by the departments to determine any potential
interfaces with other systems. (Please review the systems audit tab for more detail.)
9. Hardware Infrastructure
The hardware infrastructure provides a detailed inventory of the existing IT equipment used by
AVTA, including the operating system, RAM capacity, hard disk capacity, type of monitor,
server configuration, type of printer, fax machine, and copier. This activity helped us analyze
how the existing infrastructure would have to be modified to implement new systems.
Additionally, this helped us determine if there is efficient utilization of IT resources within the
Authority. This activity also helped us identify outdated computers and recommend upgrades
that would be compatible with the technology AVTA plans to implement. (Please review the
hardware infrastructure tab for more detail.)
10. Network Architecture

RNR Consulting developed a detailed network architecture diagram to understand the network
topology in place at AVTA. The network architecture diagram depicts how each department and
workstation in each office is connected to existing servers and the type of wiring and switches
currently used. This activity was undertaken to understand networking issues that AVTA might
currently face and potential networking problems AVTA may face with new systems and
applications being implemented. Furthermore, it is starting point for potential vendors of new
systems to analyze how their systems will affect AVTA’s network. (Please review the network
architecture tab for more detail.)
11. Application Architecture

RNR Consulting developed an application architecture diagram to understand the various types
of applications used by the different departments in the agency. This activity helped us
understand if the applications used were stand-alone systems or if they were interfaced with each
other. It further helped us understand if the same information was manually entered in different
departments due to the lack of interfaces among applications. The application architecture
diagram also depicted which department relies on which applications. (Please review the
application architecture for more detail.)
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12. Gap Analysis

RNR Consulting conducted a detailed gap analysis of the existing applications used at AVTA.
The analysis identified areas in each department where processes were manually performed. This
helped us identify potential areas where activities could be automated. The gap analysis also
identifies functionalities in existing applications that are not effective and recommending
appropriate action steps. (Please review the gap analysis tab for more detail.)
13. Benchmarking
RNR Consulting conducted benchmarking activities to compare and analyze where AVTA was
in terms of technology applications in relation to similar sized transit authorities in the United
States. The benchmarking activity conducted helped elucidate how technology is currently being
utilized by other similarly sized transit authorities to accomplish business processes. (Please
review the benchmarking tab for more detail.)
14. SWOT Analysis

RNR Consulting developed a Strengths, Weakness, Opportunities and Threats matrix based on
the analysis of AVTA operations and procedures. It explains the weaknesses and threats AVTA
currently faces which are to be eliminated. This activity explains how the strengths could be used
to leverage and capitalize on the opportunities present at AVTA in consideration of the IT
strategy plan. (Please review the SWOT analysis tab for more detail.)
15. Information Technology Strategic Plan and Project Profiles

Based on the interviews, job time studies, analyzing the processes, and current systems and
network at AVTA, RNR Consulting developed an information technology strategy plan, which
delineates the various initiatives AVTA needs to undertake in the short, medium and long term.
The strategy plan depicts the different software systems that need to be implemented, and the
project profiles provide a detailed explanation of each project’s scope, rational & benefits,
potential risk associated with each project, the action steps that need to be followed for
successful implementation of the project, and the factors to be considered during implementation
of the project. The project profiles provide an estimated time line for completion of each project.
The IT strategy plan and project profiles were created in conjunction with achieving the ultimate
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vision and goal of the Antelope Valley Transit Authority. (Please review the project profiles tab
for more detail.)
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INTERVIEW TRENDS
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Interview Trends
RNR Consulting conducted interviews with the management and staff of AVTA to evaluate their understanding of the vision/mission
of the organization as well as their views on areas such as management, MV Transportation, employee morale, utilization of
resources, and processes. The interview trends delineate the views of AVTA employees across the organization. Sample quotes are
also detailed to provide a representation of the range of comments raised during the interview process.
Number Area Finding Sample employee testimonials and quotes

1 Management The management of AVTA is directed “Some problems are policy driven; they need to be
towards the mission of making AVTA the rethought on.”
best transit authority in United States. They
believe that since AVTA is a small transit “Every area is a grey area, since the company has
authority it is easier to achieve this goal. grown organically; they have provided solutions to the
problems as the needs arose.”
“AVTA has very good customer service; management

has really promoted to have the absolute best.”
2 Mission/Vision Management also believes that AVTA’s “We want to make AVTA the best transit authority in
mission is to serve the community and aid United States, being a small transit authority it is even
commuters by providing daily transportation more possible.”
in a safe and secure manner.
“AVTA’s goal is to serve the community.”
3 AVTA’s view AVTA’s staff also believes that MV “AVTA has not been pleased with MV in the last six
of MV Transportation does not perform per the to seven months—in respect to maintenance, drivers,
Transportation requirements stated in the contract and dispatches.”
agreement. The differences include areas
such as operation level, maintenance level, “It is a combination of management and line staff that
and proper data delivery. is a problem. The biggest problem is that they (MV
transportation) don’t follow up.”
“MV is driven by the bottom line not by the quality of

service.”
“It would be ideal if they have a contract like Phoenix

and ATC.”
“Most of the times the data received from MV is not

accurate, there has to be a procedure in place to tackle
that.”
“Most of the times the rider data from MV is incorrect,

most of the time goes in correcting the data.”
4 Employee All of AVTA’s employees believe that “I can also inspect the buses to make sure that buses
morale AVTA is a close knit organization. Though are set to hit the road. It is not in the job description
employees carry different positions in the but I will do it because it is a small organization and
organization, each of them performs tasks everybody does everything.”
beyond the area of their job responsibility.
Basically when it comes to do a task, the “The group (AVTA) has the highest level of
attitude is to “do what it takes to get the job dedication, do what it takes to be done.”
done.”
“The staff at AVTA is as committed as there can be.”
“AVTA is like a teenager (14 years) with growth

prospects.”
5 Utilization of Employees believe that technical resources “APC would be a dream”
technical are not being utilized to an optimum level.
resources
6 Process The staff believes that processes need to be “Interface between dispatch and maintenance is really
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automated; currently, there are a significant an issue now. The ultimate aim is to provide the best
number of processes which are manually customer service.”
executed. “As far as purchasing is concerned, they purchase as it
goes.”
“There is no fixed/standard purchase vendor.”
“They buy expensive stuff than cheaper. On contractor

(MV) side they prefer to buy cheaper stuff.”
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s
Vision
cu
fo
in
e
nc
re
ffe
Di
• There is a disconnect between AVTA and MV Transportation.

• MV is a for-profit organization versus AVTA, which is a not-for-profit organization driven by its goal to achieve a high
level of service to the community.
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FTE ANALYSIS
FTE Analysis: Administrative Assistant
Administrative Assistant
6.25%
18.75%
Administrative
Customer Service
Planning
75.00%
Subdivision of activities mentioned above
Assisting Executive Director
Scheduling daily meetings

10%
6% 24% Generating reports
Handling correspondences
9%
Processing bus passes
Handling complaints
8%
11% Filing paperwork
Board meeting arrangement

13%
14% Managing office supplies
5%
• The Administrative Assistant allocates considerable amount time everyday in handling

bus pass requests and customer complaints. This job function should be delegated to the
customer service department as they are ultimately responsible for ensuring timely bus
pass delivery and good customer service.
• The Administrative Assistant could re-allocate this time to planning, coordinating, and
managing on-going projects and programs.
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Analysis:
To be performed activities Activities not originally planned
1. Plan, coordinate, and manage special and 1. Process and filing bus pass paperwork
on-going projects and programs 2. Record and follow up customer complaints
Duty Functionality Duration

Office work for Executive
Director Administrative 4.5 Hours
• Assisting Executive
Director
• Scheduling daily
meetings/schedules
• Generating reports
• Corresponding and
filing
Bus passes/customer
complaints Customer Service 1.5 Hours
• Processing bus passes
• Filing bus pass
paperwork
• Recording complaints
• Following up on
complaints
Board Meeting arrangement
• Working on board Administrative 1.5 Hours
packet
• Managing logistics for
board/TAC meeting
General office work
• Managing office Planning 0.5 Hours
supplies
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FTE Analysis: Public Information Officer
Public Information Officer
25.0% 25.0%
Planning & Development

Marketing
Personal relations
Website management
12.5%
37.5%
Developing marketing
budget
Special projects
10% 14%
Advertising: Radio/TV
Creating scripts
15%
10% Preparing brochures/flyers
Public spokesperson
8% Attending meetings
14%
Website management
5%
File management
15% 9%
• The job time study of the Public Information Officer depends on the time of the year
and the priority of the job function. The tasks cited above entail the Public Information
Officer’s scope of duties and responsibilities.
• The Public Information Officer meets the safety team and bus operators once a month to
provide guidelines to the bus operators on how to interact effectively/politely with
customers.
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• The Public Information Officer performs website management on a regular basis which
does not entail her job description. This time could be utilized to provide assistance to
improve the service and marketing efforts of AVTA.
Analysis:
1. Coordinate the sale and maintenance of 1. Work on website update from time to time.
AVTA advertisement bus panels 2. Update data files and add new information
on the website

• Develop marketing
budget for the year Planning and development 2 Hours
• Work on special
projects
Advertising & Press Releases

• Radio Marketing 3 Hours
• Television
• Brochures, flyers and
other sources
• Write commercials and
scripts
Public Relations
• Work as a public Personal relations 1 Hour*
information officer
• Represent AVTA in
public meetings and
social events
Design and web management

• Work on website Website management 2 Hours
update occasionally
• Updating data files
• Adding new
information to the
website
* This activity takes precedence when there is a social event or public meeting, and the time
frame could exceed the specified hours.
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FTE Analysis: Finance Assistant
Finance Assistant
37.50%
45.00% Administrative
Human resources
Accounting and Finance
17.50%
Manage employee benefits
Special projects
10% 10% Review Policies

8%
13% Research for grants
13% Reporting and file management
15% Pass sales and invoicing
14% Accounting activities

17%
Vendor Management
• The Finance Assistant conducts a number of financial activities daily that are manually
driven and take considerable time. If processes were automated, significant time could
be saved or allocated to other duties or responsibilities.
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Analysis:
2. Procure office supplies at or below a set

dollar rate

Human resources duties
• Manage payroll Human Resources 1.4 Hours
operations
• Compensation and
employee benefits
• Special projects
Administrative and operative

policies Administrative 3.6 Hours
• Update and review of
policies
• Assist Finance
Manager in finance-
related activities
• Update and file reports
• Research for grants
Accounting and Finance

• Research various Accounting and Finance 3 Hours
accounting software
• Coordinate with MV
customer service and
pass sales vendors with
regards to pass sales
• Update, review, and
finalize purchase log
information, and make
payment to vendors
• Check and review
invoices received from
MV transportation
• Work with external
accountants for reports
and accounting issues
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FTE Analysis: Senior Analyst
Senior Analyst
25.00%
Research and development
Analysis and auditing
31.25%
Sub division of activities mentioned above:
13%
19% Invoice Analysis
Data Analysis
13%
Coordination with MV
Transportation
Project Assistance
6% 19% Outreach program representation
Meetings
Administrative paperwork
6%
24%
• Note: The Senior Analyst is the representative for AVTA at MTA. She attends MTA
meetings once a month.
• The Senior Analyst allocates significant time everyday resolving the discrepancy in data
provided by MV transportation. This job function can be eliminated if data is generated
and verified using a software application. This will also streamline the process and save
time for AVTA as well as MV transportation.
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Analysis:
1. Manage staff engaged in monitoring 1. Proofread papers and reports for AVTA
operational contract compliance of staff
operator, monitoring efficiency of transit
system and customer service
2. Develop and oversee the distribution of
discount and courtesy passes to increase
ridership by targeted areas
3. Maintain bus stop sign and amenity log
4. Oversee periodic system inventory of bus
stops

Invoices and receipts
• Reviewing all reports
and invoices for
transit, para-transit,
and commuters sent by
MV transportation Analysis and Auditing 3.5 Hours
• Reviewing service log
• Resolving issues
related to discrepancy
of data with MV
transportation
Projects
• Reviewing new and
existing projects:
o Assisting in
Route Match
upgrade
o Marketing and
public
information
about GFI
system and Research and development 2.5 Hours
swipe cards
o Outreach
program:
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Extending user
community for
the paratransit
program
• Co-coordinating and
assisting colleagues at
AVTA in different
projects, such as
assisting in developing
brochures, assisting in
ITS implementation
Management
• Attending daily Administrative 2 Hours
meetings
• Analyzing, auditing
and proofreading
papers and reports for
AVTA staff
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FTE Analysis: Facilities Engineer
Facilities Engineer
12.50% 12.50%
Administrative
Supervisory
25.00%
Information Technology
Support
Procurement
50.00%
Generating reports
5% 6% Documenting assets
8% 6%
Updating facilities record
Inspecting facility
13% 14%
Software management
Troubleshooting equipment
Monitoring system
11% performance
Vendor management
22%
Hardware/Software
15% procurement
• The Facilities Engineer allocates considerable time to troubleshooting IT-related issues,

repairing hardware systems, and updating software across the organization, which is not a
part of his job description. This time could be utilized in performing facilities
maintenance and repair.
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Analysis:
2. Troubleshoot equipment
3. Load software in systems
4. Monitor on-time systems performance
5. Repair hardware systems

Administrative
• Generating reports on Administrative 1 Hour
daily IT operations of
the agency
• Documenting asset
inventory
• Documentation of IT
hardware/software,
such as software
updates, hardware
purchases, etc
Inspection
• Inspecting the facility Supervisory 2 Hours
• Writing reports in case
of any findings related
to the facility
• Taking pictures and
uploading them for
records
• Fixing broken systems Information Technology 4 Hours
• Loading software support
• Monitoring systems
performance
• Troubleshooting
equipment
Management
• Communicating with Procurement 1 Hour
vendors
• Purchasing IT
Hardware/Software
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FTE Analysis: Contract Compliance Manager
Contract Complaince Manager
0.63%
12.50%
Research and development
18.75%
Contract complaince
Managerial
25.00%
Service log review
Vendor management
9% 10% Facility inspection

8%
9% Documents review
Project research
6%
Implementation: special
11% projects
Analysis: real time efficiency
11%
Hardware/software
management
8%
Troubleshoot: IT issues
14% Supervise Facilities Engineer

14%
• The Contract Compliance Manager performs bus inspections every two weeks which
last up to 5 hours.
• The Contract Compliance Manager also represents AVTA in outside meetings and
conferences.
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• The Contract Compliance Manager has to troubleshoot IT related issues on a daily basis
which is not a part of his job description. This time could be re-allocated to perform
contract compliance activities to inspect and improve operations performed by MV
transportation.
Analysis:
1. Monitor and verify all necessary safety and 6. Install update and review
training activities. Verify contractor hardware/software
maintains a sensitivity and empathy- 7. Troubleshoot equipments and other IT
training program related problems
2. Coordinate with the Planning Manager to
establish a five and ten year plan for
vehicle procurement

Administrative
• Review service log
everyday to collect data
for previous day’s
switched out buses
• Review documentation on Administrative 3 Hours
road calls/pull outs
• Inspect the reports in the
event of issues/problems
• Communicate with
vendors and contractors
regarding different
proposals
Projects
• Research and analyze Research and development 2 Hours
upcoming projects
• Implementation of special
projects (e.g. ITS)
Contract compliance
• Security check of the Contract compliance 1.5 Hours
facility
• Inspect/analyze real time
efficiency and
performance of MV
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transportation
IT management
• Install, update and review Information technology 1 Hour
hardware/software support
• Troubleshoot IT issues
Operations
• Supervise the Facility
Engineer in his activities Managerial .5 Hours
• Coordinate job functions
with Facility Engineer,
for e.g. software updates,
hardware/software
procurement, etc.
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FTE Analysis: General Manager, MV Transportation
General Manager
12.50%
Administrative
Managerial
25.00% 50.00%
Planning
Team building
12.50%
• Currently, the General Manager allocates 50% of his time or approximately four hours
per day to administrative duties.
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Administrative
• Contact dispatch Administrative 4 Hours
regarding issues/problems
that they may have
encountered in the
previous shift
• Perform overview of the
payroll process
• Review timesheets of all
departments, and cross
check with department
heads to note any issues
or flags
• Communicate via emails
- 80% corporate
- 20% AVTA
• Attend meetings
- Organizational, board
- Staff
• Conference call with
corporate office regarding
projects and issues
Managerial
• Monitor the functioning Managerial 1 Hour
of processes under
operations, dispatch and
maintenance
• Meet department heads to
discuss issues
• Review reports from
departments: invoices,
personnel issues
Budgeting
• Prepare budget for the Planning 2 Hours
fiscal year
• Conduct cost analysis by
breaking cost into dollars
and cents
• Prepare task list
- 5 things to accomplish for
the day
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• Review and update

policies
• Motivating employees Team building 1 Hour

• Interact with staff
regarding issues and
problems
Page 32 of 217
FTE Analysis: Paratransit Manager, MV Transportation
Paratransit Manager
18.75%
37.50%
Administrative
Managerial
Planning
Troubleshooting
25.00%
18.75%
Currently, the Paratransit Manager allocates 18.75% of his time or approximately 1.5 hours/day
to troubleshooting, which represents significant time spent on troubleshooting.
Page 33 of 217

Administrative
• Review time sheets Administrative 3 Hours
and manifests
• Review previous day’s
data for verification.
Reporting
• Create reports through
route match
• Perform trend analysis
• Create new user
defined reports in route
match to aid in
reporting and analysis
• Generate four daily
reports to monitor ‘on-
time’ performance
Meetings
• Meetings with Planning 1.5 Hours
departmental heads
regarding current
issues and procedures
Managerial
• Monitoring paratransit Managerial 2 Hours
crew performance
• Dealing with
paratransit time-off
requests and overtime
• Daily performance
evaluation of
paratransit crew
Troubleshooting
• Teach/guide the Troubleshooting 1.5 Hours
paratransit crew to deal
with no shows and
other paratransit issues
Page 34 of 217
FTE Analysis: Maintenance Manager, MV Transportation
Maintenance Manager
12.50%
Adm inistrative
18.75% 43.75%
Managerial
Planning
Troubleshooting
25.00%
• Currently, the Maintenance Manager allocates 12.50% of his time to troubleshooting.
Page 35 of 217

Administrative
• Review DVIs from Administrative 3.5 Hours
previous day
• Review deferred DVIs to
make sure any serious
defect needs to be
addressed
• Review work orders from
previous day
• Inspect buses to check on
repairs and defects
• Respond to emails
• Handle employee
complaints
• Deal with ‘parts’
department issues
• Review timesheets from
previous days to check
the labor hour used
Managerial
• Inspect the shop floor at Managerial 2 Hours
the start of the shift
regarding activities/issues
during last shift
• Inspect the facility to
make sure physical
infrastructure is in order
• Supervise preparation
work for afternoon
pullout
• Supervise utilities and
maintenance crew
Planning
• Meet with the General Planning 1.5 Hours
Manager to review any
issues regarding
maintenance from
AVTA’s side
• Update General Manager
with regards to issues on
Page 36 of 217
the shop floor and

maintenance department
Troubleshooting Troubleshooting 1 Hour

• Help troubleshoot repair
jobs
• Help troubleshoot utility
crews job
Page 37 of 217
“As- Is” Process Maps
Page 38 of 217
LEGEND
Indicates Bottleneck in Process
Indicates Manual Entry
Indicates Redundancy in
Process
Indicates Manual Process
Page 39 of 217
“As-Is” Process Map for Bus Pass ordering
Start
Customer fills the bus pass

form online
Customer pays for the pass

using Credit Card
Yes Is the credit card No

accepted?
Administrative Assistant The customer buys the pass

receives the copy of the directly from the customer
application form in her email service counter or other Kiosk
inbox in the area
2 days
The form is checked for End

details, and data is input in a
database
The only form of

communication
with the customer
emails the reference number
right now is via
to the customer
email
All steps together

A copy of email document is form a bottleneck
filed for record because majority
of the process
can be
automated
through the
website
The Administrative Assistant
hand delivers the application
forms to MV front desk
A
“As-Is” Process Map for Bus Pass ordering
The customer service

2 days
department in MV mails the

buss pass to the customer
End
Page 41 of 217
“As-Is” Process Map for Handling

Customer Complaints
Start
Complaints via
Customer complaint is received email are directly
by MV customer service received by
department via phone Administrative
assistant in her
inbox
The call is forwarded to the

Administrative Assistant (also
responsible for complaints via
emails)
The complaint form has the
following data fields:
-Today’s Date
-Incident Date
-Time
-Route
-Bus number
Administrative Assistant fills out -Driver
the complaint form -Customer Name
-Contact Phone
-Customer Address
-Nature of incident
-Customer concern
-Call taken by
-Investigation results
Complaint form is hand -Action taken
delivered to MV operations -Handled by, date
department
Yes Is complaint resolved in No

72 hours?
Written response is sent to File is sent to Executive

AVTA: reason of complaint Director for review.
and action taken
Executive Director directly

Administrative contacts Operations manager-
Administrative Assistant MV Transportation to
Assistant tracks follows up with the customer
the complaints investigate the issue and gets it
by type, i.e. resolved
Commuter,
Transit, Para-
transit, Dial-a-
ride.
generates a report at the end
End
of every month and files it for
reference.
Page 42 of 217
“As-Is” Grant approval process map
Start
Finance Manager collates

This information is obtained
information about the grant
from FTA in advance
money for next fiscal year
Finance Manager along with

They calculate cost and
Finance Assistant calculates
allocate the budget for
the budget for upcoming
different projects.
projects
Other possible sources are

Grants are usually obtained ‘BOS’ and ‘MTA’ call for
from two sources of 5307 projects. The chances for
money approval of grants from
these sources are slim.
Local Lancaster Grants are also

UZA can provide obtained from LA
the grants UZA
The application is sent

back and forth for Finance Manager applies
1
preliminary reviews, online for grants
checks and
verifications. This is
done through local FTA
administration in LA
FTA sends the grant
application file to the
Department of Labor for
review
30-40 days
Yes No
Does Department of Labor
approve the grant?
Department of Labor sends

the file to Union
Organizations for approval
Page 43 of 217
“As-Is” Grant approval process map
Do Union Organizations No 1
approve the grant?
Yes
30-40 days
Once the unions approve the
grant, the file is sent to
Department of Labor to send
it to FTA
The grant is approved and

the organization is informed
by the local administrative
FTA office
Reimbursement can be
Finance Department files submitted only 3 days after
reimbursement for the the grant is executed. FTA
expenses already incurred. requires this time period for
file processing
Finance Manager manually

matches the line items with
the grants allocated before
sending the expense
reimbursement file.
End
Page 44 of 217
“As-Is” Invoicing Process
Start
What is the
invoice for?
Local Transit Commuter Paratransit
The bus operator also uses

the TIC sheet for recording
ridership information revenue
Bus operator informs collected for the day
Bus operators use TIC
dispatch via radio the Paratransit call takers
sheet to enter the start
time he leaves the yard book trips using Route
mile and end mile for
and the mileage when he Match software
each trip The bus
leaves the yard
operators enter
pick up time,
drop off time,
Dispatcher documents pick mileage and
the information in the Bus operators drop off drop off mileage Bus operators get copy
dispatch excel TIC sheet at the end of the when they pick of the manifest of the
spreadsheet in the day with dispatch up each trips for the day
shared drive passenger
Next Day
Bus operator informs Customer service

Bus operators drop of the
dispatch via radio the employee from MV
manifest with paratransit
time he actually starts Transportation picks up
office at the end of the
his route and the the TIC sheets from
shift
mileage at that time dispatch office
Dispatcher documents Customer service Call takers in the

the information in the employee accesses the paratransit office use the
dispatch excel commuter dispatch manifest sheet to enter
spreadsheet in the spreadsheet from the information in the Route
shared drive shared drive Match software
Call taker enters

the start time,
Bus operator informs end time, start Call taker goes into the
dispatch via radio the mileage and end verification menu in the
time he actually ends mileage of the route match software to
his route and the route. Call taker input the information
mileage at that time also enters the form the manifest sheet
actual pick time
and drop off time
of each
Dispatcher documents passenger
the information in the
dispatch excel
spreadsheet in the
shared drive
A D G
Page 45 of 217

The customer service
A D employee enters the mileage G
information and time
information in the commuter
dispatch spreadsheet
Bus operator informs Customer service Call taker finishes

dispatch via radio the employee manually entering all the
time he reaches the yard enters the information information in Route
and the mileage when he from the TIC sheets into Match and initials the
reaches the yard the commuter dispatch manifest
spreadsheet
Dispatcher documents Customer service

Call taker supervisor
the information in the employee accesses the
cross verifies if all the
dispatch excel commuter service log
information was entered
spreadsheet in the spreadsheet from the
correctly
shared drive shared drive
Next Day
MV Transportation’s Customer service Call taker

customer service employee manually totals supervisor
the number of hours from Was the
employee accesses the makes the NO
commuter dispatch information
spreadsheet from the required
spreadsheet for each entered
shared drive changes in the
route and enters it in the correctly?
route match
service log spreadsheet software
YES
Customer service Customer service
employee reviews and Call taker supervisor
employee manually initials the manifest sheet
cross checks if the enters the revenue
information entered was and leaves it for
information form the TIC customer service
accurate sheet into the service log employee from MV
spreadsheet Transportation to pick it
up
Customer Next Day

Was the
service
information NO
employee
entered At the end of the month
makes the MV Transportation
correctly? the customer service
changes customer service
employee prints out employee enters
reports from the Service information from manifest
log spreadsheet sheet into an excel
YES
spreadsheet in the
shared drive
Customer service
employee accesses the
service log spreadsheet The employee hand
delivers the reports to
MV Transportations
office manager Customer service
employee hand delivers
Customer service the manifest sheet to
employee manually totals AVTA’s Senior Analyst
the number of hours from
dispatch spreadsheet for
The office manager
each route and enters it
reviews the reports
in the service log
spreadsheet
B E H
Page 46 of 217

Senior Analyst
goes into the
verification menu
B E in route match H
The employee prints out the software to verify
GFI report for the day which the inputted
gives the ridership and information
revenue information for the
day
office manager
Is the makes the
Customer service Senior Analyst uses
information NO necessary
employee accesses GFI route match and
entered changes in the
computer reviews the information
correct? service log
spreadsheet
The employee enters this
information for each route
every day
Customer service
Senior Analyst
employee manually Was the
Finance assistant from contacts the call
enters the information NO information
AVTA accesses the taker supervisor
from the GFI report into entered
service log spreadsheet to rectify the
the service log correctly?
error
spreadsheet The employee prints out
reports of the vehicle miles
and revenue miles for the
month and the revenue
generated for the month
At the end of the month F
Senior Analyst finalizes
the customer service the number of hours
employee prints out and mileage and enters
reports from the Service it in the excel
log spreadsheet spreadsheet in the
shared drive
The employee hand

delivers the reports to Finance assistant from
MV Transportations AVTA accesses the
office manager excel spreadsheet from
the shared drive
The office manager I

reviews the reports
office manager
Is all makes the
information NO necessary
entered changes in the
correct? service log
spreadsheet
Finance assistant from

AVTA access the service
log spreadsheet from the
shared drive
Page 47 of 217
C F I
Finance assistant uses Finance assistant uses
information from service log information from service log
spreadsheet to calculate the spreadsheet to calculate the
variable cost amount cost
Finance assistant from Finance assistant from Finance assistant from

AVTA calculates invoice AVTA calculates invoice AVTA calculates invoice
amount based on local Finance assistant uses the amount based on amount based on
transit hours revenue generated from commuter hours paratransit hours
pass sales, coupon sales
and GFI revenue to generate
the invoice
Finance assistant Finance assistant uses

creates an adjusted information from pass The final invoice amount
invoice for Local transit sales spreadsheet and is entered in the final
for the month service log spreadsheet invoice spreadsheet
to calculate the revenue
generated for the month
The above information is

automatically entered
into the final invoice The final invoice amount
spreadsheet is entered in the final
invoice spreadsheet
The final invoice for the

month has all the cost
and revenue from Local
Transit, Commuter
Transit and Paratransit
The finance assistant

verifies the AVTA’s
invoice with MV
Transportations invoice
Page 48 of 217
NO Do both invoice YES

amounts match?
Finance Assistant cross

verifies with MV Finance Assistant makes
Transportation’s office the payment to MV
manager to find out the Transportation
discrepancy
End
Finance Assistant fixes
the discrepancy
Page 49 of 217
“As-Is” Process map for Pass Sales
Start
The finance assistant uses

an excel spread sheet to
track the number of passes
given out each month
Finance Assistant gives passes to be sold for the

following month to MV Transportation
MV Transportation collects the passes to be sold

Passes are sold during the
first three days of the month
and the last day of the
month
Passes are sold through Passes are sold through Passes are sold at the counter
Kiosks Vendors in AVTA
Passes are sold by MV

MV Transportation gives Customer buys passes
Transportation employees in
passes to vendors to be sold directly from AVTA office
different Kiosks
Kiosk salesman enters the

MV Transportation Office
money collected from pass MV Customer Service
Manager receives total
sales and number of passes employee enters the
number of passes sold by
sold in a sheet and gives it to information in a separate
each vendor and enters it into
MV Transportation customer excel spreadsheet
a separate excel spreadsheet
service employee
Customer Service employee

A B C
enter the information in a
separate excel spreadsheet
Page 50 of 217
“As-Is” Process map for Pass Sales
A C
Customer service employee Customer service employee

forwards the excel spreadsheet to forwards the excel spreadsheet to
the Office Manager the Office Manager
Office Manager combines all the

B information and comes up with
total pass sales and revenue for
the month
MV Transportation Office
Manager forwards the
spreadsheet to the Finance
Assistant
End
Page 51 of 217
“As-Is” Payroll Process
Start
Employees submit time

sheet to the Finance
Assistant
Finance
Assistant
enters the
vacation
information for
each employee
in an Excel
Finance Assistant manually spredsheet
enters the information in an
excel spreadsheet
Finance Assistant e-mails

the spreadsheet to external
accountants
External Accountants
process payroll checks
External Accountants mail

pay stub to AVTA and await
approval from AVTA Finance
Manager for direct deposit of
pay
Finance Manager approves

direct deposit
Page 52 of 217
“As-Is” Payroll Process
Finance Assistant gives the

employees the pay stub and
vacation information stub
End
Page 53 of 217
“As-Is” Operations without road calls
Start
The routes for bus operators

Bus operator arrives at yard are fixed, however, the
and proceeds to assigned buses are assigned by the
bus dispatcher
Bus operator performs pre Bus operator uses DVI

DVI inspection checklist and checks of each
item in the list after
inspection
Bus operator begins

scheduled route
Bus operator continues with

scheduled route
Bus operator completes

scheduled route and returns
back to yard
Bus operator completes post

DVI report
Bus operator drops white

Bus operator leaves yellow
copy of DVI report with
copy of DVI report in the bus
dispatch
Operations Department
Utilities Department
Page 54 of 217
Service employee drives the

bus to the fuel lane for
refueling the bus
Service employee refuels the

bus using fuel force system
Service employee enters the

following information in the
fuel force system: Service employee also
-Bus Number enters the date and mileage
-Mileage of the bus in a vehicle fuel
-Employees last four digits of log sheet
social security number
- Pump number
NO Does the system accept YES

the information?
Service employee places the Employee starts fueling the

system on bypass bus
1.
Page 55 of 217
A check list of the cleaning

activity to be done is posted
outside the utility
supervisor's room which is
not followed by the
employees
Employee starts to clean the
bus
Employee refuels and

cleans the bus
Employee based on his/her

own judgment decides
whether or not to take the
bus for washing
NO Is the bus taken YES

for a wash? The bus wash
system needs
be adjusted to
fit the specific
mode of transit
bus. This is
almost never
The employee drives the bus followed by the
The employee drives the bus
to the yard, parks it facing utility crew
to the bus wash facility
north
Y
Bus is washed
Utilities Department
Maintenance Department
Page 56 of 217
Assistant Maintenance
Manager (AMM) picks up all
DVI reports from dispatch at
the end of the day
AMM reviews all DVI reports
NO Are any problems listed by YES

the bus operator in the DVI
report?
AMM based on experience Collective

decides if bus needs to be data
repaired immediately application is
not used to
generate
work order
Lack of tracking
mechanism to follow
up on the repair NO Is the bus to be YES
repaired
immediately?
AMM manually creates a

AMM signs and files the AMM schedules the bus to
work order based on the DVI
report be repaired at a future date
report
End C
Page 57 of 217
Attaches the white

DVI report to the
work order
Assigns a mechanic to the

work order and leaves the
work order in the front office
of the shop floor
Mechanic collects the work

order and proceeds to pick
up the bus from the yard
Mechanic brings the bus to

the shop floor
Mechanic starts repair/

maintenance work on the
bus
NO Are parts YES

needed?
E D
Page 58 of 217
E D
Mechanic fills out a parts

Mechanic continues repair/
sign out sheet in the
maintenance work with the
inventory room and picks the
bus
parts he needs from the bins
NO Is the repair work YES

completed?
Mechanic hands over the Mechanic hands over the

work order to assistant work order to the assistant
maintenance manager maintenance manager
Accurate time spent by the

mechanic on a job cannot be
recorded
AMM enters in the work
AMM enters the time he
order for work to be
received the work order in a
completed in the next shift or
log
the following day
End AMM signs the work order

and DVI and keeps it for the
Maintenance Clerk to pick up
Next Day
Maintenance Clerk picks up

all the DVI’s from previous
night from the shop floor
Maintenance clerk does not

use collective data to enter
the information
Maintenance Clerk inputs
the information in an excel
spreadsheet and files the
hard copies of DVIs and
work orders
End
Page 59 of 217
“As-Is” Operations with road calls
Start
The routes for bus operators

Bus operator arrives at yard are fixed, however, the
bus dispatcher
Bus operator uses DVI

Bus operator does pre DVI checklist and checks of each
inspection item in the list after
inspection
Bus operator begins

scheduled route
NO Does bus operator YES

experience problems
with the bus?
Bus operator continues with Bus operator contacts

scheduled route dispatch via radio
End Dispatcher asks the bus

operator the nature of the
problem and his/her current
location
Dispatcher fills in the

information in a road call
information sheet
Page 60 of 217
Dispatcher calls the

maintenance department
and informs them of the road
call and the nature of the
problem
Maintenance department
assigns a mechanic to
handle the road call
The mechanic may or may Most of the times the

not pick up the road call mechanics do not pick up the
information sheet from the road call information sheet
dispatch office before leaving from the dispatch office
to attend the road call
Mechanic evaluates the

nature of the problem
NO Can the YES

mechanic repair
the bus?
Mechanic repairs the bus

Mechanic informs dispatch
and informs dispatch via
via radio that bus cannot be
radio after the repair is
repaired on road
completed
Dispatcher records the

information in a service Bus operator continues with
interruption log schedule route
B End
Page 61 of 217
Dispatcher also
sends a switch out
bus and the bus
operator continues
with the scheduled
Dispatcher sends a tow truck route
to the road call location to
tow the bus back to the yard
Tow truck tows the bus back

to the yard
Mechanic takes the bus to

the shop floor for repair
End
Page 62 of 217
“As-Is” Process for Paratransit dispatch
Start
Customer calls paratransit

customer service
Call taker answers the call

and asks the customer if he/
she needs DAR or Access
service
NO Does customer know YES

type of service he/she
requires?
Call taker asks the

customers first and last Customer informs the call
name to look up the type of taker the type of service he/
service in the Route Match she requires
Software
Can the call taker identify

the type of service from B
Route Match software?
Page 63 of 217
NO A YES B
Call taker reviews the

Call taker pulls up
eligibility file to identify if the
customer’s information in the
customer has applied for the
Route Match software
service
NO Has the customer YES

applied for the service?
Call taker informs the Call taker enters the

customer to apply for the customer information in the
service Route Match software
Call taker mails an Call taker accesses the Trips

application form to the module in the Route Match
customer software
End Call taker asks the customer

the time and location he/she
wants to be picked up
Call taker enters the

information in the software
Call taker clicks the

recommendation button to
view recommended times
given by the software
Page 64 of 217
NO Does the software YES

display recommended
times for pick up?
Call taker informs the

Call taker manually check for
customer of the available
available times
times
YES
Based on the customers

NO Does the call taker preference the call taker
find any available confirms trip
time for pick up?
Call taker gives the customer

a confirmation number
DAR customers are informed
about unavailability of time
and are asked to try a
different date
Even though there are no
available times the call taker
books the trip as ADA
End
regulations does not allow a
Access customer to be
denied a ride
YES Call taker books the

Is this an Access
customer for the requested
customer?
time
NO
Scheduling employee
towards the end of day
accesses the scheduling
Customer is declined a ride module Employee manually checks if
multiple passengers can be
picked up around the same
time
The employee manually

End checks if the Access
customer’s time can be
accommodated
Page 65 of 217
The following
day, if there
are any
cancellations
the Access
riders trip is Can the
covered, or NO employee YES
the Access allocate a
rider is picked time?
up late
The employee finalizes the

The ride is left unscheduled
time for the Access customer
The employee reviews all the

trips confirmed during the The employee
day calls the
concerned
customer and
gets their
approval
before
changing the
The employee manually trip times for
makes changes to the optimization
schedule to optimize the trips
Each operator
receives a
manifest sheet
with the days
schedule in it
The employee prints out a
manifest sheet and places it
in the bin
Bus operators pick up the

sheet and begin their
scheduled route
End
Page 66 of 217
The following
day, if there
are any
cancellations
the Access
riders trip is Can the
covered, or NO employee YES
the Access allocate a
rider is picked time?
up late
The employee finalizes the

The ride is left unscheduled
time for the Access customer
The employee reviews all the

trips confirmed during the The employee
day calls the
concerned
customer and
gets their
approval
before
changing the
The employee manually trip times for
makes changes to the optimization
schedule to optimize the trips
Each operator
receives a
manifest sheet
with the days
schedule in it
The employee prints out a
manifest sheet and places it
in the bin
Bus operators pick up the

sheet and begin their
scheduled route
End
Page 67 of 217
“As-Is” Inventory management process map
Start
A need for part arises
Mechanic goes to the parts

room
He enters the number of

parts taken and signs the
sheet
Mechanic signs for the part

in the sign out sheet
Next Day
Parts Manager collects all

signed out sheets from the
parts room
These steps delineate a lack

Parts Manager takes a count
of control in the inventory
of the parts signed out from
process
the bin
This is done on a excel

Parts Manager enters the
spreadsheet
parts count on the daily parts
list
Page 68 of 217
Parts Manager subtracts the

A
daily count of parts with the
master parts list
Parts are ordered at Parts

Managers discretion
This can be a
vendor with
Parts Manager contacts whom the
multiple vendors to get the maintenance
lowest price quote department has
purchased before
or a new vendor
After the price and

specifications are finalized,
the Parts Manager submits
the Purchase Order
Are the ordered parts

received?
Parts are given Yes No

bin number for
inventory
management
At times parts are
Parts are placed in the Parts Manager calls the back ordered and
shelves vendor to ship the parts are shipped in 2nd
or 3rd shipment.
Parts are recorded in the

master parts spreadsheet Vendor ships the parts
Page 69 of 217
Usually the invoice

is received 2-3
Parts Manager checks the
days after the parts
invoice against the packing
are delivered
list
Control issue: Same employee is responsible for

ordering, receiving and approving parts
Invoices are coded with

accounting codes
Invoices are recorded for

weekly expense reports
The parts manager manually

hands the weekly expense
report to maintenance clerk
for report generation
The report is sent to

Maintenance Manager for
review
Reports are filed for records

and future references
End
Page 70 of 217
“As-Is” process map for fixed route

scheduling & dispatching
Start
Operations Manager Routes are prepared every

prepares the schedule of all six months
routes using excel
spreadsheet
Bidding is done in the

presence of operations
Bus operators bid for routes manager and union
on the basis of seniority representative
Operations Manager stores

the scheduling information
on the shared drive in excel
spreadsheet
The schedule is hand

delivered to dispatch
Bus operators continue on

scheduled routes
No Does a need for Yes Time-off request

vacation arise? should be
submitted by
Wednesday
before noon, one
Bus operators submit time week in advance
off request to operations
manager
Page 71 of 217
“As-Is” process map for fixed route

scheduling & dispatching
Operations Manager collects

the time off requests
Two stand by
drivers are
present. Existing
drivers are paid
overtime if they
are assigned shift
The Operations Manager
reviews the schedule
No Can Operations Yes

Manager allocate time
off request?
Time off request is not Operations Manager

approved approves the time off request
Operations Manager
Bus operators continue on
reschedules using excel
scheduled routes
spreadsheet
Operations Manager
forwards the shift
End
acknowledgement receipt to
dispatch
Bus operators do
Shift acknowledgement
not check their
forms are placed in the bus
mail boxes most
operators mail boxes
of the times
End
Page 72 of 217
DVI Process-Maintenance Manual
Start
The manual does not specify

what the bus operator
The bus operator performs a pre- records in the DVI
trip inspection and records the
findings in DVI book
No Is there are problem with Yes

the bus?
Bus operator informs dispatch

Bus operator continues with the
about the problem and the bus is
route
not scheduled for service
End
The bus operator writes any
defects during the post-trip
inspection on the DVI log
The manual does not

specify the owner of the
top copy of the DVI in the
The top copy is delivered to The bottom copy of DVI is left in Operations Department
operations department the bus for repair.
At the end of the shift the bus

operator parks the bus in the
waiting service area.
The buses are cleaned and fueled

and parked on the running rows
facing south. The buses with
defects are parked in the “out of
service” area.
Page 73 of 217
The Foreman or Supervisor picks

up the DVI forms from dispatch
The Foreman or Supervisor

checks the vehicle to verify the
defects. Findings of the defect are
noted in the DVI log
The manual does not specify

how a work order is issued,
from where it is issued and
the data fields that need to
be completed before issuing The mechanic signs both
a work order The Foreman or Supervisor copies of DVI once the repair
issues a work order and attaches is done
the DVI
Though the repair

is deferred, the
bus is returned to
the ready line.
The bus is assigned to a
1
mechanic for repair
The foreman/
supervisor signs
off both DVI
forms to show the
actions taken
No Yes
Is the bus repaired?
If the repair is deferred, the The Assistant Maintenance

Foreman records the defect and Manager (AMM) reviews all DVIs
files a copy of the report in the at the end of the shift to make
pending file. The bus is now sure that all defects have been
returned to the ready line addressed
End
Are all the defects in the
buses repaired?
Page 74 of 217
No Yes
The AMM includes all the

If all the repairs are not fixed then paperwork for the day including
the bus is scheduled to be the DVIs, and his/her work log for
repaired in the next shift the maintenance manager for
review
1
The Maintenance Manager
reviews all the DVIs on a daily
basis including the assistant
managers log to follow up on
open DVIs
Are all the repairs

completed?
No Yes
The deferred repairs are

The reviewed DVIs for the day are
completed, the work order and
filed
DVI copy are filed
The manual does not Bus files consists of a

specify if the work order current file which holds
should be closed the current six months
All DVI reports are kept in the bus and history file that
file for the life of the contract. The contains previous six
remaining files are stored by year, months
and kept in storage
End
Page 75 of 217
Road Call Process Map--Maintenance Manual
Start
Bus operator reports a road

call to dispatch
The dispatcher will try to

assist the bus operator to
bring the bus safely to the
shop; however, if this is not
Dispatcher asks the driver a possible the maintenance
series of questions to department is contacted
complete the road call report
Once the report is completed

the call is transferred to the
The dispatcher at the same

In the case of time enters the information
major accident onto a service interruption
the maintenance log
department A representative from the
follows Safety Maintenance Department
Department’s immediately picks up a copy
accident of road call report
response
processes
A mechanic is dispatched to
the bus within 15 minutes of
the bus operator reporting
the road call
Mechanic will work with

dispatch and maintenance to
decide the best course of
The mechanic will do one of action
the following three things
once he reaches the bus
Page 76 of 217
No report is A
issued because
the bus remained
in service, that is
noted on the work
order
Repair but return the

Repair and return the Have the bus towed
bus to the shop for
bus to service back to the shop
further repairs
A repair order showing the

When the bus is returned to the
Bus continues with its findings is attached to the
yard, the maintenance team
route road call report
inspects to ensure the problem is
corrected.
End
At the end of the shift the

Assistant Maintenance
Manager(AMM) reviews the
service interruption log
AMM ensures thatall the buses

noted on the log have been
repaired, if not then the bus is
assigned to a mechanic for repair
If the buses are not repaired by

the end of the shift, they are
turned over to the next shift
All the switch-outs documents are

accounted and submitted to the
Maintenance Manager
Page 77 of 217
The switch-out documents are

presented to Contract Compliance
Manager at AVTA on a weekly
basis
End
Page 78 of 217
Servicing and Detailing process-Maintenance manual
Start
Vehicle servicing and

detailing duties are
performed two times a day
Monday thru
Friday shifts
consist of both Evening servicing Mid day servicing
service and detail and detailing and detailing
crew. Saturday
and Sunday there
is limited service
crew
Vehicle servicing and

detailing duties are
performed by a team of
service and detailing The crew has to follow the
personnel check list that consists of:
-Sweeping
-Mopping
-Wiping dashboard
-Wiping grab rails
-Checking oil, transmission
and coolant
Monday thru Friday shifts are -Fueling
supervised by the Service -Servicing the lavatory
Supervisor -Wiping bus interior
-Washing bus exterior based
on schedule
-Vaulting Fare box
-Recording mileage, fuel and
fluids
The detailing check list
consists of:
The Service Supervisor -Checking vehicles for
assigns the buses to the damage--inside and outside
detailing crew based on -Pressure washing the bus
schedule -Hand washing the exterior
including wheels
-Washing the ceiling
-Washing all the walls
-Cleaning all the windows
-Cleaning driver area, seats,
and wheelchair
-Clean the floor and the
The utility crew services and steps,
details the bus -Clean the inside of all
passenger doors.
Page 79 of 217
Servicing and Detailing process-Maintenance manual
The crew has to follow

A B servicing the check list that
consists of:
-Removing trash
-Checking fluids
-Fueling buses
-Wiping windshield and
mirrors
Does the bus have a The utility crew services and -Washing exterior if time
DVI report with write- details the bus allows
ups? The detailing check list
consists of:
-Checking vehicles for
damage--inside and outside
Yes No -Pressure washing the bus
-Hand washing the exterior
including wheels
The bus is parked in the ”out -Washing the ceiling
of service” area. The The bus is parked in the The Service Supervisor -Washing all the walls
Maintenance department is ready lines with all the doors signs off indicating the -Cleaning all the windows
also informed about any and windows closed facing service completion and -Cleaning driver area, seats,
exterior damages found south. returns bus to ready line and wheelchair
during servicing. -Clean the floor and the
steps,
-Clean the inside of all
passenger doors.
The Service Supervisor

The service
monitors the servicing and
supervisor is A log is kept of buses that
detailing process, inspects
responsible to were serviced midday
and signs off on the buses
ensure that the
throughout the shift
assigned duties
are performed
properly.
At the end of the shift the

Service Supervisor checks The log is handed to the
that all buses have been Foreman at the end of the
serviced, recorded properly midday servicing shift
and parked according to their
service status
End
Page 80 of 217
“To-Be” Process Maps
Page 81 of 217
“To-Be” Invoicing Process
Start
Invoices are for three modes

of transportation
Commuter
buses have GFI
systems
installed in it.
Local Transit Bus Commuter Paratransit

Operators for
verification of
data record
start/end time
in a sheet.
Paratransit Call Takers book

ITS systems populates the trips using Route Match
route start time and mileage software
Bus operator logs in the

ITS systems populates the system and receives his
route end time and mileage schedule
ITS populates the database

ITS systems populates the
with the days activities
time and mileage when the
bus enters the yard
AVTA’s Senior Analyst

verifies the report at the end
ITS database is populated of every month through the
with the information application software
Finance Assistant accesses

Revenue figure is audited the software application
through the interface while making a payment
between GFI and APCs
A C
Page 82 of 217
“To-Be” Invoicing Process

A C
Next Day
Finance Assistant makes the
payment to MV
Transportation
Office Manager verifies the
reports
Are reports correct No
Finance Assistant at the end

Office Manager cross checks
of the month accesses the
the information with system
application software
Contacts MV
Is the information No department to
accuratet? correct the
information
Finance Assistant makes the

payment to MV
Transportation
End
Page 83 of 217
“To-Be” Pay Roll Process
Start
Security system generates

bi-weekly payroll information
Time and attendance system

is integrated with security
system
Finance Assistant based on

the payroll information
generated pay stubs and
vacation stubs
Finance Manager authorizes

direct deposit
End
Page 84 of 217
“To-Be” Parts requisition process map
Start
Need for part arises
Maintenance Manager
creates parts request
Parts requisition is sent to

the Parts Manager
There is a
specified list of
Vendors from
whom the parts No Yes
are purchased Are parts in inventory?
Parts Manager creates a Parts are issued to

purchase order Maintenance department
End
Parts are received by the
Shift Manager
Parts department bar codes

the parts
Bar codes are scanned and

parts are automatically
recorded in the inventory
Page 85 of 217
“To-Be” Parts requisition process map
Inventory is automatically
updated with new parts
End
Page 86 of 217
“To-Be” Inventory level process map
Start
Parts are used for bus

repairs
No Is inventory below Yes

specified level?
Purchase order is generated

by the software application
Inventory count is
A purchase order is
automatically updated when
generated
the parts are checked out
End
Purchase order is approved
by the Parts Manager
Manual order is placed for

rarely used parts
Purchase order is issued to

the Vendor
Vendor receives the

purchase order
Vendor ships the parts
Page 87 of 217
“To Be” Inventory level process map
Parts are received by the

Parts department
P.O., invoice and packing

slip is verified

parts are entered in the
inventory
Inventory is automatically
updated with new parts
End
Page 88 of 217
“To-Be” process map for Inventory Management
Start
A need for part arises 1
For night shift, parts request

is handed to the Shift
Incharge
The Mechanic hands the

parts request to the Parts
Supervisor
Parts Supervisor goes to the

parts room
Scanner is a part of
Inventory management
application
Parts Supervisor scans the
parts through the scanner
and hands them to the
Mechanic
The information is
transferred from the scanner
to inventory database
Parts information is
automatically updated in the
inventory database
Page 89 of 217
“To-Be” process map for Inventory Management
For common parts the

application generates a
purchase order for
specified vendor. For parts
Are parts below that are rarely used, the
No Yes
specified inventory Parts Manager has to
level? place an order
The application will only A purchase order is

update the inventory count automatically generated
1
No Is the purchase order Yes
sent to the Vendor?
The application updates the

Vendor receives the
database with a new
purchase order
inventory count
The Parts Manager can view/print the

following reports
-Name and number of parts used. Parts Manager reviews the
-Purchase Orders generated inventory count at the end of Vendor ships the parts
-Low inventory count of rarely used the day
parts
-Inventory balance
Parts Manager orders any

‘rare’ parts for which a Parts are received by the
purchase order has not been Parts department
generated
Maintenance
Manager can also
Parts Manager emails all the
access the reports Parts department bar codes
reports of the day to the
using the inventory the parts
Maintenance Manager
management
application

parts are automatically
entered in the inventory
The inventory is
End automatically updated with
the new parts
Page 90 of 217
“To-Be” Operations without road calls
Start
The routes for Bus Operators

Bus Operator arrives at yard are fixed, however, the
bus Dispatcher
Bus Operator uses DVI

Bus Operator does pre DVI checklist and checks of each
inspection item in the list after
inspection
Bus Operator begins

scheduled route
Bus Operator continues with

scheduled route
Bus Operator completes

scheduled route and returns
bus to yard
Bus Operator completes post

DVI report
Bus Operator leaves yellow

copy of DVI report in the bus
and drops off white copy of
DVI report in Dispatch office
Page 91 of 217
Service employee drives the

bus to the fuel lane for
refueling the bus
Service employee refuels the

bus using fuel force system
Service employee enters the

following information in the
fuel force system: Service employee also
-Bus Number enters the date and mileage
-Mileage of the bus in a vehicle fuel
-Employees last four digits of log sheet
social security number
- Pump number
Does the system

NO YES
accept the
information?
Service employee contacts

Employee starts fueling the
Utility Supervisor to
bus
troubleshoot the problem
Utility Supervisor
troubleshoots the problem
Page 92 of 217
A check list of all cleaning

activities to be performed is
given to the service
employee
Employee starts to clean the
bus
Employee checks of each

activity in the check list once
he/she completes them
Employee finishes fueling

and cleaning the bus
Employee leaves the check

list in the bus with their
initials
Employee takes the bus to

bus wash facility
Bus is washed
The employee drives the bus

to the yard, parks it in Quality
Assurance Service Line
Page 93 of 217
Utility Supervisor does a

quality assurance check on
all the buses parked in the
quality assurance line
Utility Supervisor reviews the

checklist and inspects if all
the said activities were
completed
NO Does the bus pass Quality YES

Assurance Check?
Utility Supervisor writes

down the reason in the
check list for failing the bus
for quality assurance
Utility Supervisor fails the Utility Supervisor initials the
bus for quality assurance checklist and keeps it for
filing
Utility Supervisor based on a
pre defined disciplinary
action manual, decides if the
concerned employee needs
disciplinary action or if he
requires additional training.
The action taken is recorded
Utility Supervisor informs the in a disciplinary action sheet Maintenance Clerk picks up
concerned service employee and forwarded to HR all the check lists and files 1
of the problem department. them
Service employee picks up End

the bus from the quality
assurance line and rectifies
the problem
Page 94 of 217
Service employee parks the

bus in the quality assurance
line
Utility Supervisor inspects

the bus again for quality
1
assurance and initials the
check list
Maintenance Shift
Supervisor picks up all DVI
reports from dispatch at the
end of the day
Shift Supervisor reviews all

DVI reports
Are there any problems

listed by the bus operator in
the DVI report?
Page 95 of 217
NO E YES
Shift Supervisor based on

Shift Supervisor keeps the repair priority list decides if
DVI’s for Maintenance Clerk the bus needs to be repaired
to pick up
immediately
3
Is the bus to be
NO YES
repaired
Maintenance application immediately?
automatically sends an E-
Mail to the Maintenance
Manger and the Shift
Supervisors a week before
the repair is due
Shift Supervisor enters the

Shift Supervisor generates a
nature of the problem and
work order using the
future date of repair in the
maintenance application
maintenance application
Shift Supervisor assigns a

DVI copy is kept for filing mechanic to the job using
the maintenance application
End Mechanic accesses the

maintenance application and
finds out the nature of the
problem
Mechanic brings the bus to

shop floor
Page 96 of 217

F
Mechanic conducts repair

work on the bus
NO YES
Are parts
needed?
Mechanic fills out parts

Mechanic continues with
request sheet and gives to
repair work
Parts Supervisor
NO Is the repair YES Parts Supervisor hands the

work
Mechanic the requested part
completed?
Mechanic enters in the

Mechanic informs Shift
maintenance application the
Supervisor about job not
time he finished the job and
being completed
notes if any about the job
Shift Supervisor makes a

Shift Supervisor prints a
note in the maintenance
copy of the completed work
application and assigns the
order attaches it to the DVI
job to the next shift
Next Day
Maintenance Clerk picks up

G all information from previous 3
night and files them
End
Page 97 of 217
Next Shift Supervisor

accesses the maintenance
application to find out about
outstanding repair jobs
Shift Supervisor assigns jobs

to Mechanics in the
maintenance application who
complete the job
End
Note: There are a lot of process breaks currently in the operations without road calls. The To-Be map
delineates step by step how each activity in the process needs to be performed.
Page 98 of 217
“To-Be” Operations with road calls
Start
The routes for Bus Operators

Bus Operator arrives at yard are fixed, however, the
bus Dispatcher
Bus Operator uses DVI

Bus Operator does pre DVI checklist and checks off
inspection each item in the list after
inspection
Bus Operator begins

scheduled route
Does Bus Operator

NO YES
experience problems
with the bus?
Bus Operator continues with Bus Operator contacts

scheduled route Dispatch via radio
End Dispatcher asks the bus

operator the nature of the
problem and his/her current
location
The information is
entered in the
‘road calls’ module
of maintenance
software
Dispatcher enters the
information in the
Maintenance Software
Page 99 of 217
Dispatcher calls the

and informs them of the road
call and the nature of the
problem
prints out the road call
information from the
maintenance software
A Mechanic is sent to attend

the road call
Mechanic evaluates the

nature of the problem
Can the
NO YES
Mechanic repair
the bus?
Dispatchers enters
the information in
Mechanic repairs the bus maintenance
Mechanic informs dispatch software
and informs dispatch via
via radio that bus cannot be
radio after the repair is
repaired on road
completed
Dispatch records the

Bus operator continues with
information in the
schedule route
B End
Page 100 of 217

Dispatcher sends a tow truck Dispatcher also

B
to the road call location to sends a switch out
tow the bus back to the yard bus and the bus
operator continues
with the scheduled
route
Tow truck tows the bus back

to the yard
Maintenance team inspects

the bus
Repair order is
generated using
A repair order is generated the maintenance
and the bus is assigned to software
the Mechanic for repair
Shift Supervisor inspects all

the buses
NO Are all the buses YES

repaired?
Shift Supervisor enters the

Buses are assigned to the
repair information in the
next shift for repair
Maintenance Manager
reviews road call/repair
information for the day using
Contract Compliance
Manager can also
access the maintenance
Maintenance Manager mails software for updated
the report for road calls to reports anytime
the Contract Compliance
Manager on a daily basis
End
Page 101 of 217

IT Policies and Procedures
Page 102 of 217


Information Technology Strategic Plan
Information Technology Policies and Procedures
The information technology policies and procedures for AVTA detail development and
implementation of information security policies, standards, controls, procedures, and practices
defined in Information Technology Resources in order to protect AVTA IT resources. It is
essential for AVTA to have IT polices and procedures for:
• E-mail management, archiving, configuration, account administration, and

password integrity
• Internet usage policy
• Hardware/software procurement
• System and data integrity
• Data backup policy
• Wireless networking policy
• License Management Procedure
A. E-mail management, archiving, configuration, account administration, and password

integrity:
The purpose of this policy is to ensure the proper use of e-mail system by the management, staff
and employees of AVTA. Users have the responsibility to use this resource in an efficient,
effective, ethical and lawful manner. Use of the AVTA's e-mail system confirms the user's
agreement to be bound by this policy. Violations of the policy may result in restriction of access
to AVTA’s e-mail system and/or other appropriate disciplinary action. Further, AVTA reserves
the right to amend this policy at its discretion. In case of amendments, users will be informed
appropriately.
It is strictly prohibited:
• If you send emails with any libelous, defamatory, offensive, racist or obscene remarks,
you and AVTA can be held liable.
• If you forward emails with any libelous, defamatory, offensive, racist or obscene
remarks, you and AVTA can be held liable.
• If you unlawfully forward confidential information, you and AVTA can be held liable.
• If you unlawfully forward or copy messages without permission, you and AVTA can be
held liable for copyright infringement.
• If you send an attachment that contains a virus, you and AVTA can be held liable.
-Account Creation
E-mail accounts will be created based on the official name of the staff and management as
reflected in Human Resource and Payroll. The account ID will be created by taking the first
initial of the first name followed by the last name. In case of same names--numeric digits (1, 2,
Page 103 of 217

etc) will be used after the last name. For e.g. the account ID for Harold Williams will be
hwilliams@avta.com
Requests for mail aliases will be based on name preference, middle name, nicknames, etc.,
cannot be accommodated.
-Personal Use
Although the company’s email system is meant for business use, AVTA allows personal usage if
it is reasonable and does not interfere with work.
-Disclaimer
All messages will be appended with the following disclaimer: ‘This message is intended only for
the named recipient. If you are not the intended recipient you are notified that disclosing,
copying, distributing or taking any action in reliance on the contents of this information is strictly
prohibited.’
-Email retention
All emails related to AVTA have to be retained. Further, emails will be archived based on the
standards set by AVTA management.
-Email Accounts
All email accounts maintained in the system are property of AVTA. Passwords should not be
given to other people and should be changed once a month. Email accounts not used for 60 days
will be deactivated and possibly deleted.
-Privacy
Users expressly waive any right of privacy in anything they create, store, send or receive on the
company’s computer system. AVTA can, but is not obliged to, monitor emails without prior
notification. If there is evidence that you are not adhering to the guidelines set out in this policy,
AVTA reserves the right to take disciplinary action, including termination and/or legal action.
-Questions
If you have any questions or comments about this Email Policy, please contact [Name], [Tel],
and [Email]. If you do not have any questions AVTA presumes that you understand and are
aware of the rules and guidelines in this Email Policy and will adhere to them.
- Declaration
I have read, understand and acknowledge receipt of the Email policy. I will comply with the
guidelines set out in this policy and understand that failure to do so might result in disciplinary or
legal action.
Signature: ______________ Date: _____________________

Printed Name: ___________
Page 104 of 217

B. Internet Usage Policy:
Access to the internet has been provided to staff member for the benefit of AVTA and its
customers. It allows employees to connect to information resources around the world. Every staff
member has the responsibility to maintain and enhance the public image of AVTA, and use the
internet in a productive manner. To ensure that all employees are responsible, productive internet
users and are protecting the public image of AVTA, the following guidelines have been
established for using the internet.
-Responsible Official:
It is the responsibility of the IT department, Human resources and managers or supervisors to
ensure timely and effective intake, processing, and resolution of all matter and/or issues related
to the internet.
-Uses of Internet:
a. Acceptable uses of Internet

Employees accessing the internet are representing AVTA. All communications should be for
professional reasons. Employees are responsible for seeing that the internet is used in an
effective, ethical and lawful manner. Internet relay chat channels may be used to conduct
official agency business, or to gain technical and analytical advice. Databases may be
accessed for information as needed.
b. Unacceptable uses of Internet

The internet should not be used for personal gain or advancement of individual views.
Solicitation of non-agency business, or any use of the internet for personal gain is strictly
prohibited and will result in disciplinary action, up to and including termination. Use of the
internet must not disrupt the operation of the agency network or networks of other users. It
must not interfere in your productivity. Further, employees are strictly prohibited to browsing
of adult pornographic websites, and downloading unwanted programs and games.
-Communications:
Each employee is responsible for the content of all text or images that they place or send over the
internet. Fraudulent, harassing or obscene messages are prohibited and will result in disciplinary
action, up to including termination. All messages communicated on the internet should have your
name attached. No messages will be transmitted under an assumed name. Users may not attempt
to obscure the origin of any message. Information published on the internet should not violate or
infringe upon the rights of others. No abusive, profane or offensive language is transmitted
through the system. Employees who wish to express personal opinions on the internet are
encouraged to obtain their own user names on internet systems.
-Software
To prevent computer viruses from being transmitted through the system there will be no
unauthorized downloading of software. All software downloads will be done by IT department.
Page 105 of 217

-Copyright Issues:
Copyrighted materials belonging to entities other than AVTA may not be transmitted by staff
members on the internet. Users are not permitted to copy, transfer, rename, add, or delete
information or programs belonging to other users unless given express permission to do so by the
owner. Failure to observe copyright or license agreements may result in disciplinary action from
the agency and/or legal action of the copyright owner.
-Security:
All messages created, sent or retrieved over the internet are the property of AVTA, and should be
considered public information. AVTA reserves the right to access and monitor all messages and
files on the computer system as deemed necessary and appropriate. Internet messages are public
communication and are not private. All communications including text and images can be
disclosed to law enforcement or the third parties without prior consent of the sender or the
receiver.
-Harassment
Harassment of any kind is prohibited. No messages with derogatory or inflammatory remarks
about the individual or group’s race, religion, national origin, physical attributes, or sexual
preference will be transmitted.
-Violations:
Violations of any guidelines listed above may result in disciplinary action and up to and
including termination. In addition, if necessary AVTA will advise appropriate legal officials of
any illegal violations.
- Declaration
I have read, understand and acknowledge receipt of the Internet usage policy. I will comply with
the guidelines set out in this policy and understand that failure to do so might result in
disciplinary or legal action.
Signature: ______________ Date: _____________________

Printed Name: ___________
Page 106 of 217

C. Hardware/Software Procurement:
- Purpose:
The purpose of this policy is to provide requirements for the acquisition of information
technology (IT) resources which:
• Meet Departments' functional & business needs while providing timeliness, cost
efficiency and flexibility in the acquisition process.
• Allow Departments to obtain the best value for money by considering multiple
alternatives, giving consideration to a range of technical factors, functional & business
requirements and the quality.
- General IT Procurement:
A contract, Service Level Agreement (SLA) or Statement of Work (SOW), as appropriate,
will be in place for every significant purchase of IT goods and services or ongoing relationship
with a supplier. All IT services and assets procurement will follow AVTA’s managed acquisition
process for IT.
-Procurement of IT Infrastructure:
AVTA shall establish sole supplier and panel contracts with approved vendors to provide IT
infrastructure on an ongoing basis. The effectiveness of each contract will be reviewed annually
and a major review shall be undertaken on a triennial basis.
-Procurement of Application Packages:

Where practicable, application packages will be acquired from reputable suppliers in market who
have an established, local support presence. Where procurement does not meet this basic
requirement, and the value of the acquisition is deemed to be significant, an exemption shall be
sought from the AVTA IT department to be approved by the Executive director.
-Procurement of IT Services:
All IT services, where practicable, will be acquired from reputable service providers in
the market that have an established, local support presence. All external IT contractors and
consultants will:
• Sign AVTA’s non-disclosure agreement before commencing work;

• Sign and adhere to AVTA’s Information Security Policy;
• Provide services under an agreed service contract or project statement of work.
Management and Enforcement: All procurement related processes, practices, standards and
guidelines must be derived from and compliant with, the policies stated in this document.
Compliance: All AVTA employees who procure IT related products and services for AVTA
shall comply with these policies.
Page 107 of 217

D. System and data integrity:
Data and Information stored and maintained on AVTA's computers belongs to AVTA and its
distribution and use should comply with policies set by AVTA.
AVTA recognizes that access to information facilitates better and faster decision making,
improves effectiveness, saves time, and most importantly provides all AVTA constituents with
consistent and up-to-date information. Therefore AVTA encourages access to information by all
its constituents as long as it's doesn't violate required security, doesn't jeopardize the integrity
and accuracy of the data, and protects individuals' right to privacy.
Users with permission to access any part of AVTA’s information repository may not distribute
any information to non authorized users within AVTA or to outside persons or organizations
without the prior permission of the IT department.
While AVTA is the owner of the information stored on its computers, the IT department is
responsible for specific components of the information repository. The IT department has
responsibility for operating computer systems that manipulate logical entities of the AVTA's data
base. Their responsibilities include
• to authorize data access to users

• to enforce data security
• to prevent unauthorized dissemination of data
• to ensure data accuracy
• to authorize update, add, and delete data access privileges
Data users are responsible for notifying data custodians when they suspect or realize that the data
they are retrieving is incorrect.
Page 108 of 217

E. Data backup policy
1. Policy Statement:
AVTA believes that data is ‘everything’ to the Information Economy of the agency and will
ensure that AVTA’s data, which represents all levels of activities within the entire authority
through networks, software applications, multi-media applications, individual files, emails, and
mission-critical business systems such as financials, human resource, operations, customer
service, and maintenance, are protected adequately.
2. Policy Objective:
The objective of the backup policy is to adopt and implement data backup best practices to the
data environment, including hardware, software, operating systems, multi-media applications
and all business process applications to ensure that costly data losses are reduced to the
minimum, and if possible avoided entirely in the likelihood of a disaster. The policy is also to
provide information to help users of AVTA’s systems understand the nature of the backup
procedures and enforce accountability amongst AVTA personnel.
3. Backup Rotation Policy:
To ensure that AVTA maintains backup best practices while minimizing costs, it is imperative to
prioritize data protection, which is based upon consideration of the right level rather than best
level of importance, which means that the technical process of data backup and AVTA’s
business processes must be coordinated. The key focus of data backup and recovery operations is
protection of data from loss and speedy restoration of data in the event of data loss.
AVTA implements tape back ups every night which are checked every 3-4 days. The same
procedure is followed for virus protection. For proper backup of data AVTA can follow a back
policy that comprises of the following routine:
• Four tapes labeled for Monday, Tuesday, Wednesday, and Thursday. Each tape is
recalled for use and rotated for their respective labeled day for the whole year.
• One tape for the first, second and third Friday of every month for the whole year.
• Only the tape for the fourth Friday of every month is permanently archived.
• All data at AVTA servers are to be backed up onto backup tapes on a nightly basis
• All backup tapes are to be taken offsite every morning to a secure building or property
trusted by AVTA.
• Only IT Personnel and senior management have access to the tapes.
4. Backup Retention Policy
AVTA, by resolution of the Board of members, can adopt and follow a retention schedule. Per
retention schedule, system backup files, copies of master files or databases, application software,
logs, directories, and other records, needed to restore a system in case of disaster or inadvertent
destruction will be retained for a minimum of three (3) years. After the three years, the
Page 109 of 217

Information technology department shall consider each document for further action. Based on
best practices, most backup media shall be retained for a period of 7 years and will be image
refreshed every 3.5 years.
All data assets are prioritized and categorized based on business operation needs of AVTA and
ease of deploying systems to full functionality in the event of a system failure.
I. Category 1 – Mission-Critical Data

• This class of data is critical to the continual operations of the Authority such that their
absence could bring a halt to the operations of AVTA; it has the highest priority.
Examples include systems that host most of the AVTA’s critical operations such as
financials and dispatch systems.
II. Category 2 – Business-Critical Data

• Business-Critical data though important are not considered “show-stoppers” in that
ongoing business operations will not come to a halt when lost. Hence, does not justify the
highest level of redundancy, and can bear longer restoration timeframes as compared to
Mission-Critical Data.
• Example of business-critical data can be data found in e-mail servers.
III. Category 3 – Employee-Level Data

• These sets of data are unique to the employee. Though such data is considered to be the
property of AVTA, the responsibility rests with the respective employee.
• Examples include employee e-mails, spreadsheets, word documents, etc.
I & II: Mission-Critical and Business Critical Backup Policy
AVTA’s policy is to perform Weekly Full Backup on operating system data, Backup and
Restoration data, content data, configuration files, registry files and application software data.
Weekly data will be retained through the end of the month. Any changes made to files since the
last full backup will be backed up on a daily basis. Daily incremental data will be retained
through the end of the week.
Annual Full Backup operations will be performed on all data contents and files. The media
should be returned for image refresh after 3.5 years. In case of all media, manufacturers
recommended finite shelf life will be followed. When there are instances of significant hardware
upgrade, AVTA will retain sufficient legacy hardware components, such as tape drives,
interconnects, computers, and backup software, to perform data restoration in the future.
III: Employee-Level Backup Policy:
• Backups of the user file systems should run on a daily basis, usually starting around
midnight and finishing a couple of hours after that. Certain systems/disks may be backed
up earlier and/or take longer to finish.
Page 110 of 217

• Each daily backup saves the contents of files and directories at the time the backup was
performed. Therefore the backups do not potentially record all activities or contents of
users' files throughout the day or week. A backup is simply a snapshot in time of the data
present on the system at the time the backup ran. Therefore it is completely possible for a
user to create and delete a file during the course of a day which will never appear on a
backup. This is also true of e-mail messages; a user may receive, read and delete an email
message without the daily backup of the e-mail storage ever recording that message
(although there would normally be a record of who sent and received an email message
(without the contents) in the system mail server logs).
• Daily backups of user files are retained for 5 days and weekly backups are retained for 1
year 30 days. Therefore daily backups can be retrieved for up to 5 consecutive days
before the tapes are rotated. Users are urged to back up any critical information
themselves for archival purposes.
• For better control, retention for corporately managed data, such as project files, and some
e-mails should be managed at the server level.
5. Backup Procedures:
The general rule pertaining to backing up databases and systems is to ensure that situations will
not arise in which data will be rendered unrecoverable. Consequently, all backup steps should
guarantee the following:
• Prevent Data Corruption through viruses – Stringent steps must be taken to ensure that
during backup routines, the impacts of viruses are not transferred from one media to
another.
• Adhere to Media usage and shelf life – IT Personnel must review all tape/media
manufacturers’ recommendations regarding appropriate usage (e.g. the maximum number
of times the tape could be read / written upon) and shelf life to maximize effective tape
longevity.
• Prevent Loss of Vaulted Media – IT Personnel must continually monitor upgrades of
hardware and/or software to ensure that if older versions become mooted, compatible
devices such as; tape drives, backup/recovery software, operating system versions, and
application packages would be found.
• Prevent Poor Handling of Media – All backup actions must prevent media becoming
broken or corrupted through poor treatment.
Page 111 of 217

F. Wireless networking policy
-Purpose
The purpose of this policy is to provide reliable and secure wireless network access at AVTA.
Wireless networking uses the shared resource of the unlicensed radio frequencies in AVTA.
Careful planning is required to support the implementation of wireless access across AVTA
property.
A wireless networking policy is needed:
• To support the mission of AVTA
• To limit interference with the AVTA's network infrastructure
• To promote greater security in AVTA networking
-Scope
This policy applies to all wireless network users at AVTA.
-Policy
Ownership and Management of wireless network
• AVTA is the owner of the wireless network on AVTA property. The IT department of
AVTA is responsible for managing this wireless network for the benefit of AVTA staff
and management. The IT department at AVTA may restrict use of any devices that can
cause interference in the wireless frequencies ranges. These include cordless phones,
microwave ovens, high voltage audio speakers, etc.
• AVTA is solely responsible for providing wireless networking services on the property.
No other individual/business entity may deploy wireless network access points or other
wireless service on the property.
• AVTA is responsible for maintaining a secure network and will deploy adequate security
procedures to support wireless networking on site.
• AVTA will deploy a site wireless network, based on the 802.11 standards. AVTA will
work with departments to accommodate special needs, where technically feasible.
• AVTA will develop a procedure for the temporary use of a wireless access point to
support on-site events.
-Wireless Service Considerations

• Wireless networking has bandwidth limitations compared to the wired network. The
wireless network should be viewed as augmenting the wired network, to provide more
flexible network use. Applications that require large amounts of bandwidth, or are
sensitive to changes in signal quality and strength may not be appropriate for wireless
access.
-Standards supported
• IEEE 802.11a and/or 802.11b is the preferred wireless networking standard.

• AVTA will require the use of specific hardware or software vendors (applies to the
network infrastructure) that are known to function well with AVTA's wireless network.
Page 112 of 217

-Status
• This policy will be reviewed on a regular basis. Changes to be made to this document
must be approved by the AVTA's IT department.
AVTA will create procedures to execute this document, and inform AVTA’s staff and
management of its existence and importance.
Page 113 of 217

G. License Management:
1. Centralize License Management

• AVTA should centralize all license management and assign clear responsibility for all
software licensing issues in one location, namely within IT department.
• Network Administrator must maintain and manage licenses within the authority
• Each department within the authority should inform the Network Administrator of purchase
of new applications and changes in existing application licenses.
2. Develop a software library

AVTA should create a software library for each software application that will include the
following:
• Original installation media;
• Purchasing documentation (purchase order, interdepartmental requisition, credit card
receipts, documentation of number of licenses purchased); and
• Copy of the License agreement.
3. Develop a software register

AVTA should create a software register (e.g.: MS Excel) that will include the following:
• Title and publisher of the software;
• Date and the acquisition source of the software acquisition;
• Number of licenses owned;
• Physical location of computer on which the software is installed;
• Serial number of the computer on which each copy of software is installed;
• License key; and
• Location of back up copies.
4. Outline specific licensing procedures throughout institution

AVTA must outline and clearly articulate procedures to prevent future licensing issues and
should include, but not necessarily be limited to, the following issues:
• Don’t use one licensed copy to install a program on multiple computers;
• Don’t copy disks for installation and distribution;
• Don’t take advantage of upgrade offers without having a legal copy of an earlier,
upgradeable version of software;
• Don’t swap disks in or outside of the workplace;
• Don’t use software after the expiration of the license; and
• Don’t use software on external computers.
5. Regular Reviews
AVTA must institute a policy of regular reviews to ensure that AVTA and its various
departments maintain compliance with license management. Moreover AVTA must ensure that
a disciplined process of cataloging all existing/installed software and purchased software licenses
across users, groups, and departments remains in force.
Page 114 of 217

References:
-www.email-policy.com
-http://www.rmit.edu.au/ITS
-www.itsecurity.com/
- http://rucs.rutgers.edu/wireless-policy.html
- http://unit.villanova.edu/policies/policy/wireless.html
Page 115 of 217

Hardware Infrastructure
Page 116 of 217

HARDWARE INFRASTRUCTURE- AVTA
Data Communication Room AVTA Management Offices
2 Battery Back-ups `
2 switches
1 software server, 1 data
server, 1 email server,
plus 4 phone system
11 CPU’s and 11 Monitors 3 printer and scanners 8 printers
servers
2 Firewalls
2 Ports 2 Fiber Optic boxes

1 Phone 10 phones 1 Modem
1 Picture camera 1 ID card print machine
`
4 Laptops
2 Gateways
1 CPU and 1 monitor
Printer/Copier Room
Board room
Conference Room
1 Color Copier and Printer
1 Fax machine
` 1 Laminate machine
2 Conference phone
1 Projector stations
1 CPU and 8 Monitors
Page 117 of 217

Page 118 of 217

Hardware Infrastructure Analysis
Page 119 of 217

Hardware Infrastructure and Analysis Systems Configuration
RNR Consulting conducted a detailed inventory audit of the current hardware infrastructure present in AVTA, including MV
Transportation. Based on the analysis of the infrastructure, RNR Consulting documented the following issues and findings for AVTA
Management and MV Transportation:
AVTA Management
Number Issue Recommendation
1 The current printer/copier in the printer room is AVTA should purchase a new printer/copier for staff members in
often utilized for printing brochures/flyers for the event that the first printer/copier is busy. Also, the second
AVTA. printer/copier could be utilized as a back-up printer in the event the
first printer does not function properly.
2 AVTA has a printer for each employee in the Employees should utilize the central printers.
administrative office, which is not a necessary
requirement.
3 AVTA purchases new printers for each new AVTA should not purchase new printers for each new employee.
employee when he/she is hired. New employees should utilize the central printers.
4 AVTA currently does not possess a document AVTA should purchase a document shredder to dispose of
shredder. confidential documents. This would help ensure that important
information is safeguarded.
MV Transportation
Number Issue Recommendation
1 Document Scanners are not currently being utilized. MV Transportation should utilize a central scanner in the future, and
re-allocate unused scanners to departments or functional areas
which could utilize such scanners. Thus, optimum resource
allocation would aid MV Transportation in more effectively
allocating existing resources and facilitate more effective
procurement strategies.
2 Currently, there is not one central printer/copier There should be one central printer/copier shared by the General
serving the General Manager’s office, training Manager’s office, training department and operations department.
department, and the operations department. Furthermore, dispatch should have one central printer/copier which
should be used by the dispatcher, call takers, and paratransit
manager.
3 The maintenance department currently does not The maintenance department should have one central printer/copier
possess one central printer/copier. shared among the maintenance manager’s office, shift supervisor’s
office and parts manager’s office.
Overall AVTA should adopt a standard hardware procurement policy that would aid the Authority in getting better hardware deals and
also simplify the maintenance of hardware across the Authority.
Page 121 of 217

Systems Configuration
AVTA Management (Desktops):
Room # Computer Processor RAM Disc Monitor Replace/Upgrade: Comments

Type Capacity Yes/No
#114 Gateway E- Pentium 4, 512 Mb 80Gb Gateway No
Senior Analyst Series 2.6Ghz,
XP Pro
Contract Series 2.6Ghz,
Compliance XP Pro
Manager
#124 NA P4, 2.00 GHz 256 Mb 80Gb Dell No
#123 Dell P4, 2.8GHz, 512 Mb 80Gb Gateway No
Facilities XP Pro
Engineer
Finance Series 2.6Ghz,
Manager XP Pro
#131 Dell P4, 1500Mhz 392,208 KB 20Gb Dell Yes Upgrade the
Precision 330 MS Windows operating system
2000 to XP Pro
#119, Public Gateway E Pentium 4, 512 Mb 80Gb Gateway No

Information 2.6Ghz,
Officer XP Pro
Page 122 of 217


#116 Dell P4, 1.7Ghz 256 Mb 20Gb Gateway No

Planning room
#115 Dell P4, 1.8 GHz 512 Mb 40Gb Gateway No

Planning Windows XP
Manager Pro
Administrative Gateway E P4, 2.6 GHz, 512 Mb 80Gb Gateway No
Assistant XP Pro
#118 Gateway E P4, 2.6 GHz, 512 Mb 80Gb Gateway No
Executive XP Pro
Director
#122 Finance Gateway E P4, 2.6 GHz, 512 Mb 80Gb Gateway No

Assistant XP Pro
Board Room Dell P4, 1.6 GHz, 512 Mb 80Gb N/A No

XP Pro
Page 123 of 217

AVTA Management (Laptops):

Contract Dell P(M), XP 512 Mb 40Gb N/A No
Compliance Pro, 1300
Manager- MHz
(machine 1)
Contract Compaq P(r), MS 64 Mb 5Gb N/A Yes Outdated operating
Compliance Presario windows 98 system and
Manager- minimal disc
(machine 2) capacity
Facilities Dell P3, MS 533,736 Kb 10Gb N/A Yes Outdated operating
Engineer- windows system and slow
(machine 1) 2000 processor
Facilities Sony VAIO Athlon,500 256 Mb 10Gb N/A Yes Slow processor
Engineer- MHz
(machine 2)
Page 124 of 217

MV Transportation (Desktops):
type Capacity Yes/No
Customer
Service
Customer Compaq Athlon, 129,456 Kb 20Gb KDS Yes Outdated operating
Service Windows NT system
Representative
I
Customer Gateway E P4, 2.60 GHz 244,464 Kb 40Gb Gateway No
Service
Representative
II
System for Compaq P4, 2.00GHz 523,696 Kb 80Gb Compaq No
GFI
#213 Gateway P4, 1.9 GHz 256Mb 80Gb Gateway No
Front Office XP Pro
Manager
#223 Gateway E P4, 2.6GHz 240Mb 40Gb Dell No
General XP pro
Manager
Training
Department
#224 Compaq Athlon, 129,332 Kb 2Gb Compaq Yes Outdated operating
Safety and Windows NT system
training
supervisors
room
(machine 1)
Page 125 of 217


#224 Gateway E P4, 2.6Ghz, 512Mb 80Gb Gateway No
Safety and XP Pro
training
supervisors
room
(machine 2)
#225 Training Gateway E P4, 2.6 GHz, 240Mb 40Gb Gateway No
Manager XP Pro
#227 Gateway P3, Windows 64Mb 13Gb N/A Yes Slow processor (P4
Training 98 required)
classroom
Operations
Department
#215 Gateway E P4, 2.6Ghz 240Mb 40Gb Dell No
Operations XP Pro
Manager
#216 Compaq Athlon, 129,456 Kb 20Gb Gateway Yes Outdated processor
Road Windows
Supervisor 2000
(machine 1)
#216 Dell P4, 2.8GHz 512Mb 80Gb Dell No

Road XP Pro
Supervisor
(machine 2)
Dispatch
Dispatcher Gateway E P4, 2.6 GHz 522,992 Kb 40Gb Gateway No
(main) MS Windows
2000
Page 126 of 217


Cube 1 Gateway E P4, 2.6 GHz 522,992 Kb 40Gb Gateway No
MS Windows
2000
MS Windows
2000
MS Windows
2000
MS Windows
2000
MS Windows
2000
Cube 6 Gateway E P4, 2.6 GHz 522,992 KB 40Gb Gateway No
MS Windows
2000
MS Windows
2000
# 231 Gateway E P4, 2.6 GHz 522,992 Kb 40Gb Gateway No

Paratransit MS Windows
Manager 2000
Maintenance
Department
Parts Manager Dell P4, 1.7 GHz 512 Mb 20Gb Gateway No
Maintenance Gateway E P4, 2.6 GHz, 244,464 Kb 40Gb Gateway Yes Outdated operating
Manager MS 2000 system
Page 127 of 217


Maintenance Gateway E P4, 2.6 GHz 512 Mb 80Gb Dell No
Clerk XP Pro
Fuel Force HP Pavilion Athlon, 1.3 112 Mb 60Gb HP Yes Outdated operating
system XT 938 GHz, Pavilion, system
XP Home mx70
Supervisor’s Dell P4, 1.8 GHz, 512 Mb 30Gb KDS No
office, shop XP Home
floor, #1
Supervisor’s Compaq P3, 256Mb 40Gb Compaq Yes Slow processor

office, shop 931 MHz,
floor, #2 XP Pro
Supervisor’s Compaq Athlon, MS 129,456Kb 20Gb Dell Yes Slow processor and
office, shop Windows outdated operating
floor, #3 2000 system
GFI room Compaq Athlon, 319Mb 20Gb NEC Yes
Windows 98
Fuel Force
Money Room Compaq P4, 2.00GHz, 523,696Kb 80Gb Dell No

MS Windows
2000
Bus Wash
No
Bus wash Compaq P4, 1500Mhz, 130, 480 Kb 20Gb Dell
maintenance MS Windows
2000
Page 128 of 217

MV Transportation (Laptops):
Safety Vision Dell P(M), XP 512Mb 40Gb N/A No
laptop Pro, 1300
MHz
MV Dell P(M), XP 512Mb 40Gb N/A No
Administration Pro, 1300
MHz
Page 129 of 217

Servers:
Area Description
Operating System Microsoft Windows 2000 server 10 pack license
Processor Intel Xeon 2.4GHz with 512K L2 cache and 533MHz FSB (dual processor upgradeable)
Memory 1024MB PC2100 DDR ECC SDRAM (4-256MB modules)
Hard Drive RAID Cage – (2) 36GB Ultra 320 SCSI SCA 10K rpm hot swappable hard drives
Tape Backup 20/40GB TR-40 IDE TBU with media tape and 1 cleaning cartridge
Tapes 5 TRS tape cartridges
RAID Card LSI Mega RAID U320-2 two channels Ultra 320 SCSI RAID controller with 128MB cache
RAID Level Raid Level-1 mirroring
Standard Disk Controller Integrated dual channel Ultra 320 SCSI
Floppy Drive 3.5” 1.44MB diskette drive
Optical Drive 20Xmin/48X max. IDE CD-ROM
Server Management Server manager
Monitor 15” color monitor
Keyboard and mouse 104+keyboard & PS/2 Mouse & Pad
Video Integrated PCI graphics- 8MB
Power Supply 450 watt PS2 power supply
Modem 56K PCI data/fax modem
Network Card Integrated PCI 10/100/1000 twisted pair Ethernet
Extended and On-site Service 4 Yr Parts, Labor, 4 Yr/4 our Onsite 7X24, Limited HW&SW Tech Support for as long as it is
Program owned
Power Protection APC Smart-UPS 1000RM 2U
Page 130 of 217

“Network Architecture”
Antelope Valley Transit Authority-Network
Topology
Maintenance Shop MV Transportation

Floor-MV Main building
Transportation
Fib t ic
er Op
O ptic er
Fi b
CENTRAL HUB
AVTA Main building INTERNET/PHONE
SYSTEM
ic F ib
O pt er
Op
er tic
Fib
Fuel Force Area Bush Wash Area

Antelope Valley Transit Authority-Network Architecture
` ` ` `` ` `
Executive Director Administrative Assistant Public Information Officer Finance Manager Finance Assistant #124
CAT 6
Facilities Engineer
` CAT 6
CAT 6 Internet
Contract Compliance
CAT 6 CAT 6
Manager
CAT 6 Firewall
` CAT 6
2 stackable switches B
CAT 6
0
21
ic
pt
Senior Analyst
#
O
m
er
oo
b
Fi
R
ity
A
tic
r
` r Op
cu
2 Ports Fibe
Se
2 Gateways
306
na nce #
ainte
MV Server MV m
Planning Manager
Phone System Servers
` Route match Server

2 Fiber Optic boxes
Email Server Fib
er
O p ti
MV c
op
era
t ion
DATA COM ROOM 106-AVTA s#
20
Fu
D
Planning
Fi
el
be
Fo
rO
`
rc
pt
e
ic
#
50
3
C
Page 133 of 217

06
#1
TA
AV
To
Page 134 of 217

` ` `
2 Computers 3 Computers
Maintenance Supervisor Parts Manager

Maintenance Office
Office
CAT 6
CAT 6
CAT 6
1 Switch
2 Ports-Maintenance Data com # 326 2 Ports
Wireless receiver Fiber Optic box
s To
re les Maintenance Data com #306 AV
Wi TA
# 10
E 6
A
Page 135 of 217

Utility Supervisor’s room

Money Room CAT 6
CAT 6
Fiber Optics CAT 6

C
To AVTA #106 `
1 Port
1 Switch
Antenna 1 Port
Bus Wash # 403
s
Fuel Force - Data Centre #503
es
rel
Wi
E
Page 136 of 217


Network Architecture
RNR Consulting analyzed the IT network architecture of AVTA. A careful analysis of the
network identified the following:
• AVTA does not have a detailed network diagram; this impinges on the Authority’s ability
to troubleshoot network issues and recover connectivity efficiently during network
outages
• The firewall at AVTA seems to be mis-configured, it allows access to Adult sites and we
also observed an instance when a virus breached the firewall
• The wireless network in AVTA is not secure
We believe that it will be crucial for AVTA to have a detailed network diagram to assist AVTA
in the midst of technology upgrade. We developed a detailed network architecture diagram to
understand the network topology in place at AVTA. The network architecture diagram depicts
how each department and workstations in each office are connected to the servers and the type of
wiring and switches used to connect them. In case of any upgrades/changes demanded, the
network architecture can be used to evaluate the areas where the changes are to be made by
analyzing the hardware/network infrastructure. Also, this activity was undertaken to understand
about any networking issues that AVTA might currently face and potential networking problems
AVTA might face in the light of new systems and applications being implemented.
Further, based on the network analysis RNR Consulting proposes the following:
• AVTA should conduct a detailed network analysis using tools such as:
- Sniffers
- Etherpeek
Page 137 of 217

• AVTA should conduct an analysis to identify and rectify bottlenecks and mis-
configurations in an attempt to optimize network capabilities.
• AVTA should secure its wireless networks with minimum 128 bit encryption.
Page 138 of 217

Application Architecture
Page 139 of 217

LEGEND
Stand Alone Systems
Current electronic interfaces
Potential Interfaces
Page 140 of 217

Page 141 of 217

Systems Audit
Page 142 of 217


Systems Audit
RNR Consulting conducted a systems audit of the existing systems currently utilized at AVTA in
order to gauge the functionalities offered by the existing system and to measure the extent to
which these functionalities are being utilized by the staff of AVTA and MV. We have identified
the areas where the software is not being used effectively and delineate potential reasons why the
software is not being used effectively. For each system, we have compared the potential usage of
the system to the current usage. The potential usage represents maximum utilization of all
functions of the system (i.e. 100% usage). The current usage is calculated by the number of
functions currently utilized divided by the total functions available. Thus, for the Collective
Data system for example, the potential usage is 100%, while the current usage is 4.34% (i.e., the
total number of functions of the Collective Data system is 46, while the functions utilized is 2.
Thus, 2/46=4.3%) The following graphs provide a snapshot of the current usage of the existing
systems as compared to their potential usage.
Collective Data
120%
100%
100%
80%
60%
40%
20%
4.34%
0%
Potential Usage Current Usage
Page 143 of 217

Route Match
120%
100%
100%
76.08%
80%
60%
40%
20%
0%
Fuel Force
120%
100%
100%
80%
60%
40%
20% 9.52%
0%
Page 144 of 217

Software Functionality Y = Software Why are COMMENTS

used effectively functions not
N = Software being used
not used effectively?
effectively)
Collective Data
Set Up—Employee Information
Enter and maintain employee information N Training needed
within the company
Add employee job titles N Training needed
Enter employee details N Training needed
Enter employee additional pictures N Training needed
Create the employee evaluation form N Training needed
Enter employee evaluations N Training needed
Release an employee from employment N Training needed
Track employee incidents N Training needed
Set Up-Equipment
Track alternative fuel usage N Training needed
Use equipment scheduling N Training needed
Use equipment quick meter update view N Training needed
Set Up-Vendors and Suppliers
Use vendor and supplier main view N Training needed
Use vendor services tab N Training needed
Set Up-Loan Information
Use loan main view N Training needed
Use loan equipment main tab N Training needed
Make a loan payment N Training needed
Set Up- Insurance Information
Use insurance main view N Training needed
Use insurance equipment main tab N Training needed
Use insurance equipment coverage tab N Training needed
Use insurance loans tab N Training needed
Set Up- Parts Inventory
Use CollectiveFleet pro parts inventory N Training needed
module
Page 145 of 217


effectively)
Entering and Managing Tires
Manage tires using CollectiveFleet N Training needed
Manage tires using CollectiveFleet N Training needed
Set Up- Manage PM schedules
Set up PM services N Training needed
Set up inspections N Training needed
Set up PM categories N Training needed
Work Order
Add items to the work order detail tab Y Additional training
required
Use parts and labor poll history N Training needed
Use the work order purchase order tab N Training needed
Use work order warranty tab N Training needed
Create work order invoice Y Additional training

required
Managing Fuel Logs for Equipment
Enter fuel information N Training needed
Enter fluids information N Training needed
Managing Trip Logs
Manage trips log N Training needed
Manage expense logs N Training needed
Managing Traffic Violations
Use traffic violations main view N Training needed
Use traffic violations/violations tab N Training needed
Maintenance Request System
Use options for assigning request to work N Training needed
orders
Creating and Managing Recalls
Recall work orders N Training needed
Complete a recall N Training needed
Page 146 of 217


effectively)
Managing Motor Pool
Assign equipment to motor pool N Training needed
Schedule motor pool equipment N Training needed
Create Manage and Print Reports
Use report view N Training needed
Use query view N Training needed
Report Editor
Add a new report N Training needed
Security Group Editor/Security User
Editor
Set up the administrator user account N Training needed
Route Match
Address Window and Geocoding
Configure address options Y

Utilize address details Y
Utilize address window map Y
Add geocoded address to the system Y
Find a location on the map Y

Save a non-geocode address Y
Utilize batch Geocoding Y
Funding Sources
Utilize new billing rule window N Training needed
Merge funding source window functions Training needed

and features N
Customers
Configure customer options N Not accessible
by call takers
Utilize customer trip information window Y
Page 147 of 217


effectively)
Drivers
Configure the driver option N Not used Use Excel
spreadsheet for
driver schedule
Use drivers weekly schedule tab N Training needed
Use drivers emergency contact tab N Training needed
Vehicles
Configure vehicle setting options Y Only Paratransit
manager has access
to this function
Use vehicle pools Y
Use vehicle types Y
Utilize vehicle window functions/features Y
Services Only AVTA
management and
Paratransit manager
have access to this
function
Configure global settings for service Y
Utilize merge service window Y
functions/features
Trips
Configure trip options Y
Scheduling
Configure scheduling options Y
Create a schedule Y
Create a run Y
Add trip to schedule Y
Schedule using optimization Y
Change a schedule Y
Page 148 of 217


effectively)
Pre-Verification Reports
Use driving directions Y
Use driver manifest Y
Schedule trips summary Y
Dispatching
Move trips in dispatching Y

Show recommendations in dispatching Y
Add trip verification information in Y
dispatching
Add trip in dispatching Y
Verification
Add new trip in verification Y
Reassign vehicles Y
Use break verification Y
Calculate trip cost in verification window Y
Post Verification Reports
Detail Invoice N Paratransit
manager does
not trust the
validity of the
reports generated
Summary Invoice N Paratransit
manager does
not trust the
validity of the
reports generated
Utilize operating statistics report Y
Utilize trips by funding source Y
Create run productivity report Y
Create cancellations and no show reports Y
Page 149 of 217


effectively)
User Defined Reports
Use the Ad Hoc report wizard Y Paratransit manager
uses this report
FuelForce
Basics
Utilize fueling procedure N Training needed
Utilize site polling procedure N Training needed
Utilize communications procedure N Training needed
File Menu
Use File menu for new record in the N Training needed

current table
View Bar
Use the Poll Dialog for polling remote N Training needed

sites
Display the Update SCP Dialog to update Y
the site(s) with the entire contents of the
current table
Database Menu
Add and modify vehicle records N Training needed

Add and modify driver records N Training needed
Add and modify product reports N Training needed
Use Product Groups Form for adding and N Training needed

modifying product group records
Use Spec Groups Form for adding and N Training needed
modifying specification group records
Use Site Groups Form for adding and N Training needed
modifying site group records
Page 150 of 217


effectively)
Use Sites Form for adding and modifying N Training needed
site records
Use Tanks Form for adding and N Training needed
modifying tank records
Use Hoses Form for adding and N Training needed
modifying hose records
Utilities Menu
Utilize Report Setup Form for adding and N Training needed

modifying reports
Utilize Fuel Log Form for reviewing fuel N Training needed
transactions
Utilize Alarm Log Form for reviewing N Training needed
alarm transactions
Poll Remote Sites Dialog
Utilize Remote Site Selection List Y

Update SCP Dialog
Utilize Last Modified Time Stamp Field N Training needed

Utilize Include All Records Check Box N Training needed
Page 151 of 217

Gap Analysis
Page 152 of 217

Gap Analysis
Current Gaps Recommendations Action Steps

1. Invoicing for MV Select and implement a 1. Identify interface
Transportation is performed comprehensive finance needs amongst
manually in Excel. software that would systems
Additionally, there is integrate with other systems 2. Identify finance
significant redundancy of and would track the revenue system for AVTA
work before the final miles for all modes of 3. Select finance
invoice is prepared. transits system
4. Develop and test
system and
interfaces
5. Implement system
and interfaces
I
2. Grant funds from Implement a finance 1. Conduct needs
different jurisdictions have software system that would assessment to
to be manually allocated to allocate grant money to the determine detailed
different modes of transit. different modes of transit requirements of the
authority in terms of
grants allocation
2. Select finance
system that will
meet authority’s
needs
3. Implement new
finance system and
related policies and
procedures
3. Budgeting for the fiscal Implement a finance 1. Conduct needs
year is done manually in software that would aid in assessment to
Excel. the budgeting process and determine detailed
reduce manual entry requirements of the
authority in terms of
budget requirements
2. Select finance
system that will
meet authority’s
needs
3. Implement new
finance system
Page 153 of 217

4. The Fuel Force Explore ways to interface 1. Conduct needs

application is not integrated the Fuel Force application assessment for
with the Collective Data with the Collective Data developing interface
application, and thus application so mileage between systems
information has to be information flows through 2. Determine interface
manually inputted into and aids in preventive requirements and
Excel to track preventive maintenance specifications
maintenance information. 3. Develop and test
interface
4. Implement interface
5. Parts information is Explore the opportunity of 1. Assess the needs of
manually tracked in Excel, utilizing the Collective Data AVTA
and reordering of parts is application to track and 2. Review
done based on judgment manage parts functionality of
rather than based on inventory module in
Economic Order Quantity Collective Data
(EOQ) or min/max levels application
for example. 3. Determine if the
module offers ABC
or XYZ analysis of
inventory
4. Determine if the
module offers
Economic Order
Quantity
6. Route scheduling is Select and implement a 1. Conduct needs

performed manually in fixed route software that assessment to
Excel every 6 months. would aid in scheduling and determine required
tracking route information functionality of
and reduce manual entry system
2. Select route
scheduling system
that will meet needs
of agency
3. Implement route
scheduling system
and related policies
and procedures
7. The Finance Assistant Select and implement time 1. Conduct needs
manually calculates payroll and attendance system that assessment to
information by collecting would interface with the determine required
timesheets. HR/Payroll system functionality of
system
2. Select time and
Page 154 of 217

attendance system
that will meet needs
of agency
3. Implement new time
and attendance
system and related
policies and
procedures
8. Information from GFI Explore the possibility of 1. Review the
system has to be manually interfacing the GFI system functionalities of
inputted into Excel to with the finance software the GFI system
calculate ridership 2. Review the
information. functionality of the
finance system
3. Explore the
possibility of
interface between
the two systems
9. Numerous applications AVTA should strongly 1. Review current
are not interfaced, which consider implementing a application
increases the need for software application architecture
manual and paper-based management initiative that 2. Identify avenues of
processes. is largely based on creating interfaces
integrated systems, which between systems
would reduce the amount of 3. Identify systems that
manual and paper-based can be replaced and
processes. include in IT
Strategic Plan
4. Develop and test
interfaces and select
appropriate systems
5. Implement
interfaces and
systems
10. There is currently no AVTA should implement 1. Conduct a thorough
procedure to track and and maintain a and comprehensive
maintain usage of licenses comprehensive license IT audit,
throughout the authority. management procedure documenting the
number of
applications used
within AVTA
2. Document software
user and number of
licenses
3. Formalize procedure
for in-house license
Page 155 of 217

management
4. Develop a software
library for each
application
including original
installation media,
purchasing
documentation, and
a copy of the license
agreement
5. Develop a software
register
documenting the
title and publisher of
software, number of
licenses owned, date
and acquisition
source of software,
physical location of
computer on which
each copy of
software is installed,
license key and
location of back-up
copies
6. Conduct regular
reviews, test checks
and updates
11. Lack of documented IT AVTA should clearly 1. Review the areas

policies and procedures for: define and document the where new policies
E-Mail management policies and ensure that all need to be
Wireless security the departments in the developed
Hardware and software authority follow them 2. Develop and
purchases implement new IT
Data back-up Policies and
Internet usage. Procedures
12. The Collective Data There should be training 1. Review total

application is not being provided to employees on functionality of
used by the maintenance the application. Collective Data
department employees. application
2. Conduct module
based training for
the concerned
employees
Page 156 of 217

13. The Route Match Review the functionality of 1. Review

software does not provide Route Match software and functionality of
live updates. explore the possibility of Route Match
creating live updates in application
Route Match 2. Work with Route
Match developers to
explore the
possibility of
customizing the
software to provide
live updates
14. Route Match software Review the geo coding 1. Review the geo
does not always provide functionality and the data in coding functionality
accurate information about Route Match to verify of Route Match
travel time between two accurate information is 2. Review if the data
destinations. This leads to provided entered by call
an employee having to takers is accurate
manually reschedule trips. 3. Work with Route
Match developers to
troubleshoot the
problem with geo
coding
15. Route Match software Review the canned reports 1. Review the reports
does not provide accurate in the software and ensure module in Route
and reliable reports. As a that the information Match software
result, the paratransit reported is accurate 2. Verify that
manager has to manually information is
create user defined reports. accurate
16. Route Match software Explore the possibility of 1. Work with route
does not allow you to edit customizing the edit match developers to
scheduled paratransit trips scheduled paratransit trips explore the
once they are saved. As a functionality possibility of
result, if there is a request in customizing an edit
change of time, the old functionality
request has to be cancelled 2. Evaluate security
and a new one has to be access and
created. privileges for editing
trips
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17. Work orders are Adequate training needs to 1. Review the

manually created, which be provided on the functionality of the
increases paperwork and maintenance application in work order module
manual entry. order to allow employees to in the maintenance
generate work orders software
2. Identify employees
who will be using
the work order
module
3. Conduct extensive
user training
Page 158 of 217

“SWOT Analysis”
Page 159 of 217

SWOT Analysis
RNR Consulting conducted a SWOT analysis to delineate and identify the various issues that
affect AVTA with reference to Information Technology and infrastructure. We have classified
these into Strengths, Weakness, Opportunities and Threats.
• Strengths (S) – Activities that are efficient in terms of time and/or resources utilization.
• Weaknesses (W) – Activities that are inefficient in terms of time and/or resources utilization.
• Opportunities (O) – Activities that are currently not in practice by AVTA or which are not
emphasized enough. These activities are seen as opportunities for growth, development and
cost-reduction.
• Threats (T) – Activities that are currently not in AVTA’s radar or which are not emphasized
upon; the difference between threats and opportunities being that if threats are not tackled in
the near future, they can definitely affect the smooth functioning of the business. Threats can
be classified as obstacles to the process.
The following is a table of Strengths, Weakness, Opportunities and Threats for AVTA:
Page 160 of 217

Page 161 of 217

SWOT Analysis:
POSITIVE NEGATIVE
Strengths Weaknesses
1. AVTA has one of the best infrastructure facilities 1. There is a lack of expertise in staff both in-house and
and resources. The management recognizes this contracted to exploit the Information Technology
and envisions AVTA as the best transit authority resources of the agency
in the region 2. Inadequate staff training manuals in place to train the
2. Management foresees Information Technology as staff on new softwares and programs
an enabler that will help make AVTA more 3. All the operations are outsourced to MV which gives
efficient and better serve its customers AVTA little control on productivity and quality of
3. AVTA has a very positive work culture composed service
of highly dedicated, motivated, and competent 4. There are no IT policies and procedures set in place
administrators who exhibit a high level of to guide and support IT related activities
camaraderie 5. AVTA should have a HR department in place to
4. The management and staff of AVTA share the make finance department more efficient by
same vision of making AVTA the best transit delegating HR activities to HR department.
authority in the country 6. AVTA has a lot of processes that are driven
5. AVTA is firmly committed to allocating necessary manually despite of the fact that the agency has
resources to develop an IT strategy initiative that adequate technology and resources for automated
will improve the overall efficiencies of AVTA as processes
an institution, which will, in turn, allow AVTA to 7. Lack of license management makes it difficult to
continue to provide superior service track software usage
6. AVTA has a new fleet of buses thus reducing the 8. There is break in processes in most of the processes
cost of maintenance and helps in providing better in all departments
service to the community 9. Many accounting activities are outsourced, and
finance department does not have immediate access
to all information
10. No accountability on the part of the contractor if
there is a break in processes
Opportunities Threats
1. AVTA should make effective and efficient use of 1. No IT policies and procedure set in place to guide
existing hardware and software resources for e.g. work procedures and act as standards to the agency
Route Match, Collective Data and Fuel force 2. Non aligned interests and vision between MV and
2. Implementation of ERP/Agency-wide systems can AVTA
lead to better interfaces and integration. 3. Lack of documented back-up procedures for various
3. Implement new policies and procedures for systems could have an adverse effect on agency
efficient functioning of all departments operations
4. Develop new process procedures to avoid breaks 4. Lack of an effective “filtering” procedure regarding
in processes troubleshooting/ help desk functions increase strain
upon facilities engineer and contract compliance
manager
Page 162 of 217

SWOT Strategy:
TOWS Matrix1
Strengths Weakness
Opportunities S-O Strategies W-O Strategies
Threats S-T Strategies W-T Strategies
S-O Strategies pursue opportunities that are a good fit to the organizations strengths
W-O Strategies overcome weakness to pursue opportunities
S-T Strategies identify ways that the organization can use its strengths to reduce its vulnerability
to external threats
W-T Strategies establish a defensive plan to prevent the organization’s weakness from making it
highly susceptible to external threats
Based on the above Matrix, AVTA should adopt a combination of S-O and S-T strategy. AVTA
should utilize its strengths to leverage on the opportunities available to it to enable all the
departments to function effectively and efficiently. By using the strengths to leverage the
available opportunities, AVTA would indirectly address the threats that it faces currently.
One of the strengths of AVTA is that it has good infrastructure facilities and human resources.
AVTA should utilize this to develop procedures so that existing software applications are used
effectively by all the employees.
With the strong commitment from the management of AVTA to ensure that Information
Technology is an enabler to conduct business rather than a hindrance, AVTA should implement
Agency wide systems that would lead to better interfaces and integration.
1
Reference from Quick MBA- Knowledge to power your business
Page 163 of 217

With the dedicated team AVTA has, an employee should be charged to ensure that the new
policies and procedures developed are properly enforced and followed across all departments.
Page 164 of 217

Benchmarking
Page 165 of 217

Benchmarking
As AVTA is in a midst of a technology upgrade, RNR Consulting conducted benchmarking

activities to understand and compare the types of software applications used by similar sized
transit authorities in the country. The rationale behind the benchmarking activity stemmed from
the very basic vision of AVTA to become the best transit in the country by utilizing information
technology as a business enabler. Benchmarking of AVTA with other similar sized transits in
terms of software applications is one of the first steps in aiding AVTA to achieving its vision.
Furthermore, we chose to benchmark software applications as it is the crux of the information
technology strategic plan we are developing for the authority.
We researched the Federal Transit Administration resource database and based on our past
experiences in the transit industry, chose a random sample of similar sized transit authorities in
terms of fleet size and number of routes served to compare AVTA to other transits in terms of
use of important software applications. In order to compare transit authorities, we compiled a list
of applications that a transit organization should optimally possess to execute organizational
functions. The information technology system(s) of various transits were evaluated on the basis
of whether the transit possessed systems or modules such as financial software, payroll, time and
attendance, human resources, maintenance/inventory (for example, parts, fuel management),
operations/dispatch (for example, fixed route and para-transit), fleet-oriented systems
(intelligence and security systems) and building security systems such as proximity card readers.
This allowed us to then compare AVTA to other transit authorities in terms of the number of
systems utilized. The study highlighted which systems are currently being utilized by these
transit organizations. The benchmarking activity delineates how those transit organizations are
utilizing technology to enable their business processes, what systems or applications they are
using, and illustrates how those applications could be potentially incorporated into the
information technology strategic plan. We asked the selected random samples if they had the
following software applications to capture the areas cited above in order to compare the transit
authorities:
Page 166 of 217

• Maintenance software
• Fixed route software
• Para-transit software
• Fuel tracking software
• Finance software
• HR software
• Payroll software
• Intelligent transit system
The following chart depicts where AVTA stands with respect to other transits in terms of number
applications/software systems utilized and how AVTA compares to other transits in terms of its
goal to be technologically superior in the industry with regard to software applications.
Page 167 of 217

Transit Applications Used

Lane Transit District HASTUS - Fixed route scheduling software
Eugene, OR MIDAS BD- Para-transit application
ABRA- Payroll, HR software
Informgold- Finance application
Fleet watch- Maintenance Application
Transit Master- ITS System-Includes APC, AVL,
Annunciators and CAD
Intercity Transit Schedule Master- Fixed route software
Olympia, WA Trapeze Pass- Para-transit software
Fleet Net- Tracks Maintenance, HR, Payroll and financials
Southeastern Regional Trapeze Pass- Para-transit software

Transit Authority Fleet ware- Maintenance software
New Bedford, MA Gas BOI- Fuel Tracking software
Great Plains- Financials, HR and Payroll
Page 168 of 217

Greater Hartford Transit Trapeze Pass- Para-transit software

Authority
Hartford, CT
Salem Area Mass Transit Trapeze Fx, OPS- Fixed route software
District Fleet Net- Maintenance, HR and financials
Salem, OR Fuel Force- Fuel Tracking software
DRI- Intelligent transit system
Peninsula Corridor Joint Sphere- Inventory Software

Powers Board (PCJPB) People soft- Financials, HR, Budgeting and Procurement
San Carlos, CA HASTUS- Fixed route software
Trapeze Pass- Para-transit software
ACS- Intelligent Transit System
Conductor- Grants Allocation
First Transit, Inc RTA- Maintenance software
Pomona, CA Fuel Force- Fuel tracking software
HASTUS- Fixed route software
Fund ware- Only financials
Whatcom Transportation RTA- Maintenance software

Authority MAS 90- Finance and Payroll software
Bellingham, WA ABRA- HR software
MIDAS- Paratransit software
ARCGTS- Bus shelter maintenance software
Transit Applications Used

Topeka Metropolitan RTA- Maintenance software (Fuel Force included)
Transit Authority - GFI fare boxes are used in buses
Topeka Transit (TMTA) SOLOMON- Finance, HR and Payroll
Topeka, KS MULTISYSTEMS- Paratransit software
StarTran RTA- Maintenance software, fuel tracking included
Street Lincoln, NE JD Edwards- Finance, HR and payroll included
RouteMatch- Para-transit software
VPSI, Inc. Great Plains-Finance and accounting
Troy, MI Maintenance and Para-transit-Customized
Wichita Transit (WT) Datastream- Maintenance software
Wichita, KS Tier- Finance, HR and Payroll
StrataGen- Para-transit
StrataGen- Fixed route
Page 169 of 217

IT Strategy Plan
Page 170 of 217

Integrated departments Customer focused
IT Initiatives – IT Enabled
In
fo
rm
ed
de
ci s
ion
s
En
ha
nc
ed
mo
ra
le
External
`
Internal
Page 171 of 217

Project Profiles - Legend

Project Name: Name of the project.
Priority: A- Depicts High priority. The projects with A priority should be implemented in the short term.
These projects directly affect the efficiency levels of people and effectiveness of processes that take place in
AVTA. These projects form the infrastructure backbone of AVTA. Priority A projects take precedence to
other projects in terms of budget allocation in a particular year.
Priority: B- Depicts Medium priority. The projects with B priority should be implemented in the medium
term. These projects are important to the authority, but will not immediately affect AVTA’s business
processes. Furthermore, AVTA may already have an application that could be utilized in the short term.
These projects should be implemented after A priority projects have been successfully implemented.
Priority: C- Depicts Low priority. The projects with C priority should be implemented in the long term. These
projects are not a business necessity. If and when funds become available these projects should be
implemented, after all A priority and B priority projects have been implemented.
Complexity: H- Depicts High complexity. These are high complexity projects because multiple departments
are involved, cost of the project, project risk and the number of end users to be trained are high. They also
have longer project durations.
Complexity: M- Depicts Medium complexity. These are medium complexity projects because the number of
end users to be trained is not high, the cost in comparison to high complexity projects is low, and have shorter
project durations when compared to high complexity projects.
Project Duration: The approximate time period from start to finish of the project.
Lead: The department in charge of the project
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2
Project Name: Re- Implementation of Collective Data Maintenance Application
Priority: A Project Duration: Mar ’05- Apr ‘05
Complexity: M Lead: Maintenance (AVTA)
Project Scope:
Re-Implementing the Collective Data Maintenance Application and effectively training the end
users to use the implemented software.
Project Rationale & Benefits: Potential Risks:

1. Currently the Collective Data application is 1. Initial employee buy-in may be low due to past
not being used as majority of the end users unsatisfactory experience with the Collective
have not been trained on the application. Data Implementation.
2. Currently all data and reports are generated 2. Co-operation from MV Transportation
using Excel as employees lack the training to Management to allow all the concerned
use Collective Data. employees to attend training classes during
3. Some of the reports generated currently working hours.
using Excel are not accurate. 3. Customization and integration with Fuel Force
4. Re-implementing Collective Data and application and Route Match application.
training the end users would provide the
authority with accurate and reliable reports.
5. Re-implementing Collective Data would save
time and cost for the agency as manual and
redundant data entry would be reduced
considerably.
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3
Action Steps: Implementation Considerations:

1. Develop project work plan 1. Ensure all data is converted accurately
2. System set up and design 2. Ensure that Fuel Force and Route Match
3. Perform data clean up activities applications interface with Collective
4. Perform data validation activities Data.
5. Develop training schedules
6. Conduct detailed end user training
7. Roll out
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4
Project Cost:
Software and Training: $15,000
Cost Benefit Analysis:

Qualitative Benefits:
•Will allow the management to accurately track the Miles/Gallon statistic of all the vehicles in
the agency
• Accurately provide information to the management about the when Preventive Maintenance is
due on a vehicle
• Can provide the management with accurate and reliable data for contract compliance
purposes
• Data can be effectively retrieved for CHP audit purposes
• Enhanced worker efficiency and productivity
Page 175 of 217

5
Project Name: Selection & Implementation of Enterprise Resource Planning Software
Priority: A Project Duration: May ’05- Dec ‘05
Complexity: H Lead: Finance (AVTA)
Project Scope:
The project involves selection of a finance application which will aid the Authority in performing the
accounting function directly rather than having to contract with an outside firm. The finance application to be
selected will have a module specifically utilized for allocation accounting and aid in the budgeting process.
The application will also support functions such as payroll , HR and purchasing functions for AVTA.

1. AVTA is currently outsourcing finance 1. Integration with the maintenance application
functions such as payroll, A/P, tax reporting, 2. Integration with the Intelligent Transit System
final GL, etc. The new ERP application will to track ridership information and generating
provide AVTA and the finance department invoices
with greater flexibility and real-time access to 3. Training additional users if the operations are
information and reports. performed within the Authority
2. Currently, the finance department is using 4. Additional cost for training users and
various excel spreadsheets for budgeting additional hardware costs associated with the
purposes. The new ERP application will have new system
a budgeting module which would help the 5. Lack of employee buy-in and resistance to
finance department budget for the fiscal year change by employee.
more efficiently. 6. Customizing the software to replicate current
3. The finance department currently manually processes that would increase the cost of
allocates grant money from different implementation and AVTA will not realize
jurisdictions to different modes of transit. The the full benefit of the system.
allocation module in the new ERP
application will help reduce manual entry
and increase the efficiency of the finance
department.
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6
Project Rationale & Benefits:

4. Currently, the finance assistant manually
creates vacation stubs for employees. The new
ERP system will help eliminate manual
processes and will be more cost effective as it
would automatically generate pay stub and
vacation stub information.
5. The finance department currently uses various
excel spreadsheets to calculate the invoice
amounts for MV Transportation. The new ERP
application will eliminate manual entry and
redundancies in the process.
6. Currently, purchasing is performed manually
via a purchase log book. An ERP application
would reduce the amount of paperwork and
would automatically generate a work order
and would be interfaced to the Accounts
Payable module, where the invoice will be
generated.
7. The new ERP system can track employee
information for both new hires and existing
employees, which would greatly aid the
human resources department.
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7

Requirements Definition: 1. System needs to interface with maintenance
1. Document current information systems application to transfer work order information
2. Streamline information flow: Develop “As-Is” on a daily basis.
process maps, data flow maps, and functional 2. System needs to interface with Maintenance
maps application to provide information on parts
3. Gauge future requirements and resource used for vehicle maintenance and repair
constraints 3. System needs to interface with fuel tracking
application to provide cost per gallon
System Selection: information for each vehicle
1. Determine evaluation criteria 4. System needs to interface with maintenance
2. Analyze potential interface issues and application to track cost and value of each
current vehicle over time
processes 5. System needs to interface with time and
3. Develop RFP and vendor information attendance system to calculate payroll
packet information
4. Determine training requirements 6. System needs to interface to the document
5. Quantitative and qualitative cost-benefit management system in order to facilitate the
analyses electronic retrieval and storage of
6. Address change management issues information/documents
7. Demonstration sessions
8. Selection of new system
Pre-Implementation:
1. Develop project work plan
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8
Action Steps:
2. Software:
- Installation
- Set up global parameters
- Define chart of accounts
- Develop GL account codes
- Accounts Payable payment options
- 1099 information
- Set up profiles
- Set up master flags
- Acceptance testing
3. Training:
- Concepts
- Software overview/ Issues identification
- Executive level: Super users,
departmental heads and executive
management
4. Data Analysis and Import:

- Collect and organize data
- Data verification and data clean up
- Obtain sign-offs on data
- Import data into new system
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9
Action Steps:
Design:
1. Conduct application training
2. Design pilot script
3. Build files and conduct pilot
4. Design modifications
5. Management review
Rollout:
1. Build/Test interface modifications: Test
interface with maintenance application, fuel
tracking application and Intelligent Transit
System
2. Build/ Test software modifications
3. Conduct integrated pilot
4. Conduct user training: Systems training,
Module and department based training, and
train the trainer sessions
5. Administer user certification tests
6. Convert data
7. Perform post conversion review
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10
Project Cost:
Software- $80,000-$120,000
Implementation cost- $150,000-$200,000

Designation Hours/Day Hours/ year Pay Rate Yearly Cost
(Hourly) Savings
Finance 3 Hours 254*3= 762 $ 22.14 $ 16, 870
Assistant
Finance 1 Hours 254*1= 254 $ 45.39 $ 11, 529
Manager
Currently, AVTA outsources a variety of its central accounting functions to an external accounting
firm. The cost of the service is approximately $700 per month. After the software is implemented,
the potential cost savings by not outsourcing the accounting functions is approximately $8,400 per
year.
The finance department will also be able to access reports without having to contact the external
accounting company. The new application would also aid the agency in processing payroll.
Total potential cost savings/ year: $ 36,799
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11
Cost- Benefit Analysis:

• Real time access to data and information for analysis

•Enhanced work efficiency and productivity
• Better grant accounting and FTA reporting leading to more grants for AVTA
• Streamlined processes, leading to a proactive department
• Enhanced financial reporting will lead to informed decision making by the management
•The system will form the administrative infrastructure backbone and will help in transition
if AVTA decides to bring operations in house
•The system will provide budget controls
•The ERP system will lead to better financial audit checks and controls and provide audit
trails for all financial activities
•The new system will provide comprehensive HR and Payroll benefits as it would aid in
calculating salary information, vacation information, sick time and employee benefits
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12
Project Name: Selection and Implementation of Intelligent Transit System
Priority: A Project Duration: Feb ’05- Aug ’05( Phase I)
Complexity: H Lead: Operations (AVTA)
Project Scope:
Project involves selection and implementation of ITS. This includes APC, Annunciators and AVL/CAD. This
will enable AVTA to get accurate passenger counts, ensure that customers get information on stops and aid
dispatch in finding the precise location of the bus, thus improving the efficiency of operations.

1. Currently, AVTA has to rely on data 1. Change management issues
provided by bus operators and the GFI 2. Initial capital investment
system for passenger counts. The new system 3. The large size and the complexity of the
would provide AVTA with accurate and project
reliable passenger count information 4. Technological changes in the transit industry
automatically generated by the system. 5. Implementing new technology (cheaper) as
2. Accurate passenger count information from offered by new vendors or utilizing industry
APC can be effectively used for reporting to standards (More expensive)
NTD and thus help AVTA procure grants. 6. Compliance with national ITS standards
3. Currently, ridership information is manually
calculated using excel spreadsheets. The new
system will automatically generate ridership
information for all modes of transit, and thus
expedite the process of invoicing and
eliminate manual entry.
4. Customers will know the name of each stop
and will not have to rely on the bus operators
to announce stop information.
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13
Complexity: H Lead: Operations (AVTA)

5. The new system will aid the dispatchers to
identify the exact location of the bus, and
thus help them dispatch buses more
effectively.
6. The new system will provide real-time
information on bus locations, which will aid
customer service employees in providing
accurate information to customers regarding
bus schedules and arrival/departure times.
7. Currently, trips are booked for paratransit
customers the previous day and manifests
are printed out and manually forwarded to
bus operators. The new system would allow
this information to be electronically
forwarded to paratransit operators
electronically in real time, and allow
operators to pick up customers on the fly.
This would increase the number of customer
pick ups drastically.
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14
Complexity: M Lead: Operations (AVTA)
Action Steps:
Contracting
Implementation Considerations:
• Develop negotiations document 1. Ensure ITS interfaces with the fixed route
• Negotiate contract in conjunction with AVTA dispatch software and the paratransit
• Signed ACS Contract dispatch software
2. ITS should be ADA compliant
Conceive and Plan 3. ITS should interface with the ERP application
• Construct ITS design drawings to create invoices for the three modes of
• Develop system integration plan transits
• Define roles and communication plan 4. ITS should interface with maintenance
• Create risk mitigation and contingency plan application to capture road call/ pull out
• Develop “wins” document for FTA information
• Develop project administration plans
• Develop workplans
• Determine system performance measures and
audit controls
Diagnostic
• Develop testing plans
• Execute equipment testing trails at
manufacturer location
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Action Steps:
Commission
- System setup and installation

- Perform site inspection
- Analyze training needs
- Prepare training plan
- Ensure vendor provides adequate training
- Develop training manuals
- Produce user and maintenance manuals
- Prepare for system changeover
- Confirm acceptance testing
- “Go-Live”
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16
Project Cost:
Software and Hardware Cost: $1,500,000 - $2,000,000 (Entire project)
Implementation Cost: $500,000 - $800,000 (Entire project)

Designation Hours/Day Hours/Year Pay Rate Yearly Cost Savings
(Hourly)
Call taker 2 254*2= 508 12 $ 6,096
Customer Service 3 254*3= 762 10 $ 7,620
Senior Analyst 1.5 254*1.5= 381 32.47 $ 12, 371
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17
Implementation of the ITS would provide AVTA other qualitative benefits such as:
• Improved scheduling of drivers

• Accurate ridership data to report to NTD
• More grants due to better reporting
• Enhanced productivity and efficiency across the operations department
• Efficient dispatching as the dispatcher would know the exact location of the bus
• Improve the efficiency and expediency of paratransit services to the community
• Improved customer service response as representatives would know the exact location of the
bus and the time required to arrive and depart locations
• Fewer road calls as vehicle health will be monitored in real time that will aid better preventive maintenance
• AVTA will be ADA compliant reducing the risk of lawsuits
• Enhanced incident and emergency management
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Project Name: Selection and Implementation of Dispatch Software
Priority: A Project Duration: Feb ’06- Sept ‘06
Project Scope:
Selection and implementation of a dispatch software which would aid in development of fixed routes and
assigning bus operator schedules. Furthermore, we will also assess the paratransit dispatch software within
this initiative because Route Match application does not fulfill AVTA’s business needs.

1. AVTA (MV) currently manually develops route 1. User acceptance of the new system
schedules every 6 months. 2. Resistance to change
2. AVTA (MV) utilizes Excel spreadsheets to 3. Initial capital investment
develop routes and timing. 4. Integration with the ITS system
3. Vacation time and requests for time off are 5. Users reluctance to utilize IT to enhance their
manually entered into Excel spreadsheets and job profiles
new bus operators are assigned manually 6. Lack of inherent skill sets to utilize the system
based on availability.
4. The new software application would aid in
efficient and effective development of route
schedules and bus operator bid schedules.
5. Requests for time off could be entered in the
system, and the system could then
automatically generate a schedule based on
the availability of bus operators.
6. The dispatch software would streamline
operations, automate routine tasks, coordinate
between departments, and eliminate confusion
about schedules.
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19

Requirements definition: 1. Ensure that the system interfaces to other
1. Measure current resource allocation systems utilized by the Authority such as the
2. Streamline information flow HR and Payroll system as this system would
3. Gauge future requirements and resource track bus operator absences and availability
constraints 2. Interface with the ITS system to tie drivers to
schedules and schedule adherence
System Selection: 3. Accuracy of historical and current data to
1. Determine evaluation criteria ensure that the new system works efficiently
2. Develop RFP
3. Evaluate vendor responses
4. Determine training requirements
5. Quantitative and qualitative cost-benefit
analysis
6. Address change management issues
Pre-Implementation:
1. Finalize project scope
3. Software:
- Installation and set up of global parameters
- Set up profiles
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20
Action Steps:
• Training:
- Concepts
- Executive level
5. Data Analysis:
- Collect data
- Verify and clean up data
- Import data into system
Design:
1. Conduct application training and testing
3. Build files and conduct pilot
Roll out:
1. Build/Test software modifications
3. Conduct user training
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21
Project Cost:
Software Costs: $100,000 - $150,000
Implementation Costs: $150,000- $250,000

Currently, the routes schedule and bids schedule are prepared every six months by two road supervisors
manually in Excel spreadsheets.
The operations manager manually reschedules bus operators based on their vacation requests every week.
Designation Time spent on Time to be spent Pay Rate Annual Cost Savings
activity currently yearly on activity (Hourly)
(hours per year) after dispatch software
is implemented
Road Supervisor I 200 Hours 10 Hours $ 15 $ 2,850
Road Supervisor II 200 Hours 0 Hours $ 15 $ 3,000
Operations Manger 104 Hours 26 Hours $ 23 $ 1,794
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22

The implementation of the fixed route dispatch software would offer qualitative benefits such as
• Optimal vehicle and employee deployment
• Fewer dead runs
• Fast, automatic duty generation and rostering
• Accurate scheduling and routing
• Increase efficiency of providing expedient and efficient service to the community
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23
Project Name: Selection and Implementation of Time and Attendance System
Priority: A Project Duration: May’05- Sep ‘05
Complexity: M Lead: HR (AVTA)
Project Scope:
Selection and implementation of a time and attendance system to track the attendance of Bus
Operators, Mechanics and Administrative employees, capture labor time, eliminate current manual
and duplicative data entry, and integrate/automate processes across departments

1. Current process is manually driven and 1. Resistance to change
hence very paper and labor intensive. 2. Interfacing the current proximity card
2. Accurately capturing attendance reader system with the time and
information would allow AVTA to more attendance system
efficiently utilize agency resources and
realize significant cost savings.
3. Increased efficiency in tracking employee
time and payroll.
4. The new system would interface with the
payroll system, and thus help facilitate
accurate and timely payroll information.
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24

System Selection: 1. This system must adequately interface with HR
1. Determine system requirements and needs and Payroll systems
2. Develop RFP and vendor information packet 2. Compatibility with the existing security system
3. Determine training requirements to enable use of one access control card for both
4. Quantitative and qualitative cost benefit security and time & attendance functions
analysis
Pre-Implementation:
2. Software:
- Install
- Set up profiles
3. Training:
- Concepts
- Executive level
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25
Action Steps:
5. Data Analysis:
- Collect data
Design:
3. Build files and conduct pilot session
Roll out:
1. Build/Test interface modifications
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26
Project Cost:
Software Costs: $25,000 - $40,000

Implementation Costs: $30,000 - $45,000

Designation Hours/Day Hours/Year Pay Rate Yearly Cost Savings
(Hourly)
Finance Assistant 2 254*2= 508 $22.14 $ 11,247
Office Manager 2 254*2= 508 $19 $ 9,652
Total yearly cost savings if system is implemented is $ 20,899
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27
Project Name: Upgrade of Interactive Voice Response System
Priority: A Project Duration: April ’05- May ‘05
Complexity: M Lead: Customer Service (AVTA)
Project Scope:
The project involves the upgrade of the Cisco Interactive Voice Response system. This system will aid the
customer service and paratransit dispatch department in more effectively serving the community.

1. The AVTA rider community will get timely 1. There may be segments of the community
response to all their questions and queries. population who may not prefer to use an
2. The system will reduce the workload of automated response system and would rather
paratransit call takers as the system would speak to a live customer service
provide automated responses to callers. representative.
3. The system would provide automated 2. Training the users to work with the IVR
reminder calls to paratransit customers system.
before the paratransit vehicle arrives. 3. Customers might get frustrated waiting to
4. The system would aid in recording customer select their option and thus abandon the call.
complaints, and thus aid in reduced waiting
time for customers.
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28

Software Upgrade: 1. Ensure that accurate data is entered for each
1. Identify the type of software Cisco offers mode of transport
with regard to interactive voice response 2. Calling trees should be set up in an orderly
system. fashion and should not have excessive options
2. Customize the software based on the needs 3. The calling pattern of incoming calls must be
of AVTA. mapped and analyzed to determine the most
3. Select the software frequent call reasons and setting up
4. End user training appropriate automated responses. An
5. Implement the software appropriate call hierarchy should be
established.
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29
Project Cost: $ 50,000- $ 75,000

The above cost is based on the industry average and is not conclusive.
The implementation of a Interactive Voice Response system would offer qualitative

benefits such as:
•Increased customer satisfaction
•Speeding response times to callers
•Automating routine tasks thereby freeing agents to concentrate on more complex service
requests
•Reducing the cost of call center agent turnover
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30
Project Name: Selection and Implementation of Document Management System
Complexity: M Lead: Finance ( AVTA)
Project Scope: Select and implement a document management system which could
automatically scan and maintain all files and documents in a central database and could be
retrieved anytime electronically.

1. Easy access to past data. 1. Initial capital costs
2. Centralized document management and 2. End user training
streamlined processes reduce document 3. Resistance to change: employees would have
duplication, reducing likelihood of error. to become accustomed to finding information
3. Significantly reduces paper, toner, and electronically rather than manually
storage costs. 4. Errors in document management and loss of
4. Past data and files can be searched quickly data would affect agency rather than
and efficiently. individual user, project, or department.
5. Employees will have to allocate significantly
less time to retrieving documents and
information.
6. Creation of a knowledge-sharing culture
7. Ability to establish an agency-wide naming
convention.
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31

1. Identify the needs of AVTA 1. Ensure that all data is converted and stored
2. Select the software department wide
3. Customize software, if necessary, to AVTA’s 2. Evaluate search capabilities of the system
specifications 3. Interface the Document Management system
4. End user training with the ERP system
5. Implement the software
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32
Project Cost:
$ 75,000- $ 100,000 Software Only
The implementation of a document management system would offer qualitative benefits such as:
• Enhanced worker productivity

• Faster document processing and cycle times
• Agency-wide cost savings from document sharing and retrieval
• Simplification of systems process
• Improved security management on documents
• Savings on desk space
• Improved utilization of existing office space
• Help reduce incidence of lost records
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33
Project Name: Maintenance Application
Priority: B Project Duration: Jan ’07- Aug ’07
Complexity: H Lead: Maintenance (AVTA)
Project Scope:
Review the current Collective Data Maintenance application in conjunction with the needs of AVTA and with
the functionalities a maintenance application should possess. Select and implement a new maintenance
application if the current application does not meet the needs of AVTA.

1. The current system is not performing to the 1. Initial employee buy-in may be low due to
expectations of the maintenance department as past unsatisfactory experience with the
it is slow and the employees have to utilize maintenance application
multiple screens before entering data in the 2. Training end users may be challenging due to
system. resistance to change and learning new
2. The inventory module in the maintenance software systems in the past
application would help save money for AVTA 3. The project involves significant complexity,
as currently there is no documented process to and the maintenance application needs to be
re-order parts. The system would calculate re- interfaced to other systems
order level based on Min-Max levels, and 4. Customization and integration with other
would help in efficient utilization of inventory systems in AVTA
based on ABC analysis or XYZ analysis.
3. Currently the maintenance department has
challenges to maintain accurate
documentation, due to significant paperwork.
If the maintenance application is utilized,
paperwork would be reduced considerably,
thus leading to efficient maintenance of
records, and would aid maintenance audits.
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34

4. Currently, mileage information is entered in an
excel spreadsheet to track preventive
maintenance. A maintenance application that is
interfaced with the fuel tracking system could
potentially automatically generate E-mail alerts
to the maintenance manager and shift
supervisors when preventive maintenance on a
bus is due.
5. Maintenance software will help track vehicle
history and miles. It would automatically
provide an alert when the vehicle needs to be
replaced.
6. The maintenance application will capture the
exact amount of time a mechanic spends on a
repair job. This will aid in trend analysis and
aid the management in determining the
amount of time to be spent on a particular
repair job.
7. The inventory module would also track the
number of parts used on a daily basis and
would help provide audit trails with respect to
areas such as the specific parts and quantity of
parts utilized by a mechanic.
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35

8. Currently, work orders are created manually
by shift supervisors. This involves significant
paperwork. A maintenance application would
automatically generate a work order when the
shift supervisor enters the information.
9. Currently, road call information is entered in a
road call information sheet manually by the
dispatcher and is not always collected by
mechanics before they attend the road call. A
maintenance application would allow the
dispatcher to enter the road call information in
the maintenance software, and the mechanics
would be able to print out the report before
they attend the road call.
10. The maintenance application would aid in
effective and efficient contract compliance as
the information would be stored electronically
and the contract compliance manager would
have ready access to the information.
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36

System Selection: 1. Ensure that all data is converted properly to the
1. Determine evaluation criteria new system
2. Analyze potential interface issues and current 2. Ensure that vendor meets contract
processes specifications and meets AVTA’s needs
3. Develop RFP and vendor information packet 3. Ensure that the maintenance application
4. Determine training requirements interfaces with the fuel tracking system to help
5. Quantitative and qualitative cost-benefit facilitate preventive maintenance
analyses 4. Ensure that the maintenance application
6. Address change management issues interfaces with the finance system, as it would
7. Demonstration sessions aid in estimating the cost and value of each
8. Selection of new system vehicle over time
Pre- Implementation: 5. Ensure that maintenance application interfaces
1. Develop project work plan with the ITS system that would aid in real time
2. Software: vehicle health monitoring and preventive
- Install maintenance
- Set up global parameters: Set up repair
codes, labor codes, vendor codes, transit
bus codes, etc
- Set up profiles
- Set up business alerts: Preventive
maintenance due dates, E-Mail alerts,
Inventory re-order level alerts, vehicle
replacement alerts, warranty expiration
alerts, work order follow-up alerts
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37
Action Steps:
3. Training:
- Concepts
- Executive level
4. Data Analysis:
- Begin data clean-up activities
Design:
Rollout:
1. Build/ Test interface modifications: Test
interface with fuel tracking system, ERP
application and Intelligent Transit System
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38
Action Steps:
2. Build/ Test software modifications
4. Conduct user training: Super user training,
train the trainer approach, systems training
6. Convert data
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39
Cost:
Software: $100,000- $125,000 (Includes interface with financial and fuel tracking systems)
Implementation Costs: $175,000-$225,000

Currently, the parts manager spends two hours per day verifying the number of parts used for repairs the
previous day. He spends another hour on manually creating purchase orders and shopping for prices. The
yearly cost savings on salary alone if an inventory management system is in place would be approximately
$9,906/year.
Hours/Day Hours/Year Pay Rate Yearly Cost

(Hourly) Savings
3 254*3= 762 $16 $12,192
The maintenance clerk I currently spends four hours per day inputting mileage information and work
order information in Excel spreadsheets. If an maintenance application is utilized, manual entry of data
would be eliminated and the approximate cost savings would be $11,287/year.
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40

Hours/Day Hours/Year Pay Rate Yearly Cost Savings
(Hourly)
4 254*4= 1016 $11.11 $11,287.76
The current average inventory stock level is approximately $417,000. Currently, parts are ordered based
on the judgment of the parts manager and not based on Economic Order Quantity or a pre-set re-order
level. An inventory management system could potentially help maintain the average stock level at a
minimum of 40% of the current cost. This would save approximately at least $292,000 a year in inventory
costs.
Total approximate cost savings/year if an maintenance application is implemented is $ 315, 480.
The other benefits that would accrue to the agency by implementing a maintenance application include:
•Reduced stock out of parts
•Maintaining buses on the road
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41

• Enhanced work efficiency and productivity

• Fewer stock out situations, hence ensuring that the buses are on the road more often than
not, providing enhanced service to the community
• Enhanced control of processes and operations
• The maintenance department will become proactive rather than reactive
• The system will form the infrastructure backbone and will help in transition if AVTA
decides to bring operations in house
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42
Project Name: Selection and Implementation of Training Simulator
Priority: C Project Duration: Sept ’07- Jan ‘08
Complexity: M Lead: Safety and Training (AVTA)
Project Scope:
Implementing a training simulator and creating a virtual classroom with a high level of “event modeling” that
simulates the actual sights, sounds, and motions that are the equivalent of those experienced in the actual
operation of buses.

1. Substantial cost savings by reducing the 1. Increased maintenance of system.
likelihood of future operator incidents. 2. Improper training regarding system operation
2. Provide operators with a more authentic and functionality.
simulated experience. 3. Bus operators may be resistant to utilizing the
3. Increased safety system, and training the bus operators could be
4. Reduced training costs a challenge
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43

Requirements definition: 1. Verify network infrastructure is in place to
1. Measure current resource allocation install and implement system
2. Streamline information flow
3. Gauge future requirements and resource
constraints
System Selection:
1. Determine evaluation criteria
2. Develop RFP and vendor information packet
3. Determine training requirements
4. Quantitative and qualitative cost benefit
analysis
Pre-Implementation:
2. Software:
- Install
- Set up profiles
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44
Action Steps:
4. Training:
- Concepts
- Executive level
5. Data Analysis:
- Collect data
Design:
Roll out:
5. Convert data
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45
Project Cost:
$ 400,000- $ 475,000
The implementation of a training simulator would offer qualitative benefits such as:
•The training cost per student will reduce as much as 40%
•Reduced insurance costs due to reduction in liability exposure
•Reduced maintenance costs since learners/operators spend less time in actual vehicles
•Reduced accident rates and accident damages and reduced vehicle repairs
•Reduced capital investment for vehicles
•Reduced fuel usage
•The new system will reduce the number of training days when compared to actual on the road
training
•Student and instructor time can be scheduled more efficiently
- End of Report -
Page 216 of 217

IT Strategy Case Study

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Antelope Valley Transit Authority

1111 Superior Avenue, Suite 1330

March 28, 2005

3. “As-Is” process maps

4. Conducting shadowing activities

5. “To-Be” process maps

6. Information Technology Policies and Procedures

7. Organizational Structure Analysis

10. Network Architecture

11. Application Architecture

12. Gap Analysis

14. SWOT Analysis

15. Information Technology Strategic Plan and Project Profiles

Number Area Finding Sample employee testimonials and quotes

“AVTA has very good customer service; management

Number Area Finding Sample employee testimonials and quotes

“MV is driven by the bottom line not by the quality of

“It would be ideal if they have a contract like Phoenix

“Most of the times the data received from MV is not

“Most of the times the rider data from MV is incorrect,

“AVTA is like a teenager (14 years) with growth

Number Area Finding Sample employee testimonials and quotes

“There is no fixed/standard purchase vendor.”

“They buy expensive stuff than cheaper. On contractor

• There is a disconnect between AVTA and MV Transportation.

FTE Analysis: Administrative Assistant

Subdivision of activities mentioned above

Assisting Executive Director

Scheduling daily meetings

Board meeting arrangement

• The Administrative Assistant allocates considerable amount time everyday in handling

To be performed activities Activities not originally planned

Duty Functionality Duration

FTE Analysis: Public Information Officer

Public Information Officer

Planning & Development

Subdivision of activities mentioned above

To be performed activities Activities not originally planned

Duty Functionality Duration

Advertising & Press Releases

Design and web management

FTE Analysis: Finance Assistant

Subdivision of activities mentioned above

Manage employee benefits

10% 10% Review Policies

13% Reporting and file management

15% Pass sales and invoicing

14% Accounting activities

To be performed activities Activities not originally planned

2. Procure office supplies at or below a set

Duty Functionality Duration

Administrative and operative

Accounting and Finance

FTE Analysis: Senior Analyst

Sub division of activities mentioned above:

6% 19% Outreach program representation

To be performed activities Activities not originally planned

Duty Functionality Duration

FTE Analysis: Facilities Engineer

Subdivision of activities mentioned above

• The Facilities Engineer allocates considerable time to troubleshooting IT-related issues,

To be performed activities Activities not originally planned

Duty Functionality Duration