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Antelope Valley Transit Authority

Antelope Valley Transit Authority IT Strategy Plan 1111 Superior Avenue, Suite 1330 Cleveland, OH 44114 Tel:

IT Strategy Plan

Antelope Valley Transit Authority IT Strategy Plan 1111 Superior Avenue, Suite 1330 Cleveland, OH 44114 Tel:

1111 Superior Avenue, Suite 1330 Cleveland, OH 44114 Tel: (216) 621-8977, (216) 621-8968 Fax: (216) 621-8972

March 28, 2005

Executive Summary

Draft for discussion purposes only

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

Applications such as Collective Data and Fuel For ce are only being utilized from 4 to

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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.

specifically how su ch 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

similar sized organizations 14. Conducting SWOT analyses 15. Developing IT Strategic Plan and action plan Page

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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,

with and without road calls, paratrans it dispatching, pass sales, payro ll, human resources, scheduling, Page

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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

new hires to receive information on procedures or policies. This may lead to increased training time

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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

us identify why certain functionalities and modules in certain applications are not utilized. We also Page

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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.)

depart ment relies on which applications. (Please review the application architecture for more detail.) Page 7

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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

The IT strategy plan and project profiles were created in conjunction w ith 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.)

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 towards the mission of making AVTA the best transit authority in United States. They believe that since AVTA is a small transit authority it is easier to achieve this goal.

“Some problems are policy driven; they need to be rethought on.”

“Every area is a grey area, since the company has 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 mission is to serve the community and aid commuters by providing daily transportation in a safe and secure manner.

“We want to make AVTA the best transit authority in United States, being a small transit authority it is even more possible.”

“AVTA’s goal is to serve the community.”

 

3 AVTA’s view

AVTA’s staff also believes that MV Transportation does not perform per the requirements stated in the contract agreement. The differences include areas such as operation level, maintenance level, and proper data delivery.

“AVTA has not been pleased with MV in the last six to seven months—in respect to maintenance, drivers, and dispatches.”

of MV

Transportation

“It is a combination of management and line staff that is a problem. The biggest problem is that they (MV transportation) don’t follow up.”

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Number

Area

Finding

Sample employee testimonials and quotes

     

“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 AVTA is a close knit organization. Though employees carry different positions in the organization, each of them performs tasks beyond the area of their job responsibility. Basically when it comes to do a task, the attitude is to “do what it takes to get the job done.”

“I can also inspect the buses to make sure that buses are set to hit the road. It is not in the job description but I will do it because it is a small organization and everybody does everything.”

“The group (AVTA) has the highest level of dedication, do what it takes to be done.”

morale

“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 are not being utilized to an optimum level.

“APC would be a dream”

technical

resources

 
 

6 Process

The staff believes that processes need to be

“Interface between dispatch and maintenance is really

The staff believes that processes need to be “Interface between dispatch and maintenance is really Page

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Number

Area

Finding

Sample employee testimonials and quotes

   

automated; currently, there are a significant number of processes which are manually executed.

an issue now. The ultimate aim is to provide the best customer service.” “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.”

“They buy expensive stuff than cheaper. On contractor (MV) side they prefer to buy cheaper stuff.”

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Draft for discussion purposes only Difference in focus Vision • There is a disconnect between

Draft for discussion purposes only

Difference in focus Vision
Difference in focus
Vision
Difference in focus Vision
Difference in focus Vision

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.

is a not-for-prof it organization driven by its goal to achieve a high level of service

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FTE ANALYSIS

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FTE Analysis: Administrative Assistant

Administrative Assistant

6.25% 18.75% 75.00%
6.25%
18.75%
75.00%

AdministrativeCustomer Service Planning

Customer ServiceAdministrative Planning

PlanningAdministrative Customer Service

Subdivision of activities mentioned above

10% 6% 9%
10%
6%
9%
11% 14%
11%
14%
24% 13%
24%
13%

5%

8%

Assisting Executive Directormentioned above 10% 6% 9% 11% 14% 24% 13% 5% 8% Scheduling daily meetings Generating reports

Scheduling daily meetings6% 9% 11% 14% 24% 13% 5% 8% Assisting Executive Director Generating reports Handling correspondences Processing

Generating reports5% 8% Assisting Executive Director Scheduling daily meetings Handling correspondences Processing bus passes Handling

Handling correspondencesDirector Scheduling daily meetings Generating reports Processing bus passes Handling complaints Filing paperwork

Processing bus passesdaily meetings Generating reports Handling correspondences Handling complaints Filing paperwork Board meeting

Handling complaintsreports Handling correspondences Processing bus passes Filing paperwork Board meeting arrangement Managing office

Filing paperworkcorrespondences Processing bus passes Handling complaints Board meeting arrangement Managing office supplies • The

Board meeting arrangementProcessing bus passes Handling complaints Filing paperwork Managing office supplies • The Administrative Assistant

Managing office suppliescomplaints Filing paperwork Board meeting arrangement • The Administrative Assistant allocates considerable

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.

could re-allocate this time to planning, coordinating, and managing on-going projects and programs. Page 16 of

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Analysis:

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To be performed activities

Activities not originally planned

1.

Plan, coordinate, and manage special and on-going projects and programs

1. Process and filing bus pass paperwork

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 packet

Administrative

1.5

Hours

Managing logistics for board/TAC meeting

 

General office work

   

Managing office

Planning

0.5

Hours

supplies

 
office work     • Managing office Planning 0.5 Hours supplies   Page 17 of 217

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FTE Analysis: Public Information Officer

Public Information Officer

25.0% 25.0% 12.5%
25.0%
25.0%
12.5%

37.5%

Planning & DevelopmentMarketing Personal relations Website management

MarketingPlanning & Development Personal relations Website management

Personal relationsPlanning & Development Marketing Website management

Website managementPlanning & Development Marketing Personal relations

Subdivision of activities mentioned above

Developing marketingWebsite management Subdivision of activities mentioned above budget Special projects A dvertising: Radio/TV Creating

budget

Special projectsof activities mentioned above Developing marketing budget A dvertising: Radio/TV Creating scripts Preparing

Advertising: Radio/TV dvertising: Radio/TV

Creating scriptsmarketing budget Special projects A dvertising: Radio/TV Preparing brochures/flyers Public spokesperson A ttending

Preparing brochures/flyersSpecial projects A dvertising: Radio/TV Creating scripts Public spokesperson A ttending meetings Website management

Public spokespersonRadio/TV Creating scripts Preparing brochures/flyers A ttending meetings Website management File management 10%

Attending meetings ttending meetings

Website managementbrochures/flyers Public spokesperson A ttending meetings File management 10% 15% 14% 10% 8% 14% 5% 9%

File managementPublic spokesperson A ttending meetings Website management 10% 15% 14% 10% 8% 14% 5% 9% 15%

10% 15%
10%
15%

14%

meetings Website management File management 10% 15% 14% 10% 8% 14% 5% 9% 15% • The

10%

8% 14% 5% 9% 15%
8%
14%
5%
9%
15%

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.

to provide guidelines to the bus operators on how to interact effectively/politely with customers. Page 18

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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:

To be performed activities

Activities not originally planned

1.

Coordinate the sale and maintenance of AVTA advertisement bus panels

1. Work on website update from time to time.

2. Update data files and add new information on the website

Duty

Functionality

Duration

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 information officer

Personal relations

1 Hour*

Represent AVTA in public meetings and social events

Design and web management

   

Work on website update occasionally

Website management

2 Hours

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.

when there is a social event or public meeting, and the time frame could exceed the

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FTE Analysis: Finance Assistant

Finance Assistant

37.50% 17.50%
37.50%
17.50%

45.00%

AdministrativeHuman resources Accounting and Finance

Human resourcesAdministrative Accounting and Finance

Accounting and FinanceAdministrative Human resources

Subdivision of activities mentioned above

Manage employee benefitsand Finance Subdivision of activities mentioned above Special projects Review Policies Research for grants

Special projectsof activities mentioned above Manage employee benefits Review Policies Research for grants Reporting and file

Review Policiesmentioned above Manage employee benefits Special projects Research for grants Reporting and file management Pass sales

Research for grantsManage employee benefits Special projects Review Policies Reporting and file management Pass sales and invoicing A

Reporting and file managementSpecial projects Review Policies Research for grants Pass sales and invoicing A ccounting activities Vendor

Pass sales and invoicingPolicies Research for grants Reporting and file management A ccounting activities Vendor Management 10% 10% 8%

Accounting activities ccounting activities

Vendor Managementmanagement Pass sales and invoicing A ccounting activities 10% 10% 8% 13% 13% 15% 14% 17%

10% 10% 8% 13% 13% 15% 14%
10%
10%
8%
13%
13%
15%
14%

17%

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.

were automated, significant time could be saved or allocated to othe r duties or res ponsibilities.

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Analysis:

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To be performed activities

Activities not originally planned

2.

Procure office supplies at or below a set dollar rate

 

Duty

Functionality

Duration

Human resources duties

   

Manage payroll operations

Human Resources

1.4

Hours

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 software

Accounting and Finance

3 Hours

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

MV transportation • Work with external accountants for reports and accounting issues Page 21 of 217

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FTE Analysis: Senior Analyst

43.75%

Senior Analyst

25.00% 31.25%
25.00%
31.25%

AdministrativeResearch and development Analysis and auditing

Research and developmentAdministrative Analysis and auditing

Analysis and auditingAdministrative Research and development

Sub division of activities mentioned above:

13% 19% 13% 6% 6%
13%
19%
13%
6%
6%

24%

19%

Invoice AnalysisData Analysis Coordination with MV Transportation Project Assistance Outreach program representation Meetings A

Data AnalysisInvoice Analysis Coordination with MV Transportation Project Assistance Outreach program representation Meetings A

Coordination with MV Transportation Transportation

Project AssistanceAnalysis Data Analysis Coordination with MV Transportation Outreach program representation Meetings A dministrative

Outreach program representationInvoice Analysis Data Analysis Coordination with MV Transportation Project Assistance Meetings A dministrative paperwork

MeetingsAnalysis Coordination with MV Transportation Project Assistance Outreach program representation A dministrative paperwork

Administrative paperwork dministrative paperwork

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.

application. Th is will also streamline the process and save time for AVTA as well as

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Analysis:

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To be performed activities

Activities not originally planned

1. Manage staff engaged in monitoring operational contract compliance of operator, monitoring efficiency of transit system and customer service

1.

Proofread papers and reports for AVTA staff

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

Duty

Functionality

Duration

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:

and development 2.5 Hours swipe cards     o Outreach   program: Page 23 of 217

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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 meetings

Analyzing, auditing and proofreading papers and reports for AVTA staff

Administrative

2 Hours

• Analyzing, auditing and proofreading papers and reports for AVTA staff Administrative 2 Hours Page 24

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FTE Analysis: Facilities Engineer

Facilities Engineer

12.50% 12.50% 50.00%
12.50%
12.50%
50.00%

25.00%

AdministrativeSupervisory Information Technology Support Procurement

SupervisoryAdministrative Information Technology Support Procurement

Information Technology SupportAdministrative Supervisory Procurement

ProcurementAdministrative Supervisory Information Technology Support

Subdivision of activities mentioned above

 

Generating reports 

5%

6%

Documenting assets5 % 6 %

8%
8%

13%

6%
6%

14%

8% 13% 6% 14% 22% 11% 15%

22%

8% 13% 6% 14% 22% 11% 15%

11%

15%

Updating facilities record8% 13% 6% 14% 22% 11% 15%

Inspecting facility6% 14% 22% 11% 15% Updating facilities record Software management Troubleshooting equipment Monitoring

Software management11% 15% Updating facilities record Inspecting facility Troubleshooting equipment Monitoring system performance

Troubleshooting equipmentfacilities record Inspecting facility Software management Monitoring system performance Vendor management

Monitoring systemperformance Vendor management

performance

Vendor managementMonitoring system performance

Hardware/Softwareprocurement

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.

part of his job description. This time c ould be utilized in performing facilities maintenance and

Page 25 of 217

Analysis:

Draft for discussion purposes only

To be performed activities

Activities not originally planned

 

2. Troubleshoot equipment

3. Load software in systems

4. Monitor on-time systems performance

5. Repair hardware systems

Duty

Functionality

Duration

Administrative

   

Generating reports on daily IT operations of the agency

Administrative

1

Hour

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

Information Technology

   

Fixing broken systems

Information Technology

4

Hours

Loading software

support

 

Monitoring systems performance

Troubleshooting equipment

Management

   

Communicating with vendors

Procurement

1

Hour

Purchasing IT Hardware/Software

 
Communicating with vendors Procurement 1 Hour • Purchasing IT Hardware/Software   Page 26 of 217

Page 26 of 217

Draft for discussion purposes only

FTE Analysis: Contract Compliance Manager

Contract Complaince Manager

Contract Complaince Manager 18.75% 0.63% 12.50% 25.00% 37.50% Administrative Research and development Contract

18.75%

0.63% 12.50% 25.00%
0.63%
12.50%
25.00%

37.50%

AdministrativeResearch and development Contract complaince Information Technology Managerial

Research and developmentAdministrative Contract complaince Information Technology Managerial

Contract complainceAdministrative Research and development Information Technology Managerial

Information TechnologyAdministrative Research and development Contract complaince Managerial

ManagerialAdministrative Research and development Contract complaince Information Technology

Subdivision of activities mentioned above

Service log reviewManagerial Subdivision of activities mentioned above Vendor management Facility inspection Documents review

Vendor managementSubdivision of activities mentioned above Service log review Facility inspection Documents review Project research

Facility inspectionmentioned above Service log review Vendor management Documents review Project research Implementation: special

Documents reviewService log review Vendor management Facility inspection Project research Implementation: special projects A

Project researchVendor management Facility inspection Documents review Implementation: special projects A nalysis: real time

Implementation: special projects projects

Analysis: real time efficienc y nalysis: real time efficiency

Hardware/software management management

Troubleshoot: IT issuesnalysis: real time efficienc y Hardware/software management Supervise Facilities Engineer 9% 10% 8% 9% 6% 11%

Supervise Facilities Engineery Hardware/software management Troubleshoot: IT issues 9% 10% 8% 9% 6% 11% 11% 8% 14% 14%

9% 10% 8% 9% 6% 11% 11% 8% 14%
9%
10%
8%
9%
6%
11%
11%
8%
14%

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.

5 hours. • The Contract Compliance Manager also re presents AVTA in outside meetings and conferences.

Page 27 of 217

Draft for discussion purposes only

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:

To be performed activities

Activities not originally planned

1. Monitor and verify all necessary safety and training activities. Verify contractor maintains a sensitivity and empathy- training program

6. Install update and review hardware/software

7. Troubleshoot equipments and other IT related problems

2. Coordinate with the Planning Manager to establish a five and ten year plan for vehicle procurement

Duty

Functionality

Duration

Administrative

   

Review service log everyday to collect data for previous day’s switched out buses

Review documentation on road calls/pull outs

Administrative

3

Hours

Inspect the reports in the event of issues/problems

 

Communicate with vendors and contractors regarding different proposals

Projects

   

Research and analyze upcoming projects

Research and development

2

Hours

Implementation of special projects (e.g. ITS)

 

Contract compliance

   

Security check of the facility

Contract compliance

1.5 Hours

Inspect/analyze real time efficiency and performance of MV

Contract compliance 1.5 Hours • Inspect/analyze real time efficiency and performance of MV Page 28 of

Page 28 of 217

Draft for discussion purposes only

transportation

   

IT management

   

Install, update and review hardware/software

Information technology support

1 Hour

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.

job functions with Facility Engineer, for e.g. software updates, hardware/software procurement, etc. Page 29 of 217

Page 29 of 217

Draft for discussion purposes only

FTE Analysis: General Manager, MV Transportation

General Manager

25.00%

12.50%

General Manager 25.00% 12.50% 12.50% 50.00% Administrative Managerial Planning Team building

12.50%

General Manager 25.00% 12.50% 12.50% 50.00% Administrative Managerial Planning Team building

50.00%

Administrative Managerial Planning Team building
Administrative
Managerial
Planning
Team building

Currently, the General Manager allocates 50% of his time or approximately four hours per day to administrative duties.

the General Manager allocates 50% of his time or approximately four hours per day to administrative

Page 30 of 217

Draft for discussion purposes only

Duty

Functionality

Duration

Administrative

   

Contact dispatch regarding issues/problems that they may have encountered in the previous shift

Administrative

4 Hours

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 of processes under operations, dispatch and maintenance

Managerial

1 Hour

Meet department heads to discuss issues

Review reports from departments: invoices, personnel issues

Budgeting

   

Prepare budget for the fiscal year

Planning

2 Hours

Conduct cost analysis by breaking cost into dollars and cents

Prepare task list

- 5 things to accomplish for the day

breaking cost into dollars and cents • Prepare task list - 5 things to accomplish for

Page 31 of 217

Draft for discussion purposes only

Review and update policies

   

Motivating employees

Team building

1 Hour

Interact with staff regarding issues and problems

employees Team building 1 Hour • Interact with staff regarding issues and problems Page 32 of

Page 32 of 217

Draft for discussion purposes only

FTE Analysis: Paratransit Manager, MV Transportation

Paratransit Manager

18.75% 37.50% 25.00%
18.75%
37.50%
25.00%

18.75%

Administrative Managerial Planning Troubleshooting
Administrative
Managerial
Planning
Troubleshooting

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.

1.5 hours/day to troubleshooting, which represents significant time spent on troubleshooting. Page 33 of 217

Page 33 of 217

Draft for discussion purposes only

Duty

Functionality

Duration

Administrative

   

Review time sheets and manifests

Administrative

3

Hours

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 departmental heads regarding current issues and procedures

Planning

1.5

Hours

Managerial

   

Monitoring paratransit crew performance

Managerial

2

Hours

Dealing with paratransit time-off requests and overtime

Daily performance evaluation of paratransit crew

Troubleshooting

   

Teach/guide the paratransit crew to deal with no shows and other paratransit issues

Troubleshooting

1.5

Hours

paratransit crew to deal with no shows and other paratransit issues Troubleshooting 1.5 Hours Page 34

Page 34 of 217

Draft for discussion purposes only

FTE Analysis: Maintenance Manager, MV Transportation

Maintenance Manager

18.75%

12.50%

Maintenance Manager 18.75% 12.50% 25.00% 43.75% Administrative Managerial Planning Troubleshooting

25.00%

43.75%

AdministrativeManagerial Planning Troubleshooting

ManagerialAdministrative Planning Troubleshooting

PlanningAdministrative Managerial Troubleshooting

TroubleshootingAdministrative Managerial Planning

Currently, the Maintenance Manager allocates 12.50% of his time to troubleshooting.

Troubleshooting • Currently, the Maintenance Ma nager allocates 12.50% of hi s time to troubleshooting. Page

Page 35 of 217

Draft for discussion purposes only

Duty

Functionality

Duration

Administrative

   

Review DVIs from previous day

Administrative

3.5

Hours

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 the start of the shift regarding activities/issues during last shift

Managerial

2 Hours

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 Manager to review any issues regarding maintenance from AVTA’s side

Planning

1.5

Hours

Update General Manager with regards to issues on

 
side Planning 1.5 Hours • Update General Manager with regards to issues on   Page 36

Page 36 of 217

Draft for discussion purposes only

the shop floor and maintenance department

   

Troubleshooting

Troubleshooting

1 Hour

Help troubleshoot repair jobs

Help troubleshoot utility crews job

1 Hour • Help troubleshoot repair jobs • Help troubleshoot utility crews job Page 37 of

Page 37 of 217

Draft for discussion purposes only

“As- Is” Process Maps

Draft for discussion purposes only “As- Is” Process Maps Page 38 of 217

Page 38 of 217

LEGEND Draft for discussion purposes only Indicates Bottleneck in Process Indicates Manual Entry Indicates Redundancy

LEGEND

Draft for discussion purposes only

LEGEND Draft for discussion purposes only Indicates Bottleneck in Process Indicates Manual Entry Indicates Redundancy in
LEGEND Draft for discussion purposes only Indicates Bottleneck in Process Indicates Manual Entry Indicates Redundancy in
LEGEND Draft for discussion purposes only Indicates Bottleneck in Process Indicates Manual Entry Indicates Redundancy in
LEGEND Draft for discussion purposes only Indicates Bottleneck in Process Indicates Manual Entry Indicates Redundancy in

Indicates Bottleneck in ProcessLEGEND Draft for discussion purposes only Indicates Manual Entry Indicates Redundancy in Process Indicates Manual Process

for discussion purposes only Indicates Bottleneck in Process Indicates Manual Entry Indicates Redundancy in Process
for discussion purposes only Indicates Bottleneck in Process Indicates Manual Entry Indicates Redundancy in Process
for discussion purposes only Indicates Bottleneck in Process Indicates Manual Entry Indicates Redundancy in Process
for discussion purposes only Indicates Bottleneck in Process Indicates Manual Entry Indicates Redundancy in Process

Indicates Manual Entryfor discussion purposes only Indicates Bottleneck in Process Indicates Redundancy in Process Indicates Manual Process

only Indicates Bottleneck in Process Indicates Manual Entry Indicates Redundancy in Process Indicates Manual Process
only Indicates Bottleneck in Process Indicates Manual Entry Indicates Redundancy in Process Indicates Manual Process
only Indicates Bottleneck in Process Indicates Manual Entry Indicates Redundancy in Process Indicates Manual Process
only Indicates Bottleneck in Process Indicates Manual Entry Indicates Redundancy in Process Indicates Manual Process

Indicates Redundancy in Process Process

Bottleneck in Process Indicates Manual Entry Indicates Redundancy in Process Indicates Manual Process Page 39 of
Bottleneck in Process Indicates Manual Entry Indicates Redundancy in Process Indicates Manual Process Page 39 of
Bottleneck in Process Indicates Manual Entry Indicates Redundancy in Process Indicates Manual Process Page 39 of
Bottleneck in Process Indicates Manual Entry Indicates Redundancy in Process Indicates Manual Process Page 39 of

Indicates Manual Processpurposes only Indicates Bottleneck in Process Indicates Manual Entry Indicates Redundancy in Process Page 39 of

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
Start
Customer fills the bus pass
form online
Customer pays for the pass
using Credit Card
No
Yes
Is the credit card
accepted?
Administrative Assistant
receives the copy of the
application form in her email
inbox
The customer buys the pass
directly from the customer
service counter or other Kiosk
in the area
The form is checked for
details, and data is input in a
database
End
Administrative Assistant
emails the reference number
to the customer
The only form of
communication
with the customer
right now is via
email
A copy of email document is
filed for record
All steps together
form a bottleneck
because majority
of the process
can be
automated
through the
website
The Administrative Assistant
hand delivers the application
forms to MV front desk
A
2 days

Draft for discussion purposes only

“As-Is” Process Map for Bus Pass ordering

A
A
The customer service department in MV mails the buss pass to the customer

The customer service department in MV mails the buss pass to the customer

The customer service department in MV mails the buss pass to the customer
The customer service department in MV mails the buss pass to the customer
End
End

Page 41 of 217

“As-Is” Process Map for Handling Customer Complaints

Draft for discussion purposes only

Start Customer complaint is received by MV customer service department via phone Complaints via email
Start
Customer complaint is received
by MV customer service
department via phone
Complaints via
email are directly
received by
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:
Administrative Assistant fills out
the complaint form
Complaint form is hand
delivered to MV operations
department
-Today’s Date
-Incident Date
-Time
-Route
-Bus number
-Driver
-Customer Name
-Contact Phone
-Customer Address
-Nature of incident
-Customer concern
-Call taken by
-Investigation results
-Action taken
-Handled by, date
Yes
Is complaint resolved in
72 hours?
No
Written response is sent to
AVTA: reason of complaint
and action taken
File is sent to Executive
Director for review.
Executive Director directly
contacts Operations manager-
Administrative
Administrative Assistant
follows up with the customer
MV
Transportation to
Assistant
tracks
investigate the issue and gets it
the complaints
by type, i.e.
Commuter,
Transit, Para-
transit, Dial-a-
resolved
ride.
Administrative Assistant
generates a report at the end
of every month and files it for
reference.
End
Administrative Assistant generates a report at the end of every month and files it for reference.

Page 42 of 217

Draft for discussion purposes only “As-Is” Grant approval process map Start Finance Manager collates information

Draft for discussion purposes only

“As-Is” Grant approval process map

Start
Start
Finance Manager collates information about the grant money for next fiscal year
Finance Manager collates information about the grant money for next fiscal year

Finance Manager collates information about the grant money for next fiscal year

Finance Manager collates information about the grant money for next fiscal year
Finance Manager collates information about the grant money for next fiscal year
Finance Manager collates information about the grant money for next fiscal year
Finance Manager collates information about the grant money for next fiscal year
Finance Manager collates information about the grant money for next fiscal year
Finance Manager collates information about the grant money for next fiscal year
Finance Manager collates information about the grant money for next fiscal year
Finance Manager collates information about the grant money for next fiscal year
Finance Manager collates information about the grant money for next fiscal year
Finance Manager collates information about the grant money for next fiscal year
Finance Manager collates information about the grant money for next fiscal year
Finance Manager collates information about the grant money for next fiscal year
Finance Manager collates information about the grant money for next fiscal year
Finance Manager collates information about the grant money for next fiscal year
Finance Manager collates information about the grant money for next fiscal year
Finance Manager collates information about the grant money for next fiscal year
Finance Manager along with Finance Assistant calculates the budget for upcoming projects
Finance Manager along with Finance Assistant calculates the budget for upcoming projects

Finance Manager along with Finance Assistant calculates the budget for upcoming projects

Finance Manager along with Finance Assistant calculates the budget for upcoming projects
Finance Manager along with Finance Assistant calculates the budget for upcoming projects
Finance Manager along with Finance Assistant calculates the budget for upcoming projects
Finance Manager along with Finance Assistant calculates the budget for upcoming projects
Finance Manager along with Finance Assistant calculates the budget for upcoming projects
Finance Manager along with Finance Assistant calculates the budget for upcoming projects
Finance Manager along with Finance Assistant calculates the budget for upcoming projects
Finance Manager along with Finance Assistant calculates the budget for upcoming projects
Finance Manager along with Finance Assistant calculates the budget for upcoming projects
Finance Manager along with Finance Assistant calculates the budget for upcoming projects
Finance Manager along with Finance Assistant calculates the budget for upcoming projects
Finance Manager along with Finance Assistant calculates the budget for upcoming projects
Finance Manager along with Finance Assistant calculates the budget for upcoming projects
Finance Manager along with Finance Assistant calculates the budget for upcoming projects
Finance Manager along with Finance Assistant calculates the budget for upcoming projects
Finance Manager along with Finance Assistant calculates the budget for upcoming projects
Assistant calculates the budget for upcoming projects This information is obtained from FTA in advance They
Assistant calculates the budget for upcoming projects This information is obtained from FTA in advance They

This information is obtained from FTA in advance

They calculate cost and allocate the budget for different projects.

Grants are usually obtained from two sources of 5307 money
Grants are usually obtained
from two sources of 5307
money

Other possible sources are ‘BOS’ and ‘MTA’ call for projects. The chances for approval of grants from these sources are slim.

Local Lancaster UZA can provide the grants Grants are also obtained from LA UZA
Local Lancaster
UZA can provide
the grants
Grants are also
obtained from LA
UZA
Finance Manager applies online for grants

Finance Manager applies online for grants

Finance Manager applies online for grants
Finance Manager applies online for grants

FTA sends the grant application file to the Department of Labor for review

application file to the Department of Labor for review The application is sent back and forth

The application is sent back and forth for preliminary reviews, checks and verifications. This is done through local FTA administration in LA

1
1

No

No
Yes Does Department of Labor approve the grant?
Yes
Does Department of Labor
approve the grant?

Department of Labor sends the file to Union Organizations for approval

A
A

Page 43 of 217

Draft for discussion purposes only “As-Is” Grant approval process map A Do Union Organizations approve

Draft for discussion purposes only

“As-Is” Grant approval process map

A Do Union Organizations approve the grant? No 1 Yes
A
Do Union Organizations
approve the grant?
No
1
Yes

Once the unions approve the grant, the file is sent to Department of Labor to send it to FTA

the file is sent to Department of Labor to send it to FTA The grant is

The grant is approved and the organization is informed by the local administrative FTA office

is informed by the local administrative FTA office Finance Department files reimbursement for the expenses
Finance Department files reimbursement for the expenses already incurred.

Finance Department files reimbursement for the expenses already incurred.

Finance Department files reimbursement for the expenses already incurred.
Finance Department files reimbursement for the expenses already incurred.
Finance Department files reimbursement for the expenses already incurred.
Finance Department files reimbursement for the expenses already incurred.
Finance Department files reimbursement for the expenses already incurred.
Finance Department files reimbursement for the expenses already incurred.
Finance Department files reimbursement for the expenses already incurred.
Finance Department files reimbursement for the expenses already incurred.
Finance Department files reimbursement for the expenses already incurred.
files reimbursement for the expenses already incurred. Finance Manager manually matches the line items with the

Finance Manager manually matches the line items with the grants allocated before sending the expense reimbursement file.

End
End

Reimbursement can be submitted only 3 days after the grant is executed. FTA requires this time period for file processing

Page 44 of 217

Draft for discussion purposes only

“As-Is” Invoicing Process

Start What is the invoice for?
Start
What is the
invoice for?
Invoicing Process Start What is the invoice for? Commuter The bus operator also uses the TIC

Commuter

The bus operator also uses the TIC sheet for recording ridership information revenue collected for
The bus operator also uses
the TIC sheet for recording
ridership information revenue
collected for the day
Bus operators use TIC
sheet to enter the start
mile and end mile for
each trip
Bus operators drop off
TIC sheet at the end of the
day with dispatch
The bus
operators enter
pick up time,
drop off time,
pick mileage and
drop off mileage
when they pick
up each
passenger
Next Day
off mileage when they pick up each passenger Next Day Customer service employee from MV Transportation

Customer service employee from MV Transportation picks up the TIC sheets from dispatch office

Transportation picks up the TIC sheets from dispatch office Customer service employee accesses the commuter dispatch
Customer service employee accesses the commuter dispatch spreadsheet from the shared drive

Customer service employee accesses the commuter dispatch spreadsheet from the shared drive

Customer service employee accesses the commuter dispatch spreadsheet from the shared drive
Customer service employee accesses the commuter dispatch spreadsheet from the shared drive
D
D

Local Transit

Local Transit Bus operator informs dispatch via radio the time he leaves the yard and the

Bus operator informs dispatch via radio the time he leaves the yard and the mileage when he leaves the yard

Dispatcher documents the information in the dispatch excel spreadsheet in the shared drive Bus operator
Dispatcher documents
the information in the
dispatch excel
spreadsheet in the
shared drive
Bus operator informs
dispatch via radio the
time he actually starts
his route and the
mileage at that time
Dispatcher documents the information in the dispatch excel spreadsheet in the shared drive Bus operator
Dispatcher documents
the information in the
dispatch excel
spreadsheet in the
shared drive
Bus operator informs
dispatch via radio the
time he actually ends
his route and the
mileage at that time
Dispatcher documents
the information in the
dispatch excel
spreadsheet in the
shared drive
A
Paratransit
Paratransit

Paratransit call takers book trips using Route Match software

call takers book trips using Route Match software Bus operators get copy of the manifest of

Bus operators get copy of the manifest of the trips for the day

operators get copy of the manifest of the trips for the day Bus operators drop of

Bus operators drop of the manifest with paratransit office at the end of the shift

the manifest with paratransit office at the end of the shift Call takers in the paratransit

Call takers in the paratransit office use the manifest sheet to enter information in the Route Match software

sheet to enter information in the Route Match software Call taker goes into the verification menu
Call taker goes into the verification menu in the route match software to input the

Call taker goes into the verification menu in the route match software to input the information form the manifest sheet

Call taker goes into the verification menu in the route match software to input the information
Call taker goes into the verification menu in the route match software to input the information
G
G

Page 45 of 217

Call taker enters the start time, end time, start mileage and end mileage of the
Call taker enters
the start time,
end time, start
mileage and end
mileage of the
route. Call taker
also enters the
actual pick time
and drop off time
of each
passenger
A Bus operator informs dispatch via radio the time he reaches the yard and the
A
Bus operator informs
dispatch via radio the
time he reaches the yard
and the mileage when he
reaches the yard
Dispatcher documents
the information in the
dispatch excel
spreadsheet in the
shared drive

Next Day

MV Transportation’s customer service employee accesses the spreadsheet from the shared drive Customer service
MV Transportation’s
customer service
employee accesses the
spreadsheet from the
shared drive
Customer service
employee reviews and
cross checks if the
information entered was
accurate
Was the
information
NO
entered
correctly?
Customer service
employee accesses the
service log spreadsheet
Customer service
employee manually totals
the number of hours from
dispatch spreadsheet for
each route and enters it
in the service log
spreadsheet
YES
B
B

Customer

service

employee

makes the

changes

Customer service employee makes the changes Draft for discussion purposes only “As-Is” Invoicing

Draft for discussion purposes only

“As-Is” Invoicing Process

The customer service D employee enters the mileage information and time information in the commuter
The customer service
D
employee enters the mileage
information and time
information in the commuter
dispatch spreadsheet
G
Customer service
employee manually
enters the information
from the TIC sheets into
the commuter dispatch
spreadsheet
Call taker finishes
entering all the
information in Route
Match and initials the
manifest
Customer service
employee accesses the
commuter service log
spreadsheet from the
shared drive
Call taker supervisor
cross verifies if all the
information was entered
correctly
Customer service
employee manually totals
the number of hours from
commuter dispatch
spreadsheet for each
route and enters it in the
service log spreadsheet
Call taker
supervisor
makes the
required
changes in the
route match
software
Was the
NO
information
entered
correctly?
Customer service
Call taker supervisor
employee manually
enters the revenue
information form the TIC
sheet into the service log
spreadsheet
initials the manifest sheet
and leaves it for
customer service
employee from MV
Transportation to pick it
up
Next Day
At the end of the month
the customer service
employee prints out
reports from the Service
log spreadsheet
MV Transportation
customer service
employee enters
information from manifest
sheet into an excel
spreadsheet in the
shared drive
The employee hand
delivers the reports to
MV Transportations
office manager
Customer service
employee hand delivers
the manifest sheet to
AVTA’s Senior Analyst
The office manager
reviews the reports
E
H
YES

Page 46 of 217

Draft for discussion purposes only

“As-Is” Invoicing Process

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

Page 47 of 217

Draft for discussion purposes only

“As-Is” Invoicing Process

C Finance assistant uses information from service log spreadsheet to calculate the variable cost amount
C
Finance assistant uses
information from service log
spreadsheet to calculate the
variable cost amount
F
I
Finance assistant uses
information from service log
spreadsheet to calculate the
cost
Finance assistant from
AVTA calculates invoice
amount based on local
transit hours
Finance assistant uses the
revenue generated from
pass sales, coupon sales
and GFI revenue to generate
the invoice
Finance assistant from
AVTA calculates invoice
amount based on
commuter hours
Finance assistant from
AVTA calculates invoice
amount based on
paratransit hours
Finance assistant
creates an adjusted
invoice for Local transit
for the month
Finance assistant uses
information from pass
sales spreadsheet and
service log spreadsheet
to calculate the revenue
generated for the month
The final invoice amount
is entered in the final
invoice spreadsheet
The above information is
automatically entered
into the final invoice
spreadsheet
The final invoice amount
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
Z
and Paratransit The finance assistant verifies the AVTA’s invoice with MV Transportations invoice Z Page 48

Page 48 of 217

Draft for discussion purposes only

“As-Is” Invoicing Process

Z NO YES Do both invoice amounts match? Finance Assistant cross verifies with MV Transportation’s
Z
NO
YES
Do both invoice
amounts match?
Finance Assistant cross
verifies with MV
Transportation’s office
manager to find out the
discrepancy
Finance Assistant makes
the payment to MV
Transportation
End
Finance Assistant fixes
the discrepancy
Finance Assistant makes the payment to MV Transportation End Finance Assistant fixes the discrepancy Page 49

Page 49 of 217

Draft for discussion purposes only “As-Is” Process ma p for Pass Sales Start The finance

Draft for discussion purposes only

“As-Is” Process map for Pass Sales

Start
Start
purposes only “As-Is” Process ma p for Pass Sales Start The finance assistant uses an excel

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

Finance Assistant gives passes to be sold for the following month to MV Transportation

Finance Assistant gives passes to be sold for the following month to MV Transportation
Finance Assistant gives passes to be sold for the following month to MV Transportation

MV Transportation collects the passes to be sold

MV Transportation collects the passes to be sold Passes are sold through Vendors MV Transportation gives

Passes are sold through Vendors

the passes to be sold Passes are sold through Vendors MV Transportation gives passes to vendors

MV Transportation gives

passes to vendors to be sold

MV Transportation gives passes to vendors to be sold MV Transportation Office Manager receives total number

MV Transportation Office

Manager receives total number of passes sold by each vendor and enters it into a separate excel spreadsheet

B
B

Passes are sold during the first three days of the month and the last day of the month

first three days of the month and the last day of the month Passes are sold
first three days of the month and the last day of the month Passes are sold

Passes are sold through Kiosks

Passes are sold through Kiosks Passes are sold by MV Transportation employees in different Kiosks Kiosk

Passes are sold by MV Transportation employees in different Kiosks

are sold by MV Transportation employees in different Kiosks Kiosk salesman enters the money collected from

Kiosk salesman enters the money collected from pass

sales and number of passes

sold

in a sheet and gives it to

MV

Transportation customer service employee

pass sales and number of passes sold in a sheet and gives it to MV Transportation

Customer Service employee enter the information in a separate excel spreadsheet

Customer Service employee enter the information in a separate excel spreadsheet
Customer Service employee enter the information in a separate excel spreadsheet
Customer Service employee enter the information in a separate excel spreadsheet

Passes are sold at the counter in AVTA

excel spreadsheet Passes are sold at the counter in AVTA Customer buys passes directly from AVTA

Customer buys passes directly from AVTA office

in AVTA Customer buys passes directly from AVTA office MV Customer Service employee enters the information

MV Customer Service employee enters the information in a separate excel spreadsheet

C
C
A
A

Page 50 of 217

“As-Is” Process map for Pass Sales Draft for discussion purposes only A C Customer service

“As-Is” Process map for Pass Sales

Draft for discussion purposes only

A C Customer service employee forwards the excel spreadsheet to the Office Manager Customer service
A
C
Customer service employee
forwards the excel spreadsheet to
the Office Manager
Customer service employee
forwards the excel spreadsheet to
the Office Manager
Office Manager combines all the
B
information and comes up with
total pass sales and revenue for
the month
comes up with total pass sales and revenue for the month MV Transportation Office Manager forwards
MV Transportation Office Manager forwards the spreadsheet to the Finance Assistant

MV Transportation Office Manager forwards the spreadsheet to the Finance Assistant

MV Transportation Office Manager forwards the spreadsheet to the Finance Assistant
MV Transportation Office Manager forwards the spreadsheet to the Finance Assistant
End
End

Page 51 of 217

Draft for discussion purposes only “As-Is” Payroll Process Start Employees submit time sheet to the

Draft for discussion purposes only

“As-Is” Payroll Process

Start
Start

Employees submit time sheet to the Finance Assistant

Start Employees submit time sheet to the Finance Assistant Finance Assistant enters the vacation information for
Start Employees submit time sheet to the Finance Assistant Finance Assistant enters the vacation information for

Finance Assistant enters the vacation information for each employee in an Excel spredsheet

Finance Assistant manually enters the information in an excel spreadsheet

Finance Assistant e-mails the spreadsheet to external accountants

Assistant e-mails the spreadsheet to external accountants External Accountants process payroll checks External

External Accountants process payroll checks

accountants External Accountants process payroll checks External Accountants mail pay stub to AVTA and await

External Accountants mail pay stub to AVTA and await approval from AVTA Finance Manager for direct deposit of pay

approval from AVTA Finance Manager for direct deposit of pay Finance Manager approves direct deposit A

Finance Manager approves direct deposit

A
A

Page 52 of 217

Draft for discussion purposes only “As-Is” Payroll Process A Finance Assistant gives the employees the

Draft for discussion purposes only

“As-Is” Payroll Process

A
A

Finance Assistant gives the employees the pay stub and vacation information stub

End
End

Page 53 of 217

Draft for discussion purposes only

“As-Is” Operations without road calls

Start
Start

Bus operator arrives at yard and proceeds to assigned bus

Bus operator arrives at yard and proceeds to assigned bus Bus operator performs pre DVI inspection

Bus operator performs pre DVI inspection

to assigned bus Bus operator performs pre DVI inspection The routes for bus operators are fixed,

The routes for bus operators are fixed, however, the buses are assigned by the dispatcherto assigned bus Bus operator performs pre DVI inspection Bus operator uses DVI checklist and checks

Bus operator uses DVI checklist and checks of each item in the list after inspectionare fixed, however, the buses are assigned by the dispatcher Bus operator begins scheduled route Bus

Bus operator begins scheduled route

list after inspection Bus operator begins scheduled route Bus operator continues with scheduled route Bus operator

Bus operator continues with scheduled route

scheduled route Bus operator continues with scheduled route Bus operator completes scheduled route and returns back

Bus operator completes scheduled route and returns back to yard

operator completes scheduled route and returns back to yard Bus operator completes post DVI report  

Bus operator completes post DVI report

returns back to yard Bus operator completes post DVI report   Bus operator leaves yellow copy
 

Bus operator leaves yellow copy of DVI report in the bus

Bus operator drops white copy of DVI report with dispatch

 

Operations Department

Operations Department
 
Operations Department  

Utilities Department

 
A
A
of DVI report with dispatch   Operations Department   Utilities Department   A Page 54 of

Page 54 of 217

1.

1. Draft for discussion purposes only “As-Is” Operations without road calls A Service employee drives the

Draft for discussion purposes only

“As-Is” Operations without road calls

A
A

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

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

Service employee refuels the bus using fuel force system

bus Service employee refuels the bus using fuel force system Service employee enters the following information
Service employee enters the following information in the fuel force system:

Service employee enters the following information in the fuel force system:

-Bus Number -Mileage -Employees last four digits of social security number - Pump number

-Bus Number -Mileage -Employees last four digits of social security number - Pump number

in the fuel force system: -Bus Number -Mileage -Employees last four digits of social security number
in the fuel force system: -Bus Number -Mileage -Employees last four digits of social security number

Service employee also enters the date and mileage of the bus in a vehicle fuel log sheetlast four digits of social security number - Pump number NO Does the system accept the

NO Does the system accept the information? YES
NO
Does the system accept
the information?
YES

Service employee places the system on bypass

Service employee places the system on bypass Employee starts fueling the

Employee starts fueling the

 

bus

X
X

Page 55 of 217

Draft for discussion purposes only “As-Is” Operations without road calls X Employee starts to clean

Draft for discussion purposes only

“As-Is” Operations without road calls

X
X

Employee starts to clean the bus

without road calls X Employee starts to clean the bus Employee re- fuels and cleans the

Employee re- fuels and cleans the bus

to clean the bus Employee re- fuels and cleans the bus Employee based on his/her own

Employee based on his/her own judgment decides whether or not to take the bus for washing

decides whether or not to take the bus for washing A check list of the cleaning

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

NO Is the bus taken for a wash? YES
NO
Is the bus taken
for a wash?
YES
by the employees NO Is the bus taken for a wash? YES The bus wash system
by the employees NO Is the bus taken for a wash? YES The bus wash system

The bus wash system needs be adjusted to fit the specific mode of transit bus. This is almost never followed by the utility crew

The employee drives the bus to the yard, parks it facing north

Y
Y

The employee drives the bus to the bus wash facility

Y The employee drives the bus to the bus wash facility Bus is washed Utilities Department

Bus is washed

Utilities Department

employee drives the bus to the bus wash facility Bus is washed Utilities Department Maintenance Department
employee drives the bus to the bus wash facility Bus is washed Utilities Department Maintenance Department

Maintenance Department

Page 56 of 217

Draft for discussion purposes only “As-Is” Operations without road calls Y Assistant Maintenance Manager (AMM)

Draft for discussion purposes only

“As-Is” Operations without road calls

Y
Y

Assistant Maintenance Manager (AMM) picks up all

DVI reports from dispatch at the end of the day

AMM reviews all DVI reports

AMM reviews all DVI reports

YES Are any problems listed by the bus operator in the DVI report?
YES
Are
any problems listed by
the
bus operator in the DVI
report?

NO

problems listed by the bus operator in the DVI report? NO AMM based on experience decides

AMM based on experience decides if bus needs to be repaired immediately

Is the bus to be repaired immediately? YES
Is the bus to be
repaired
immediately?
YES

Collective data application is not used to generate work order

Lack of tracking mechanism to follow up on the repair NO AMM schedules the bus
Lack of tracking
mechanism to follow
up on the repair
NO
AMM schedules the bus to
be repaired at a future date

AMM signs and files the report

AMM manually creates a work order based on the DVI report

C
C
End
End

Page 57 of 217

Draft for discussion purposes only

“As-Is” Operations without road calls

C Attaches the white DVI report to the work order Assigns a mechanic to the
C
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

Draft for discussion purposes only

“As-Is” Operations without road calls

E D
E
D
Mechanic continues repair/ maintenance work with the bus Mechanic fills out a parts sign out
Mechanic continues repair/
maintenance work with the
bus
Mechanic fills out a parts
sign out sheet in the
inventory room and picks the
parts he needs from the bins
NO
Is the repair work
completed?
YES
Mechanic hands over the
work order to assistant
maintenance manager
Mechanic hands over the
work order to the assistant
maintenance manager
AMM enters in the work
order for work to be
completed in the next shift or
the following day
AMM enters the time he
received the work order in a
log

Accurate time spent by the mechanic on a job cannot be recorded

End AMM signs the work order and DVI and keeps it for the Maintenance Clerk
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
Maintenance Department
End

Page 59 of 217

Draft for discussion purposes only “As-Is” Operations with road calls Start Bus operator arrives at

Draft for discussion purposes only

“As-Is” Operations with road calls

Start Bus operator arrives at yard and proceeds to assigned bus Bus operator does pre
Start
Bus operator arrives at yard
and proceeds to assigned
bus
Bus operator does pre DVI
inspection
Bus operator begins
scheduled route
NO
Does bus operator
experience problems
with the bus?
Bus operator continues with
scheduled route
End

The routes for bus operators are fixed, however, the buses are assigned by the dispatcher are fixed, however, the buses are assigned by the dispatcher

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

YES

and checks of each item in the list after inspection YES Bus operator contacts dispatch via
and checks of each item in the list after inspection YES Bus operator contacts dispatch via

Bus operator contacts dispatch via radio

inspection YES Bus operator contacts dispatch via radio Dispatcher asks the bus operator the nature of

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 A
Dispatcher fills in the
information in a road call
information sheet
A

Page 60 of 217

Draft for discussion purposes only “As-Is” Operations with road calls A Dispatcher calls the maintenance

Draft for discussion purposes only

“As-Is” Operations with road calls

A
A

Dispatcher calls the maintenance department and informs them of the road call and the nature of the problem

informs them of the road call and the nature of the problem Maintenance department assigns a

Maintenance department assigns a mechanic to handle the road call

department assigns a mechanic to handle the road call The mechanic may or may not pick

The mechanic may or may not pick up the road call information sheet from the dispatch office before leaving to attend the road call

may or may not pick up the road call information sheet from the dispatch office before

Mechanic evaluates the nature of the problem

the road call Mechanic evaluates the nature of the problem Most of the times the mechanics

Most of the times the mechanics do not pick up the road call information sheet from the dispatch office

NO Can the mechanic repair the bus?
NO
Can the
mechanic repair
the bus?

YES

dispatch office NO Can the mechanic repair the bus? YES Mechanic informs dispatch via radio that
dispatch office NO Can the mechanic repair the bus? YES Mechanic informs dispatch via radio that

Mechanic informs dispatch via radio that bus cannot be repaired on road

Dispatcher records the information in a service interruption log B
Dispatcher records the