Lessons Learned
Common Lessons Learned
The following are lessons learned that were common to many of the sites.
- Technologies should be phased in incrementally, fixing the problems with each technology before adding another layer of complexity. For example, it took Wheels of Wellness about three years to fully integrate the routing and scheduling software with the MDCs and vehicle tracking equipment. CCRTA noted that key infrastructure elements (e.g., a communications network) need to be in place prior to deployment. Flint MTA deployed its system incrementally, installing the system separately at each of its 11 service centers.
- Training of staff, operators, drivers, and users is crucial to allay concerns and ensure complete and accurate use of the system. CCRTA discovered that the best way to improve data integrity and completeness was to train everyone on how to use the system and — more importantly – why correct use was essential. Flint MTA recommended the use of vendor-supplied training and on-site support when implementing vendor-supplied software. Wheels of Wellness trained the drivers for each contract carrier together and then integrated that carrier into the system immediately while the training experience was still fresh. VCTC strongly recommends training as an opportunity to discover defects in the system. Several agencies noted that vehicle operators were apprehensive about being monitored at all times with tracking equipment. However, over time, drivers learned to appreciate the system. For example when clients complained that a driver was not on time, the tracking software could determine the legitimacy of the complaint. At CCRTA, two drivers were cleared of sexual harassment charges as a result of the tracking data produced by the system.
- Regular meetings between system providers, subcontractors, policy makers, special interest groups, and agency managers allow stakeholders to share problems and ideas and to build consensus. The CRRAFT system, for example, did not include certain capabilities that were desired by some transit agencies. Because of miscommunication concerning these capabilities, CRRAFT received mixed reviews of its usefulness. Wheels of Wellness found that regular meetings to share operational concerns and ideas have been very valuable.
"The first time, we did not want to change anything about the way we did business and insisted that the software had to be tailored to our routine operations. This frustrated the software vendor and led to a one-of-akind syndrome where the system was so unique that upgrades were very difficult." – Robert Foy, General Manager, Flint MTA |
- A commitment to data quality is essential. ITS technologies can produce a massive amount of data, so the challenge becomes management and analysis of those data. There is always more than one use for a data set. Mining and reusing the data can lead to insights which form the basis for operational improvements. At CCRTA, for example, a dedicated database manager was hired. This manager checks for anomalies in the data, at which time the issue is flagged and investigated. Data are also used to optimize route efficiencies. TriMet uses data to identify areas of high usage levels by the transportation disadvantaged. This information can then determine stop areas that need improvements or to determine where accessible pathways are needed. TriMet also mines the data to plan for capital improvements that helps to ensure transit equity for transportation-disadvantaged populations.
- If vendor-supplied software is chosen, it is critical to look at the vendor's longevity and integration capability, avoid excessive modifications of the software's functionality, and insist on on-site training and support. Flint MTA's first implementation of vendor-supplied software failed because the agency insisted on an excessive number of site-specific modifications to the software. These modifications made software updates and maintenance difficult and expensive. The second time Flint MTA implemented the software, using the same vendor, the effort was successful because the staff made a commitment to work within the scope of the software. According to Robert Foy, General Manager, Flint MTA, "The first time, we did not want to change anything about the way we did business and insisted that the software had to be tailored to our routine operations. This frustrated the software vendor and led to a one-of-a-kind syndrome where the system was so unique that upgrades were very difficult." VCTC noted that use of vendor-supplied software was their only option because their office staff is limited and had no time for in-house development.
Site Specific Lessons Learned
Planning and Design
At several stages in the system development process — planning and design, implementation, and evaluation — sites discovered certain keys to their success, which are summarized below.
- Wheels of Wellness — Be creative when funding the deployment of a new system and the transition to ITS. Because direct funding was not available, Wheels acquired a loan from a bank to purchase and install the system. Wheels then assessed a fee on the carriers for lease of the ITS equipment on the vehicles. The carriers knew about the fee in advance and increased their charges accordingly. In this way, the state of Pennsylvania ended up funding the system by paying for the increased operating expenses per trip.
- CCRTA and CRRAFT — Ensure that there is a strong commitment from the staff and policy makers to make the system work. It is essential that all stakeholders are aware of what the system will and will not do, and that all critical operational needs are addressed in the system design.
- Flint MTA — Develop a master plan, including a cost estimate.
- Flint MTA — Apply the same standards among all systems with which there will be coordination to ensure maintainability and consistency.
- VCTC — Weigh the value of integrating separate technologies. Successful implementation of smart cards has been a difficult process because VCTC decided to integrate passenger counting with the smart card technology. Although the data integration has presented significant problems, passenger counting is important for route management and for Federal reporting requirements. VCTC considers the delays in implementation worth the effort.
- TriMet and RYDE — Follow the National ITS Architecture and associated standards as much as possible. The process of developing a system architecture on the regional and project level helps diverse stakeholders communicate with each other about their assets, relationships and desired outcomes. In addition, the use of common standards helps ensure compatibility among equipment purchased by different organizations.
- TriMet — Use a common database format for all system data. TriMet's use of one database structure with multiple applications saved the agency money by reducing the time needed to develop new applications, eliminating the need for training on multiple software applications, and reducing the need for software maintenance and upgrades. TriMet's system for collecting, organizing, storing, and analyzing data allows the agency to maximize current resources and plan for future growth. The system also enables TriMet to be more efficient in its coordination with other agencies and organizations.
- OmniLink — Consider combining paratransit and fixed routes. The resulting flexibility is of value to all transit riders, not just the transportation disadvantaged.
- MUNI — Assess the level of deployment needed to ensure usefulness of new technologies to potential users. Some technologies need a high level of deployment to ensure their usefulness among the transportation disadvantaged. Similarly, a significant population of potential users is required to merit the costs of installing the equipment.
- SMART — For smaller systems, consider sharing software and other system resources. Many transit agencies lack the resources necessary to deploy ITS or employ specialized personnel for system development or maintenance. Multi-agency partnerships offer a way to maximize the benefit of hardware and software procurement while minimizing costs.
- Wheels of Wellness — Save old equipment when upgrades are made. Spare equipment can be used as a test-bed for system changes, a training facility for new operators, and a backup system in case of main system failure.
Implementation
- Wheels of Wellness — Draw upon in-house expertise, i.e., those who are going to use the system, to help identify system requirements when deploying complex systems.
- CCRTA — Plan for the unexpected in hardware and software procurement, testing, installation and maintenance. Set the project schedule and budget to allow for software refinement and equipment failure during the testing, installation, and maintenance phases, as well as for equipment to become outdated in a relatively short period of time.
- VCTC — When adding new technology that requires installation of additional devices within the bus, carefully consider device placement to ensure durability of the connection and accessibility by both customers and drivers. With fare boxes, smart card readers, passenger counters, MDTs, and various other devices, the driver's area can become crowded. In addition, new buses have softer, more rounded dashes making it more difficult to attach instrumentation.
Evaluation
- CCRTA — Be patient about system benefits. Many benefits are not apparent at the outset but accrue over time. In addition, the benefits of the system as a whole are greater than the sum of benefits of individual components.
- VCTC — Measure benefits using different types of metrics, and include technical, customer service, and political perspectives. The vehicle tracking and information dissemination functions have been very successful in terms of improving customer service, and the agency has experienced political benefits as a result. The smart card fare payment system has been successful in improving customer service, however, it has not translated into political benefits for VCTC because of its association with the agency's less successful passenger counting system. VCTC staff are confident, however, that the political benefit of the smart card system will materialize with increased use of the system.
- TriMet — Maintain a well-organized database. TriMet's database includes photographs and lists of amenities at transit stops, ramp and lift deployments, and passenger counts. The database makes it easier to evaluate which stops and routes need alterations to solve a particular problem with accessibility.
- All sites — Hold regular meetings with all stakeholders to help identify areas that need improvement.