Designing a Cross Functional

Regional Team

APTA Fare Collection 102

Houston, Texas 2009

Assess the global stakeholder community

Regional Program Office

Governance

Policy

Finance & Budget

Local Jurisdictions & Transit Authority Participants

Sub-regional Project Management

Local stakeholder departments

Development of Regional Working Task Force

LA Regional Money Committee

Several Models Exist in USA –

An entity has to “lead” the program

Regional Planner – Funder – Builder + [Operators]

Establishes Vision – Mission – Goals – Objectives of program

Develops Business Case

Secures Regional Funding

Creates Design Criteria

Issues Procurement

Manages contract

Staffs the project

Key Stakeholder Questions

When & how do you join

What rights / governance structure exists

Building a Regional Team Requires Defining the

Authority to Create New Policies + Changes to

Existing Business Processes

REGIONAL POLICY

FUNCTIONS

Tariff Rules

Cost Sharing

Float Management

Budgets

Membership

Oversight Structure

REGIONAL

MANAGEMENT

FUNCTIONS

Operations

Data Reporting

Auditing

Performance Management

Marketing

Administration

The Regional Business Case helps determine

how to build the Core Team

OUTSOURCED IN-HOUSE COMBINED

CARD MANAGEMENT Centralized, Outsourced Centralized, In-House Centralized, Outsourced

CUSTOMER SERVICE Centralized, Outsourced Centralized, In-House Centralized, Outsourced

DISTRIBUTION MANAGEMENT Centralized, Outsourced Decentralized, In-House Decentralized, In-House

FINANCIAL MANAGEMENT Centralized, Outsourced Decentralized, In-House Centralized, Outsourced

SECURITY MANAGEMENT Centralized, Outsourced Decentralized, In-House Centralized, In-House

INFRASTRUCTURE SYSTEMS Centralized, Outsourced Decentralized, In-House Centralized, In-House

BRAND MANAGEMENT Centralized, In-House Centralized, In-House Centralized, In-House

BUSINESS MANAGEMENT Centralized, In-House Centralized, In-House Centralized, In-House

It is crucial to define the “all in” scope of the program to ensure

the right people are making future decisions on the Team

LACMTA, Munis, Metrolink, and other agencies are working

cooperatively with an informal “governance structure”

TAP Executive Oversight Committee

TAP Management Subcommittee

Co-chairs: C.Hill, L.Somilleda, J. Matsumoto

Working Group Administrative Oversight

C. Hill L.Somilleda, J. Matsumoto, S. Lantz

• Technical/Operations Working Group

• Marketing/Customer Service Working Group

• Finance Working Group

Participating Agency Staff

Metro & Muni Executive Team

• Tariff rules

• Cost sharing

• Membership

• Operating budgets

ADVISE IMPLEMENT

Antelope Valley Transportation

Authority

Culver City Municipal Bus Lines

Foothill Transit

Gardena Municipal Bus Lines

Los Angeles Department of

Transportation

Los Angeles Co. Metropolitan

Transportation Authority

Long Beach Transit

Montebello Bus Lines

Norwalk Transit

Santa Clarita Transit

Torrance Transit

Santa Monica Big Blue Bus

SCRRA/Metrolink Comm Rail

Access Services Inc.

Provides project visionary

leadership

Ensures the vision of the

leadership will be realized

Ensures agency and regional

requirements are being met

Participating Agencies

Develop a “Survey” to Identify Key

Stakeholders – Internally & Externally

Identifies key people, aligns functions, business

processes, reveals fare products that are affected

Ensures correct staff are involved from inception of

project

Helps define roles and responsibilities as changes

occur

Promotes “ownership” and buy-in from stakeholders

Assists executive management to prepare Board and

policy makers

Each device & output has an “internal” owner

Fare Media Production* Labor Relations

Construction / Retrofit Equipment Maintenance* TVM tranmission support* Revenue Collection Bus/Rail Media Sales & Distribution* Board Reporting

of MTA properties ~Farebox &Cash box repair Farebox transmission supp* Credit/Debit from MTA Media Sales* ~Retail Outlets FAP/Revenue Rept

Civil Engineering ~Vault & Bin Repair Vaulting transmission supp* EZ Pass Reconciliation ~MTA Outlets Regional Capital

Vaulting of fareboxes Maint. Computer Support* Revenue Reconciliation - Retail* ~Gov't Organizations, Schools Planning

Operator Training (OCI) FARMERS support General Accounting AR & GL Photo ID admin*** Muni & External

Fare Enforcement (Security) FIS Support Financial Reporting ~Internet Sales Funding Policy Dev

ROC Support of TVMs Internet sales support* Auditing Vendor Commission

BOC Support Webpage support* Asset Management** Branding & Marketing HR Employee Badge

RFLan Management Disaster recovery* on UFS smart card*

M3 : Metrix Interface

Systems Access & Control

1. Centralized administration Hot List Management Assumes no change

of equipment warranty admin Systems Configuration to MTA-specific

and repair recommended. Fare Table Management Smart card issuance to patrons Labor & Board

Distribution to retailers issues.

2. Potential to merge repairs w/ Card Registration management Retailer & Merchant Support

regional operators at certain Card initialization & personalization Patron support - call center Recognizes

systems / device levels possible Card Real Estate management Transit Operator support - call center planning for fare

(i.e., DCU, smart-card modules) Autoload Management *MTA badge / transit card production can systems at a

*limited outsource opptys. Balance Protection Mgmt be an outsourced as a function regional level as a

(Does not regionalize Telecom support for retail Clearing & Settlement services of smart card issuance overall. new "business"

construction or retrofit of infrastructures funds movement processing ***MTA currently contracts out the

non-MTA properties, i.e., Installation & monitoring of funds pool management production of photo Ids

Munis, Metrolink, retailers) all devices & systems Asset mgmt** - Defeased Lease oppty

*Outsource opportunities

Post UFS: Assumes majority of NEW functions to be performed by 3rd party

ITS/ISD FINANCE/TREASURY

Assumes no changes

COMMUNICATIONS COS & PLANNING

TODAY: Current Functions in NON-UFS "MTA-only" structure

CONSTRUCTION METRO OPERATIONS CFO (Assumes Procurement & Contract Admin Oversight)

This “picture”

helped determine

assignment of roles

& responsibilities

+

Business Process

Changes

THIS IS OUTDATED and is used ONLY AS AN EXAMPLE for

presentation purposes only!

Lay out your organization to see what

changes need to occur after implementation

Functional Org Charts show how the organization

aligns resources to project deliverables

Project Management Office

Project Manager

& Support Staff

Consultant

Project Manager

Regional

Program

Development

Contracts Admin &

Program

Management

Local Transit

Operator Program

Development

Systems & Equipment

Implementation Management

Transit Agency

Training

Labor Relations

Interfaces to

Existing

Infrastructures

Conceptual,

Prelim & Final

Design

Device & Systems

Integration

Testing

Bus & Rail

Installation

Oversight

Systems

Acceptance

Office of Safety

Oversight

New Capital/Rail

Projects

Bus Operator

Training

Div Maint & Transp

Mgmt Training

REM Shop Training

Fare & Law

Enforcement

Training

Back Office &

Report Training

Sales Device &

Customer Support

Training

Labor Relations &

Information

Smart Bus/ATMS

Division Network

& Comms

Rail Telecoms &

SCADA

Rev Processing

System

Fare Media Sales

System

M3/Maint System

HR & FIS

Working Task

Force

Financial

Clearing/Settlem

ent

ADA & Public

Outreach

Board Sub-

Committees

Social Services

TOD/Non-

Transit Apps

Business Plan

Board Repting

Budget & Acct

Mkt & Programs

Local Tariff Regs &

Fare Policies

Office of Safety

Document Control/PQ

Change Control

System

Contractor/Consultant

Billing

QA/QC

Legal & Legis

Office of Ethics

Management

Audit

Program Management &

Administration

Contractor/Supplier

Program Manager

Equip Engr’g

Civil Engr’g

Facilities Engr’g

& Office of Safety

UFS TAP Gating Task Force – DRAFT V.1 Roger Snoble – Chief Executive Officer

Roger Moliere – Executive Sponsor Jane Matsumoto – Project Manager Elma McIntosh – Resident Engineer Don Dwyer – Contract Administrator

Regina Chan – Finance & Administration Manager

Team 1 - Technical Integration Team 2 - Civil Team 3 - Maintenance Team 4 - Leasing Willy Dommen / Al Chan Pat Marron / Greg Wasz Ed Scherb/James Zerfas Brad Turner

Jane Matsumoto

Joseph Hernandez (TAP Ops)

Cynthia Chin-Pak (TAP Ops)

Kelly Hines (TAP Ops)

Alicia Carnero (TAP Ops)

Marcelo Melicor (Finance)

Arlan Sanders (ITS)

Jack Eckles (Security)

David Sutton (Employer Prog)

K. Murthy / Henry Fuks (Rail Const)

Dave Walker

Tom Eng (Rail Safety) M. Cannell (Rail Ops)

Dan Lindstrom (Rail Telecom)

Aida Asuncion (Rail Ops) Jack Eckles (Transit Ops/Security) Marcelo Melicor (Rev Equip Maint Rail) Mauro Arteaga (TAP Ops) Maya Emsden, Jorge Pardo (Art)

TBA – Director TAP Ops

Mauro Arteaga (TAP Ops) Marcelo Melicor (Rail Rev Equip Maint) Ed DelGenio – Transit Ops/Labor

Terry Matsumoto (Finance/Treasurer) County Counsel TBD Don Dwyer (Contracts)

1. UFS Device Interface/Impacts 1. TVM 2. Hand Held Units (HHU) 3. Stand Alone Validators (SAV) 4. Bus Farebox 5. Sales Devices (MPOS/CPOS)

2. Smart Card Interfaces

Card Type

Card Format

Functional Impacts o Hotlist size o Autoload size

Software Impacts

Hardware Impacts o TVM o MPOS/CPOS o Farebox o Faregates

Business Rules o Sales o Use o Inventory o Autoload o Hotlist

3. Muni & Metrolink Impacts 4. Business Rules 5. Regional Fare Products 6. Alternative Payment Methodologies

Tokens – use in UFS system

VISA/MC/AMEX 7. Migration Planning 8. Integration Testing 9. Acceptance Testing 10. EWEDS & Security Interface Develop.

1. Modeling

Passenger Counts

Exit Calculations

Peak Time queuing

Validate Equipment Type

Validate Equipment Qty 2. Fire Life Safety review

Metro Design Criteria review

NFPA 130

Design Impacts

Waiver process 3. Design Criteria

Develop Metro Criteria o SCADA o ROC/BOC o MTA ITS o MTA Rail Telecoms

Coordinate between Metro and Cubic

4. CCTV / PTEL

Requirements

Procurement

Operational Design & Impacts

Installation Design & Testing 5. Installation Oversight

Gating Pilot & Installation

TVM Relocation (as needed)

SAV Relocation

Cutover testing

CCTV/PTEL integration to gating

1. Modification of current contract

Review of Cubic submitted Maintenance Agreements

2. Scope of new agreement

Equipment

Stations 3. Other participants – Regional

Impacts

Muni Extended agreements 4. Service Level definition 5. Performance criteria

1. Strategic Planning 2. Requirements 3. Scope 4. Industry Review 5. Review of Cubic submitted lease

agreement

A Task Force was created for a new device

recently added to the UFS/TAP System

The Core Team’s Organizational Structure

stays constant (see previous slide) as

this device is designed and built

4 Teams were created to

fit the contractor

deliverables for rail gates

They also have team

members assigned to

these teams

Creating a Regional TAP Team is far

reaching…

(ACS)

The Regional TAP Money Committee Is Made Up of

Participants from 19 Agencies In LA County

Active Regional Participants

Antelope Valley Transit

Culver City Bus

Foothill Transit

Gardena Transit

Long Beach Transit

Los Angeles DOT

Montebello Municipal Bus Lines

Norwalk Transit

Santa Clarita Transit

Santa Monica Big Blue Bus

SCRRA / Metrolink Comm Rail

Torrance Transit

Other Regional Agencies

Access Service Inc.

(Paratransit)

Arcadia Transit

Claremont Dial-A-Ride

Commerce Transit

Redondo Beach Wave

PLUS more than 20 local

service providers (LTSS)