Smartcard and Information Programme (METRO)
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Smartcard and Information Programme (METRO)

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Presentation given on 28 November 2013 at the Institute for Transport Studies (ITS) www.its.leeds.ac.uk ...

Presentation given on 28 November 2013 at the Institute for Transport Studies (ITS) www.its.leeds.ac.uk

By James Bennett from METRO www.wymetro.com

Covering the importance of Smartcards from the customer viewpoint, implementation, issues arising from implementation and the benefits associated with implementation.

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Smartcard and Information Programme (METRO) Smartcard and Information Programme (METRO) Presentation Transcript

  • Leeds University ITS Smartcard and Information Programme 28 November 2013 1
  • Smartcard and Information Programme (SCIP) • • • • • Background Projects Update Business Change Communications Summary and Questions 2
  • Background • The Local Transport Plan outlined investment in smartcard technology and information management systems • This will provide customers with enhanced travel information and easy payment for journeys • These investments are being managed through six related projects within the Smartcard and Information Programme ‘SCIP’ 3
  • Background SCIP aims to transform the customer experience via the following 6 projects: • • • • Smart Transactions Web Development Transport Data Management (TDM) Customer, hubs and service experience (CHASE) • Multi modal, hubs and disruption • Out of hours support 4
  • Background Why a Programme? • Projects are inter- related • Collectively managed, the benefits will be greater for Metro and its partners Benefits of the Programme approach: • Business change • Focus on outcomes not outputs • Managing uncertainty 5
  • SCIP Vision Transforming the customer experience for transport ticketing and information • In order to: – Increase customer satisfaction with their travel experience – Provide more opportunities to acquire information and to purchase travel – Reduce cost per customer transaction (whether a ticket product or a piece of information) – Increased patronage on public transport and higher use of sustainable modes
  • Project Visions Web Development Transforming the customer experience through comprehensive online information however and wherever people need it Smart Transactions Transforming the customer experience through smart, integrated and easy-to-use tickets and passes CHASE Transforming the customer experience excellent service underpinned by cohesive customer information Multi-modal, hubs and disruption Transforming the customer experience through easy-access and interchange integrating all travel modes, up-to-the-minute information and alternative travel suggestions equipping customers to choose Transforming the customer experience by ensuring back-office systems are efficient and effective Transport Data Management Out of Hours Transforming the customer experience by ensuring customer facing and back office system support is efficient and effective
  • Project 1: Smart Transactions • Bus and rail are already very important modes of travel • .180 million journeys per annum are undertaken by bus in West Yorkshire, c.25m trips per annum on northern trains C • Buses and trains play a very significant role in supporting employment and getting people to education • There are 45 different bus operators in West Yorkshire. • The West Yorkshire Metrocard is already the largest multi-operator ticketing system outside London • But… there is need for greater simplification and clarity • How… Metro is implementing the Smartcard project and changing the range of products available 8
  • Aims and objectives of the Smartcard Project Aims: • Implement the strategy set out in the third West Yorkshire Transport Plan (proposal 15) to facilitate seamless travel across all modes Outcomes: • Increased customer satisfaction, increased patronage, lower transaction costs Success criteria: • 95% of ENCTS journeys made on smartcards • Reduction in ticket journeys paid by cash on bus by 50% • Reduction in sales volume for face to face transactions by 50% • Reduction in fraud by 50% • An increase in the number of bus journeys of 2.75m (1.5%) 9
  • Better Bus Area Fund • Metro awarded £4.925m (included £0.65m for York) • BBAF award will: – accelerate and expand the retail network – provide a ‘fund’ for equipping smaller operators vehicles with smart enabled ticket machines – build a replacement Card Management System that can be adopted across the region. • Further apps development for smart phones • Marketing and promotion campaign • Customer incentives to accelerate take up and 10 usage of smartcards
  • Components of a smart ticketing scheme Back Office Systems On Vehicle and depot equipment Communications • • • • • • • • • • • HOPS CMS Analysis engine Operator reimbursement Test centre ITSO Smart Media readers linked to ETM and GPS Security Products (ITSO) • • • • • • • • • ITSO SMS ISAMs Card manufacturer ENCTS Other entitlement Period tickets PAYG Other stored travel rights Depot WLAN Depot to HOPS POST to HOPS CMS to HOPS HOPS to HOPS Retail, fulfilment and payment network • • • • • Card production Distribution Ability to take payments Online POST Mobile POST
  • Project 1: Smart Transactions Cards Product name Date of launch Young Person’s PhotoCard May 2013 Annual MetroCards (include Corporate, Staff) September 2013 Scholars PhotoCard September 2013 School Cards September 2013 Boarding Cards September 2013 Priority Pass September 2013 16-25 April 2014 Transferable Weekly/Monthly MetroCards April 2014 Direct debit/ auto top up 2015 Pay as you go tickets 2015 12
  • Project 1: Smart Transactions Retail Product name Date of launch Mcard brand launch July 2013 Leeds & Bradford rail gates September 2013 Travel centres April 2014 Payzone network April 2014 Elland Road Park and Ride May 2014 Web sales (through CHASE project) Autumn 2014 Huddersfield rail gates 2014 Wakefield rail gates/ LSSE 2014/ 15 Kiosks/ pick up posts 2014/ 15 NFC app 2014/ 15 13
  • Issues • Configuration of ticket machines • Rail • Hotlisting • Multi operator ticketing 14
  • Project 2: Web Development Involves: • A re-design of the desktop site • A completely new mobile site • Update content management system Went live in April www.wymetro.com 15
  • Project 3: Customer, hubs and service experience (CHASE) Involves: • Establish online account management • Card management system • Link to other services e.g. information provision, feedback and complaints Planned to go live by Autumn 2014 16
  • Project 4: Transport Data Management Involves: • Creation of a database that holds services, stops and shelters • Based on electronic data transfer • Enabled to bring in or merge with other data sources e.g. cycle lanes, taxi ranks • Tendering for the upgraded/ replacement database is underway • Due to issue tender documents early 2014 17
  • Project 5: Multi modal, hubs and disruption Involves: • Scoping report complete • Enhance multi modal offering including planned and live disruption • Expand ability to respond to disruption eg. cancellations, rerouting services, weather • Establish partnerships to deliver mobile offering • Technology strategy board bid November 2013 • Look to take forward in Implementation Plan 2 18
  • Project 6: Out of hours Involves: • Agree what support is needed for customer facing and back office systems • Move to self serve, 24/ 7 requires extra back up • Implementation of the new service support in 2014 19
  • Business Change What does that mean?! A programme delivers the ability to do certain things but it’s the business change that helps it make a difference. Example: We’ve delivered a great new mobile site but the trick is getting people to use it. This is down to: - Designing it right in the first place - Making sure it makes things easier and / or more useful for people - Telling them about it - Handing over responsibility for looking after it to ‘business as usual’ so that the programme team can move on to the next bit of change 20
  • Business Change How do we know it’s working? The Benefits Management Plan is a way of writing down what changes we are looking for (e.g. increased web hits, proportion of web hits via mobile, customer satisfaction with information), measuring them and if necessary Staff satisfaction is also an indicator so if you’re not happy, we’re not happy! 21
  • Communication MCard Branding 22
  • Communication Operators 23
  • Communication Young Person’s and Scholar’s 24
  • Summary • Delivered as a Programme rather than separate projects • Focus on business change and customer needs • ‘Back office/ building blocks’ now in place - now launching customer products • Any questions ? james.bennett@wypte.gov.uk 25