Total_IT_Strategy_Plan_Sample for IT Manager

Draft for discussion purposes only
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Executive Summary
RNR Consulting developed an Information Technology Strategic Plan for the Antelope Valley
Transit Authority to support the organization’s objective of utilizing information technology to
execute organizational and business processes. The Information Technology Strategic Plan
serves as a road map to provide AVTA with a methodology to achieve not only this objective,
but also to help it achieve its overall vision of being the “best transit authority in the United
States, serving the community with safe and secure rides, and providing the best service possible
to the community.” The IT Strategic Plan includes the initiation of information technology-
related activities that focus on supporting all agency departments by implementing efficient
systems, providing seamless integration, and dispensing accurate information throughout the
agency. The IT Strategic Plan aims to enhance the efficiency of current processes and
applications by automating processes and implementing information technology initiatives and
systems that will help AVTA maximize customer satisfaction and achieve its vision.
Currently, the Authority faces a number of critical issues that directly impact the operations of
the organization and its ability to serve the community efficiently including manual processes, a
lack of documented procedures and policies, the underutilization of existing technology and
systems within the organization, and the lack of information technology staff and IT-related
policies for the organization. The Authority currently executes a number of processes manually,
which results in redundancy of efforts, increases the probability of errors and inaccurate data,
and contributes to inefficiency in the utilization of human and technological resources.
Furthermore, a number of procedures and policies are not documented. This could potentially
result in loss of knowledge if there is turnover within the organization or lead to employees
executing processes in disparate methods, which may lead to incongruent data or inconsistent
information being collected. The combination of manual processes and the lack of documented
procedures contribute to a lack of tangible audit trails, which further lead to a lack of
accountability among employees within the organization (AVTA & MV). Furthermore, existing
technology and software applications currently existing within the organization are underutilized.
Applications such as Collective Data and Fuel Force are only being utilized from 4 to 9% of their

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full capability. This further exacerbates the inefficiency of the execution of processes within the
organization and hinders the delivery of timely information and reports to management, which
impinges upon management’s informed decision making capabilities. Also, there is a lack of
information technology policies and procedures as well as a lack of information technology staff
that could serve the organization which further contributes to the underutilization of technology.
If the staff could refer to an in-house expert on information technology, existing technology
systems could be better utilized by the staff because they would have a resource whom they
could immediately contact for help with the system. Also, information technology systems could
be maintained and upgraded more readily by an IT Director or database administrator.
Furthermore, this individual (IT Director or database administrator) could develop a clear set of
IT-related policies and procedures for AVTA employees to follow. This would help establish
how information technology is to be used within the organization and the protocol for such
utilization of technology within the organization.
Thus, RNR Consulting formulated the IT Strategic Plan to help address these issues and
delineate the steps necessary to achieving the overall goals and objectives of the organization.
The implementation of automated and integrated systems would allow AVTA to eliminate
manual and redundant processes, provide detailed audit trails to management which would
increase accountability of staff, generate real-time data and reports to management which would
enhance their decision-making ability, more effectively utilize existing technology available in
the marketplace, and provide the technological infrastructure necessary to serve the community
more efficiently and effectively. Furthermore, the presence of information technology staff and
IT-related procedures would help facilitate the implementation of these systems and provide
assistance to the staff as these systems ‘Go Live’ throughout the Authority. Therefore, an IT
Strategic Plan illustrates not only the benefits which could be derived from the automation of
systems, but also understand specifically how such a plan could improve the infrastructure
necessary to better serve the community.

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Activities Conducted
The activities conducted helped formulate a comprehensive view of the Information Technology
Strategic Plan from a people, process, and technology perspective. Interviews, FTE analysis,
shadowing activities, and organizational structure analysis delineated how people are being
utilized to execute the processes of the Authority. These activities also highlighted potential
areas for reallocation of resources. “As-Is” and “To-Be” process maps helped analyze how
processes are currently executed and areas for potential streamlining, automation, and efficiency
gains. The development of IT policies and procedures, systems audit, hardware infrastructure,
mapping of network architecture, application architecture, and gap analysis of IT systems and
processes helped depict how technology is currently utilized by the Authority and where
technology could most impact the functions and business processes of the organization. Overall,
benchmarking, SWOT analysis, and the formulation of the action plan then supplemented the
findings of the individual activities to help RNR Consulting develop the IT Strategic Plan for the
organization. The individual activities conducted included the following:
1. Conducting interviews with key managerial personnel and employees
2. Conducting FTE analysis of management at AVTA and MV transportation
3. Developing “As-Is” process maps for critical processes
4. Conducting shadowing activities to identify actual operations and processes and further
understand how people are utilized to execute such organizational business processes
5. Proposing “To-Be” process maps for critical processes
6. Developing IT policies and procedures
7. Analyzing organizational structure
8. Performing systems audit of critical existing applications
9. Delineating hardware infrastructure
10. Mapping network architecture
11. Depicting application architecture
12. Performing gap analysis of IT systems and processes
13. Conducting benchmarking activities across similar sized organizations
14. Conducting SWOT analyses
15. Developing IT Strategic Plan and action plan

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1. Interviews
RNR Consulting conducted interviews with the management and staff of AVTA and MV
Transportation. The interviews with AVTA management provided insight about employee views
and opinions of the mission/vision of AVTA, the issues faced by different departments, and MV
Transportation’s performance at different levels of service, operations, and maintenance. The
overall perception of AVTA employees regarding processes, procedures, and MV
Transportation’s performance were similar. This helped RNR Consulting initially obtain
qualitative data regarding employee viewpoints about the current state of AVTA and the
utilization of information technology, what they wished to have in terms of information
technology systems, and initially identify and review the personnel involved in processes.
(Please review the Interviews tab for more detail.)
2. FTE Analysis
FTE analysis of AVTA and MV Transportation management personnel were conducted to
delineate the current resource utilization and work efficiency within the agency and compare the
actual job duties performed versus their published job duties and responsibilities. FTE analysis
depicts what percentage of a typical eight hour day is allocated to various job tasks. This activity
helped us understand how time is currently allocated to the processes executed on a daily basis.
Furthermore, these analyses provided data on how new systems could potentially lead to
efficiency gains by reducing the amount of time allocated to manual processes. (Please review
the FTE analysis tab for more detail.)
3. “As-Is” process maps
In order to systematically review and evaluate current processes, RNR Consulting developed
“As-Is” process maps describing key processes conducted by various departments of AVTA. A
process map graphically illustrates the sequential steps involved with each process as well as the
personnel and documents involved in executing various processes. The process maps not only
depict current processes, but also help identify bottlenecks and redundancies in the process. We
developed “As-Is” process maps for key processes across the agency including bus pass
ordering, processing complaints, DVI, grants, inventory management, invoicing, operations with
and without road calls, paratransit dispatching, pass sales, payroll, human resources, scheduling,

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and servicing and detailing process. (Please review the “As-Is” process maps tab for more
detail.)
4. Conducting shadowing activities
Shadowing activities were conducted to identify gaps between stated procedures and actual
procedures performed by MV employees. RNR Consulting shadowed employees in order to
further analyze how employees are utilized by the organization to execute business processes.
This activity helped delineate the reasons why policies and procedures may not be followed. This
helped us understand further the reasons for the breakdown in processes and redundancies in
existing processes. The findings of the shadowing activities have been depicted on the “As-Is
process maps.
5. “To-Be” process maps
RNR Consulting analyzed the “As-Is” process maps extensively to develop the “To-Be” process
maps. We formulated “To-Be” process maps to illustrate how processes currently executed by
various departments could be potentially streamlined by eliminating redundancies and
automating processes. “To-Be” maps not only simplify the process but also make the processes
more efficient and cost effective by eliminating redundant steps and repetitive manual entry.
Furthermore, “To-Be” process maps ensure that adequate audit checks and controls are put in
place from a control standpoint. “To-Be” maps illustrate how the process will be compressed
with the help of an automated new system/application as compared to the current processes. We
developed “To-Be” maps for processes such as the inventory level process, requisition request,
operations with/without road calls, payroll, bus pass ordering, inventory management, and
invoicing. These maps allow management to evaluate and visualize how the prospective system
will measurably streamline existing processes. (Please review the “To-Be” process maps tab for
more detail.)
6. Information Technology Policies and Procedures
Currently, AVTA does not have IT policies and procedures in place. The current lack of
documentation of IT policies and procedures hinders the ability of staff and/or new hires to
receive information on procedures or policies. This may lead to increased training time for the

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most basic of operations thereby utilizing manpower and IT resources. As AVTA is in the midst
of various technological upgrades and implementations, we believe that it is imperative for the
agency to have defined policies and procedures that would aid the transition of the Authority to
multiple integrated systems. The information technology policies and procedures for AVTA
detail development and implementation of information security policies, standards, controls,
procedures, and practices defined in information technology resources in order to protect AVTA
IT resources. RNR Consulting formulated IT polices and procedures for E-mail management,
archiving, configuration, account administration, password integrity, Internet usage policy,
hardware/software procurement, system and data integrity, data backup policy, wireless
networking policy, and license management procedures. In order to safeguard significant agency
information and set standards across the agency, AVTA needs to implement these policies and
procedures in the short term and update them on a regular basis. (Please review the IT policies
and procedures tab for more detail.)
7. Organizational Structure Analysis
Based upon the interviews, job time studies, and ‘As-Is’ process maps, RNR Consulting
critically evaluated the human resource needs of the agency from an IT perspective and how the
current organizational structure is utilized to achieve organizational goals and objectives.
Currently, the organization lacks an IT staff. We believe that AVTA needs one new full time
employee (an IT Director and/or a database administrator) to handle IT-related activities in the
short term and may be another after two to three years depending upon the execution of the IT
Strategy Plan. This would also eliminate the current IT duties of the Contract Compliance
Manager and Facilities Engineer and help them perform their current duties more effectively and
efficiently.
8. Systems Audit
The systems audit compares the potential usage and current usage of existing software
applications in AVTA. RNR Consulting conducted a comprehensive review of existing systems
currently utilized by department and assessed their functionality. This activity highlighted which
specific functionalities of the current systems are utilized and not utilized. It also helped us
identify why certain functionalities and modules in certain applications are not utilized. We also

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identified and reviewed key systems used by the departments to determine any potential
interfaces with other systems. (Please review the systems audit tab for more detail.)
9. Hardware Infrastructure
The hardware infrastructure provides a detailed inventory of the existing IT equipment used by
AVTA, including the operating system, RAM capacity, hard disk capacity, type of monitor,
server configuration, type of printer, fax machine, and copier. This activity helped us analyze
how the existing infrastructure would have to be modified to implement new systems.
Additionally, this helped us determine if there is efficient utilization of IT resources within the
Authority. This activity also helped us identify outdated computers and recommend upgrades
that would be compatible with the technology AVTA plans to implement. (Please review the
hardware infrastructure tab for more detail.)
10. Network Architecture
RNR Consulting developed a detailed network architecture diagram to understand the network
topology in place at AVTA. The network architecture diagram depicts how each department and
workstation in each office is connected to existing servers and the type of wiring and switches
currently used. This activity was undertaken to understand networking issues that AVTA might
currently face and potential networking problems AVTA may face with new systems and
applications being implemented. Furthermore, it is starting point for potential vendors of new
systems to analyze how their systems will affect AVTA’s network. (Please review the network
architecture tab for more detail.)
11. Application Architecture
RNR Consulting developed an application architecture diagram to understand the various types
of applications used by the different departments in the agency. This activity helped us
understand if the applications used were stand-alone systems or if they were interfaced with each
other. It further helped us understand if the same information was manually entered in different
departments due to the lack of interfaces among applications. The application architecture
diagram also depicted which department relies on which applications. (Please review the
application architecture for more detail.)

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12. Gap Analysis
RNR Consulting conducted a detailed gap analysis of the existing applications used at AVTA.
The analysis identified areas in each department where processes were manually performed. This
helped us identify potential areas where activities could be automated. The gap analysis also
identifies functionalities in existing applications that are not effective and recommending
appropriate action steps. (Please review the gap analysis tab for more detail.)
13. Benchmarking
RNR Consulting conducted benchmarking activities to compare and analyze where AVTA was
in terms of technology applications in relation to similar sized transit authorities in the United
States. The benchmarking activity conducted helped elucidate how technology is currently being
utilized by other similarly sized transit authorities to accomplish business processes. (Please
review the benchmarking tab for more detail.)
14. SWOT Analysis
RNR Consulting developed a Strengths, Weakness, Opportunities and Threats matrix based on
the analysis of AVTA operations and procedures. It explains the weaknesses and threats AVTA
currently faces which are to be eliminated. This activity explains how the strengths could be used
to leverage and capitalize on the opportunities present at AVTA in consideration of the IT
strategy plan. (Please review the SWOT analysis tab for more detail.)
15. Information Technology Strategic Plan and Project Profiles
Based on the interviews, job time studies, analyzing the processes, and current systems and
network at AVTA, RNR Consulting developed an information technology strategy plan, which
delineates the various initiatives AVTA needs to undertake in the short, medium and long term.
The strategy plan depicts the different software systems that need to be implemented, and the
project profiles provide a detailed explanation of each project’s scope, rational & benefits,
potential risk associated with each project, the action steps that need to be followed for
successful implementation of the project, and the factors to be considered during implementation
of the project. The project profiles provide an estimated time line for completion of each project.
The IT strategy plan and project profiles were created in conjunction with achieving the ultimate

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vision and goal of the Antelope Valley Transit Authority. (Please review the project profiles tab
for more detail.)

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INTERVIEW TRENDS

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
of MV
Transportation
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.”
“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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“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
morale
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.”
“The staff at AVTA is as committed as there can be.”
“AVTA is like a teenager (14 years) with growth
prospects.”
5 Utilization of
technical
resources
Employees believe that technical resources
are not being utilized to an optimum level.
“APC would be a dream”
6 Process The staff believes that processes need to be “Interface between dispatch and maintenance is really

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automated; currently, there are a significant
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.”

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• There is a disconnect between AVTA and MV Transportation.
• MV is a for-profit organization versus AVTA, which is a not-for-profit organization driven by its goal to achieve a high
level of service to the community.
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FTE Analysis: Administrative Assistant
Administrative Assistant
75.00%
18.75%
6.25%
Administrative
Customer Service
Planning
Subdivision of activities mentioned above
• 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.
24%
8%
13%
5%
14%
11%
9%
6%
10%
Assisting Executive Director
Scheduling daily meetings
Generating reports
Handling correspondences
Processing bus passes
Handling complaints
Filing paperwork
Board meeting arrangement
Managing office supplies

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

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FTE Analysis: Public Information Officer
Public Information Officer
25.0%
37.5%
12.5%
25.0%
Planning & Development
Marketing
Personal relations
Website management
• 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.
14%
10%
14%
9%
15%
5%
8%
15%
10%
Developing marketing
budget
Special projects
Advertising: Radio/TV
Creating scripts
Preparing brochures/flyers
Public spokesperson
Attending meetings
Website management
File management

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• The Public Information Officer performs website management on a regular basis which
does not entail her job description. This time could be utilized to provide assistance to
improve the service and marketing efforts of AVTA.
Analysis:
1. Coordinate the sale and maintenance of
AVTA advertisement bus panels
1. Work on website update from time to time.
2. Update data files and add new information
on the website
• Develop marketing
budget for the year
• Work on special
projects
Planning and development 2 Hours
Advertising & Press Releases
• Radio
• Television
• Brochures, flyers and
other sources
• Write commercials and
scripts
Marketing 3 Hours
Public Relations
• Work as a public
information officer
• Represent AVTA in
public meetings and
social events
Personal relations 1 Hour*
Design and web management
• Work on website
update occasionally
• Updating data files
• Adding new
information to the
website
Website management 2 Hours
* This activity takes precedence when there is a social event or public meeting, and the time
frame could exceed the specified hours.

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FTE Analysis: Finance Assistant
Finance Assistant
45.00%
17.50%
37.50%
Administrative
Human resources
Accounting and Finance
• 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.
10%
8%
13%
14%
17%
15%
13%
10%
Manage employee benefits
Special projects
Review Policies
Research for grants
Reporting and file management
Pass sales and invoicing
Accounting activities
Vendor Management

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Analysis:
2. Procure office supplies at or below a set
dollar rate
Human resources duties
• Manage payroll
operations
• Compensation and
employee benefits
• Special projects
Human Resources 1.4 Hours
Administrative and operative
policies
• 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
• 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
Accounting and Finance 3 Hours

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FTE Analysis: Senior Analyst
Senior Analyst
25.00%
31.25%
43.75% Administrative
Research and development
Analysis and auditing
Sub division of activities mentioned above:
• 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.
19%
19%
6%
24%
6%
13%
13%
Invoice Analysis
Data Analysis
Coordination with MV
Transportation
Project Assistance
Outreach program representation
Meetings
Administrative paperwork

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Analysis:
1. Manage staff engaged in monitoring
operational contract compliance of
operator, monitoring efficiency of transit
system and customer service
2. Develop and oversee the distribution of
discount and courtesy passes to increase
ridership by targeted areas
3. Maintain bus stop sign and amenity log
4. Oversee periodic system inventory of bus
stops
1. Proofread papers and reports for AVTA
staff
Invoices and receipts
• Reviewing all reports
and invoices for
transit, para-transit,
and commuters sent by
MV transportation
• Reviewing service log
• Resolving issues
related to discrepancy
of data with MV
transportation
Analysis and Auditing 3.5 Hours
Projects
• Reviewing new and
existing projects:
o Assisting in
Route Match
upgrade
o Marketing and
public
information
about GFI
system and
swipe cards
o Outreach
program:
Research and development 2.5 Hours

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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

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FTE Analysis: Facilities Engineer
Facilities Engineer
12.50%
25.00%
50.00%
12.50%
Administrative
Supervisory
Information Technology
Support
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.
6%
6%
14%
11%
15%
22%
13%
8%
5%
Generating reports
Documenting assets
Updating facilities record
Inspecting facility
Software management
Troubleshooting equipment
Monitoring system
performance
Vendor management
Hardware/Software
procurement

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Analysis:
2. Troubleshoot equipment
3. Load software in systems
4. Monitor on-time systems performance
5. Repair hardware systems
Administrative
• Generating reports on
daily IT operations of
the agency
• Documenting asset
inventory
• Documentation of IT
hardware/software,
such as software
updates, hardware
purchases, etc
Administrative 1 Hour
Inspection
• Inspecting the facility
• Writing reports in case
of any findings related
to the facility
• Taking pictures and
uploading them for
records
Supervisory 2 Hours
• Fixing broken systems
• Loading software
• Monitoring systems
performance
• Troubleshooting
equipment
support
4 Hours
Management
• Communicating with
vendors
• Purchasing IT
Hardware/Software
Procurement 1 Hour

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FTE Analysis: Contract Compliance Manager
Contract Complaince Manager
37.50%
25.00%
18.75%
12.50%
0.63%
Administrative
Research and development
Contract complaince
Managerial
• 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.
10%
9%
11%
8%
14%
14%
11%
6%
8%
9%
Service log review
Vendor management
Facility inspection
Documents review
Project research
Implementation: special
projects
Analysis: real time efficiency
Hardware/software
management
Troubleshoot: IT issues
Supervise Facilities Engineer

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• The Contract Compliance Manager has to troubleshoot IT related issues on a daily basis
which is not a part of his job description. This time could be re-allocated to perform
contract compliance activities to inspect and improve operations performed by MV
transportation.
Analysis:
1. Monitor and verify all necessary safety and
training activities. Verify contractor
maintains a sensitivity and empathy-
training program
2. Coordinate with the Planning Manager to
establish a five and ten year plan for
vehicle procurement
6. Install update and review
hardware/software
7. Troubleshoot equipments and other IT
related problems
Administrative
• Review service log
everyday to collect data
for previous day’s
switched out buses
• Review documentation on
road calls/pull outs
• Inspect the reports in the
event of issues/problems
• Communicate with
vendors and contractors
regarding different
proposals
Projects
• Research and analyze
upcoming projects
• Implementation of special
projects (e.g. ITS)
Research and development 2 Hours
Contract compliance
• Security check of the
facility
• Inspect/analyze real time
efficiency and
performance of MV
Contract compliance 1.5 Hours

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transportation
IT management
• Install, update and review
hardware/software
• Troubleshoot IT issues
Information technology
support
1 Hour
Operations
• Supervise the Facility
Engineer in his activities
• Coordinate job functions
with Facility Engineer,
for e.g. software updates,
hardware/software
procurement, etc.
Managerial .5 Hours

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FTE Analysis: General Manager, MV Transportation
General Manager
50.00%
12.50%
25.00%
12.50%
Administrative
Managerial
Planning
Team building
• Currently, the General Manager allocates 50% of his time or approximately four hours
per day to administrative duties.

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Administrative
• Contact dispatch
regarding issues/problems
that they may have
encountered in the
previous shift
• Perform overview of the
payroll process
• Review timesheets of all
departments, and cross
check with department
heads to note any issues
or flags
• Communicate via emails
- 80% corporate
- 20% AVTA
• Attend meetings
- Organizational, board
- Staff
• Conference call with
corporate office regarding
projects and issues
Managerial
• Monitor the functioning
of processes under
operations, dispatch and
maintenance
• Meet department heads to
discuss issues
• Review reports from
departments: invoices,
personnel issues
Managerial 1 Hour
Budgeting
• Prepare budget for the
fiscal year
• Conduct cost analysis by
breaking cost into dollars
and cents
• Prepare task list
- 5 things to accomplish for
the day
Planning 2 Hours

Page 32 of 217
• Review and update
policies
• Motivating employees
• Interact with staff
regarding issues and
problems
Team building 1 Hour

Page 33 of 217
FTE Analysis: Paratransit Manager, MV Transportation
Paratransit Manager
37.50%
18.75%
25.00%
18.75%
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.

Page 34 of 217
Administrative
• Review time sheets
and manifests
• Review previous day’s
data for verification.
Reporting
• Create reports through
route match
• Perform trend analysis
• Create new user
defined reports in route
match to aid in
reporting and analysis
• Generate four daily
reports to monitor ‘on-
time’ performance
Meetings
• Meetings with
departmental heads
regarding current
issues and procedures
Planning 1.5 Hours
Managerial
• Monitoring paratransit
crew performance
• Dealing with
paratransit time-off
requests and overtime
• Daily performance
evaluation of
paratransit crew
Managerial 2 Hours
Troubleshooting
• Teach/guide the
paratransit crew to deal
with no shows and
other paratransit issues
Troubleshooting 1.5 Hours

Page 35 of 217
FTE Analysis: Maintenance Manager, MV Transportation
Maintenance Manager
43.75%
25.00%
18.75%
12.50%
Administrative
Managerial
Planning
Troubleshooting
• Currently, the Maintenance Manager allocates 12.50% of his time to troubleshooting.

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

Page 37 of 217
the shop floor and
maintenance department
Troubleshooting
• Help troubleshoot repair
jobs
• Help troubleshoot utility
crews job
Troubleshooting 1 Hour

Page 38 of 217
“As- Is” Process Maps

Page 39 of 217
LEGEND
Indicates Bottleneck in Process
Indicates Manual Entry
Indicates Redundancy in
Process
Indicates Manual Process

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

Page 41 of 217
The customer service
department in MV mails the
buss pass to the customer
End
2
days
A
“As-Is” Process Map for Bus Pass ordering

Page 42 of 217
Customer complaint is received
by MV customer service
department via phone
Administrative Assistant fills out
the complaint form
Complaint form is hand
delivered to MV operations
department
Is complaint resolved in
72 hours?
File is sent to Executive
Director for review.
“As-Is” Process Map for Handling
Customer Complaints
Complaints via
email are directly
received by
Administrative
assistant in her
inbox
No
Yes
Start
Written response is sent to
AVTA: reason of complaint
and action taken
follows up with the customer
The call is forwarded to the
Administrative Assistant (also
responsible for complaints via
emails)
The complaint form has the
following data fields:
-Today’s Date
-Incident Date
-Time
-Route
-Bus number
-Driver
-Customer Name
-Contact Phone
-Customer Address
-Nature of incident
-Customer concern
-Call taken by
-Investigation results
-Action taken
-Handled by, date
Executive Director directly
contacts Operations manager-
MV Transportation to
investigate the issue and gets it
resolved
generates a report at the end
of every month and files it for
reference.
Administrative
Assistant tracks
the complaints
by type, i.e.
Commuter,
Transit, Para-
transit, Dial-a-
ride.
End

Page 43 of 217
Start
Finance Manager collates
information about the grant
money for next fiscal year
Finance Manager along with
Finance Assistant calculates
the budget for upcoming
projects
Grants are usually obtained
from two sources of 5307
money
Local Lancaster
UZA can provide
the grants
Grants are also
obtained from LA
UZA
Finance Manager applies
online for grants
FTA sends the grant
application file to the
Department of Labor for
review
Department of Labor sends
the file to Union
Organizations for approval
“As-Is” Grant approval process map
This information is obtained
from FTA in advance
Other possible sources are
‘BOS’ and ‘MTA’ call for
projects. The chances for
approval of grants from
these sources are slim.
A
They calculate cost and
allocate the budget for
different projects.
The application is sent
back and forth for
preliminary reviews,
checks and
verifications. This is
done through local FTA
administration in LA
Does Department of Labor
approve the grant?
No
Yes
1
30-40
days

Page 44 of 217
A
Once the unions approve the
grant, the file is sent to
Department of Labor to send
it to FTA
The grant is approved and
the organization is informed
by the local administrative
FTA office
Finance Department files
reimbursement for the
expenses already incurred.
Reimbursement can be
submitted only 3 days after
the grant is executed. FTA
requires this time period for
file processing
End
Do Union Organizations
approve the grant?
1
No
Yes
Finance Manager manually
matches the line items with
the grants allocated before
sending the expense
reimbursement file.
30-40
days
“As-Is” Grant approval process map

Page 45 of 217
Start
What is the
invoice for?
Local Transit Commuter Paratransit
Bus operator informs
dispatch via radio the
time he leaves the yard
and the mileage when he
leaves the yard
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
time he actually ends
his route and the
mileage at that time
A
Bus operators use TIC
sheet to enter the start
mile and end mile for
each trip
The bus operator also uses
the TIC sheet for recording
ridership information revenue
collected for the day
Bus operators drop off
TIC sheet at the end of the
day with dispatch
Customer service
employee from MV
Transportation picks up
the TIC sheets from
dispatch office
Next Day
Customer service
employee accesses the
commuter dispatch
spreadsheet from the
shared drive
D
“As-Is” Invoicing Process
dispatch excel
spreadsheet in the
shared drive
dispatch excel
spreadsheet in the
shared drive
Paratransit call takers
book trips using Route
Match software
Bus operators get copy
of the manifest of the
trips for the day
Bus operators drop of the
manifest with paratransit
office at the end of the
shift
The bus
operators enter
pick up time,
drop off time,
pick mileage and
drop off mileage
when they pick
up each
passenger
Call takers in the
paratransit office use the
manifest sheet to enter
information in the Route
Match software
Call taker goes into the
verification menu in the
route match software to
input the information
form the manifest sheet
G
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

Page 46 of 217
A
time he reaches the yard
and the mileage when he
reaches the yard
MV Transportation’s
customer service
shared drive
Next Day
Customer service
employee reviews and
cross checks if the
information entered was
accurate
Customer service
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
Was the
information
entered
correctly?
Customer
service
employee
makes the
changes
B
YES
NO
D
Customer service
employee manually
enters the information
from the TIC sheets into
the commuter dispatch
spreadsheet
The customer service
employee enters the mileage
information and time
information in the commuter
dispatch spreadsheet
Customer service
commuter service log
shared drive
Customer service
employee manually totals
the number of hours from
commuter dispatch
spreadsheet for each
route and enters it in the
Customer service
employee manually
enters the revenue
information form the TIC
sheet into the service log
spreadsheet
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
E
dispatch excel
spreadsheet in the
shared drive
G
Call taker finishes
entering all the
information in Route
Match and initials the
manifest
Call taker supervisor
cross verifies if all the
information was entered
correctly
Was the
information
entered
correctly?
Call taker
supervisor
makes the
required
changes in the
route match
software
YES
Call taker supervisor
initials the manifest sheet
and leaves it for
customer service
employee from MV
Transportation to pick it
up
Next Day
MV Transportation
customer service
employee enters
information from manifest
sheet into an excel
spreadsheet in the
shared drive
Customer service
employee hand delivers
the manifest sheet to
AVTA’s Senior Analyst
H
NO

Page 47 of 217
Customer service
employee manually
enters the information
from the GFI report into
the service log
spreadsheet
B
Customer service
employee accesses GFI
computer
The employee prints out the
GFI report for the day which
gives the ridership and
revenue information for the
day
The employee enters this
information for each route
every day
At the end of the month
the customer service
employee prints out
reports from 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
The employee hand
delivers the reports to
MV Transportations
office manager
The office manager
reviews the reports
Is all
information
entered
correct?
office manager
makes the
necessary
changes in the
service log
spreadsheet
NO
Finance assistant from
AVTA access the service
log spreadsheet from the
shared drive
C
E
Is the
information
entered
correct?
AVTA accesses the
office manager
makes the
necessary
changes in the
service log
spreadsheet
NO
F
H
Senior Analyst uses
route match and
reviews the information
Senior Analyst
goes into the
verification menu
in route match
software to verify
the inputted
information
Was the
information
entered
correctly?
Senior Analyst
contacts the call
taker supervisor
to rectify the
error
Senior Analyst finalizes
the number of hours
and mileage and enters
it in the excel
spreadsheet in the
shared drive
NO
I
AVTA accesses the
excel spreadsheet from
the shared drive

Page 48 of 217
C F
AVTA calculates invoice
amount based on local
transit hours
Finance assistant
creates an adjusted
invoice for Local transit
for the month
Finance assistant uses
information from service log
spreadsheet to calculate the
variable cost amount
Finance assistant uses the
revenue generated from
pass sales, coupon sales
and GFI revenue to generate
the invoice
The above information is
automatically entered
into the final invoice
spreadsheet
amount based on
commuter hours
information from service log
spreadsheet to calculate the
cost
information from pass
sales spreadsheet and
to calculate the revenue
generated for the month
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
I
amount based on
paratransit hours
The final invoice amount
is entered in the final
invoice spreadsheet

Page 49 of 217
Z
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
YES
NO
Finance Assistant fixes
the discrepancy
End

Page 50 of 217
Start
Finance Assistant gives passes to be sold for the
following month to MV Transportation
The finance assistant uses
an excel spread sheet to
track the number of passes
given out each month
MV Transportation collects the passes to be sold
Passes are sold through
Kiosks
Passes are sold through
Vendors
Passes are sold at the counter
in AVTA
Passes are sold by MV
Transportation employees in
different Kiosks
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
Passes are sold during the
first three days of the month
and the last day of the
month
Customer Service employee
enter the information in a
separate excel spreadsheet
MV Transportation gives
passes to vendors to be sold
MV Transportation Office
Manager receives total
number of passes sold by
each vendor and enters it into
a separate excel spreadsheet
Customer buys passes
directly from AVTA office
MV Customer Service
employee enters the
information in a separate
excel spreadsheet
A B C
“As-Is” Process map for Pass Sales

Page 51 of 217
A
Customer service employee
forwards the excel spreadsheet to
the Office Manager
C
Customer service employee
forwards the excel spreadsheet to
the Office Manager
Office Manager combines all the
information and comes up with
total pass sales and revenue for
the month
B
End
“As-Is” Process map for Pass Sales
MV Transportation Office
Manager forwards the
spreadsheet to the Finance
Assistant

Page 52 of 217
Start
“As-Is” Payroll Process
A
Employees submit time
sheet to the Finance
Assistant
Finance Assistant manually
enters the information in an
excel spreadsheet
Finance Assistant e-mails
the spreadsheet to external
accountants
External Accountants
process payroll checks
External Accountants mail
pay stub to AVTA and await
approval from AVTA Finance
Manager for direct deposit of
pay
Finance
Assistant
enters the
vacation
information for
each employee
in an Excel
spredsheet
Finance Manager approves
direct deposit

Page 53 of 217
A
“As-Is” Payroll Process
Finance Assistant gives the
employees the pay stub and
vacation information stub
End

Page 54 of 217
Bus operator arrives at yard
and proceeds to assigned
bus
Start
The routes for bus operators
are fixed, however, the
buses are assigned by the
dispatcher
Bus operator performs pre
DVI inspection
Bus operator uses DVI
checklist and checks of each
item in the list after
inspection
Bus operator begins
scheduled route
Bus operator continues with
scheduled route
Bus operator completes
scheduled route and returns
back to yard
Bus operator completes post
DVI report
“As-Is” Operations without road calls
Bus operator leaves yellow
copy of DVI report in the bus
A
Operations Department
Utilities Department
Bus operator drops white
copy of DVI report with
dispatch

Page 55 of 217
1.
A
Service employee drives the
bus to the fuel lane for
refueling the bus
Service employee refuels the
bus using fuel force system
Service employee enters the
following information in the
fuel force system:
-Bus Number
-Mileage
-Employees last four digits of
social security number
- Pump number
Does the system accept
the information?
Employee starts fueling the
bus
Service employee places the
system on bypass
YES
NO
Service employee also
enters the date and mileage
of the bus in a vehicle fuel
log sheet
X

Page 56 of 217
X
Employee starts to clean the
bus
A check list of the cleaning
activity to be done is posted
outside the utility
supervisor's room which is
not followed by the
employees
Employee refuels and
cleans the bus
Employee based on his/her
own judgment decides
whether or not to take the
bus for washing
Is the bus taken
for a wash?
YES
NO
The employee drives the bus
to the bus wash facility
to the yard, parks it facing
north
Bus is washed
Maintenance Department
Utilities Department
Y
The bus wash
system needs
be adjusted to
fit the specific
mode of transit
bus. This is
almost never
followed by the
utility crew

Page 57 of 217
Y
Assistant Maintenance
Manager (AMM) picks up all
DVI reports from dispatch at
the end of the day
AMM reviews all DVI reports
AMM based on experience
decides if bus needs to be
repaired immediately
Is the bus to be
repaired
immediately?
Are any problems listed by
the bus operator in the DVI
report?
YES
NO
AMM signs and files the
report
AMM schedules the bus to
be repaired at a future date
AMM manually creates a
work order based on the DVI
report
YES
NO
End C
Lack of tracking
mechanism to follow
up on the repair
Collective
data
application is
not used to
generate
work order

Page 58 of 217
C
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
Are parts
needed?
E D
YES
NO
Attaches the white
DVI report to the
work order

Page 59 of 217
D
Mechanic fills out a parts
sign out sheet in the
inventory room and picks the
parts he needs from the bins
E
Mechanic continues repair/
maintenance work with the
bus
Is the repair work
completed?
Mechanic hands over the
work order to assistant
maintenance manager
Mechanic hands over the
work order to the assistant
maintenance manager
AMM enters the time he
received the work order in a
log
YES
NO
AMM signs the work order
and DVI and keeps it for the
Maintenance Clerk to pick up
Maintenance Clerk picks up
all the DVI’s from previous
night from the shop floor
Maintenance Clerk inputs
the information in an excel
spreadsheet and files the
hard copies of DVIs and
work orders
AMM enters in the work
order for work to be
completed in the next shift or
the following day
End
End
Next Day
Accurate time spent by the
mechanic on a job cannot be
recorded
Maintenance clerk does not
use collective data to enter
the information

Page 60 of 217
“As-Is” Operations with road calls
Bus operator arrives at yard
bus
Start
The routes for bus operators
dispatcher
Bus operator does pre DVI
inspection
Bus operator uses DVI
inspection
Bus operator begins
scheduled route
Does bus operator
experience problems
with the bus?
Bus operator contacts
dispatch via radio
YES
scheduled route
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
NO
A
End

Page 61 of 217
A
Dispatcher calls the
maintenance department
and informs them of the road
call and the nature of the
problem
Maintenance department
assigns a mechanic to
handle the road call
The mechanic may or may
not pick up the road call
information sheet from the
dispatch office before leaving
to attend the road call
Most of the times the
mechanics do not pick up the
road call information sheet
from the dispatch office
Mechanic evaluates the
nature of the problem
Can the
mechanic repair
the bus?
Mechanic repairs the bus
and informs dispatch via
radio after the repair is
completed
Mechanic informs dispatch
via radio that bus cannot be
repaired on road
YES
schedule route
End
NO
Dispatcher records the
information in a service
interruption log
B

Page 62 of 217
B
Dispatcher sends a tow truck
to the road call location to
tow the bus back to the yard
Tow truck tows the bus back
to the yard
Mechanic takes the bus to
the shop floor for repair
End
Dispatcher also
sends a switch out
bus and the bus
operator continues
with the scheduled
route

Page 63 of 217
“As-Is” Process for Paratransit dispatch
Start
Customer calls paratransit
customer service
Call taker answers the call
and asks the customer if he/
she needs DAR or Access
service
Does customer know
type of service he/she
requires?
Customer informs the call
taker the type of service he/
she requires
YES
NO
Call taker asks the
customers first and last
name to look up the type of
service in the Route Match
Software
Can the call taker identify
the type of service from
Route Match software?
A
B

Page 64 of 217
A
Call taker reviews the
eligibility file to identify if the
customer has applied for the
service
Call taker pulls up
customer’s information in the
Route Match software
YES
NO
Has the customer
applied for the service?
Call taker enters the
customer information in the
Route Match software
Call taker informs the
customer to apply for the
service
YES
NO
Call taker mails an
application form to the
customer
End
Call taker accesses the Trips
module in the Route Match
software
B
Call taker asks the customer
the time and location he/she
wants to be picked up
Call taker enters the
information in the software
Call taker clicks the
recommendation button to
view recommended times
given by the software
C

Page 65 of 217
C
Call taker informs the
customer of the available
times
Does the software
display recommended
times for pick up?
Call taker manually check for
available times
YES
NO
Based on the customers
preference the call taker
confirms trip
Call taker gives the customer
a confirmation number
Does the call taker
find any available
time for pick up?
YES
DAR customers are informed
about unavailability of time
and are asked to try a
different date
NO
Call taker books the
customer for the requested
time
Even though there are no
available times the call taker
books the trip as ADA
regulations does not allow a
Access customer to be
denied a ride
Scheduling employee
towards the end of day
accesses the scheduling
module
The employee manually
checks if the Access
customer’s time can be
accommodated
D
Employee manually checks if
multiple passengers can be
picked up around the same
time
Is this an Access
customer?
Customer is declined a ride
End
NO
YES
End

Page 66 of 217
D
Can the
employee
allocate a
time?
The ride is left unscheduled
The employee finalizes the
time for the Access customer
YES
NO
The following
day, if there
are any
cancellations
the Access
riders trip is
covered, or
the Access
rider is picked
up late
The employee reviews all the
trips confirmed during the
day
makes changes to the
schedule to optimize the trips
The employee
calls the
concerned
customer and
gets their
approval
before
changing the
trip times for
optimization
The employee prints out a
manifest sheet and places it
in the bin
Each operator
receives a
manifest sheet
with the days
schedule in it
Bus operators pick up the
sheet and begin their
scheduled route
End

Page 67 of 217
D
Can the
employee
allocate a
time?
The ride is left unscheduled
The employee finalizes the
time for the Access customer
YES
NO
The following
day, if there
are any
cancellations
the Access
riders trip is
covered, or
the Access
rider is picked
up late
The employee reviews all the
trips confirmed during the
day
makes changes to the
schedule to optimize the trips
The employee
calls the
concerned
customer and
gets their
approval
before
changing the
trip times for
optimization
The employee prints out a
manifest sheet and places it
in the bin
Each operator
receives a
manifest sheet
with the days
schedule in it
Bus operators pick up the
sheet and begin their
scheduled route
End

Page 68 of 217
A need for part arises
He enters the number of
parts taken and signs the
sheet
Parts Manager takes a count
of the parts signed out from
the bin
Parts Manager enters the
parts count on the daily parts
list
Mechanic goes to the parts
room
Parts Manager collects all
signed out sheets from the
parts room
This is done on a excel
spreadsheet
Start
“As-Is” Inventory management process map
A
Next Day
Mechanic signs for the part
in the sign out sheet
These steps delineate a lack
of control in the inventory
process

Page 69 of 217
Parts Manager contacts
multiple vendors to get the
lowest price quote
After the price and
specifications are finalized,
the Parts Manager submits
the Purchase Order
Parts are placed in the
shelves
Parts are recorded in the
master parts spreadsheet
B
This can be a
vendor with
whom the
maintenance
department has
purchased before
or a new vendor
Parts are given
bin number for
inventory
management
Are the ordered parts
received?
Yes No
Parts Manager calls the
vendor to ship the parts
At times parts are
back ordered and
are shipped in 2nd
or 3rd
shipment.
Vendor ships the parts
A
Parts Manager subtracts the
daily count of parts with the
master parts list
Parts are ordered at Parts
Managers discretion

Page 70 of 217
B
Parts Manager checks the
invoice against the packing
list
Invoices are coded with
accounting codes
Invoices are recorded for
weekly expense reports
The parts manager manually
hands the weekly expense
report to maintenance clerk
for report generation
The report is sent to
Maintenance Manager for
review
Reports are filed for records
and future references
End
Usually the invoice
is received 2-3
days after the parts
are delivered
Control issue: Same employee is responsible for
ordering, receiving and approving parts

Page 71 of 217
Start
Operations Manager stores
the scheduling information
on the shared drive in excel
spreadsheet
Bus operators continue on
scheduled routes
Routes are prepared every
six months
Bus operators bid for routes
on the basis of seniority
“As-Is” process map for fixed route
scheduling & dispatching
Bidding is done in the
presence of operations
manager and union
representative
Does a need for
vacation arise?
Bus operators submit time
off request to operations
manager
A
No Yes Time-off request
should be
submitted by
Wednesday
before noon, one
week in advance
Operations Manager
prepares the schedule of all
routes using excel
spreadsheet
The schedule is hand
delivered to dispatch

Page 72 of 217
A
Operations Manager collects
the time off requests
The Operations Manager
reviews the schedule
Two stand by
drivers are
present. Existing
drivers are paid
overtime if they
are assigned shift
“As-Is” process map for fixed route
scheduling & dispatching
Operations Manager
approves the time off request
Can Operations
Manager allocate time
off request?
Time off request is not
approved
No Yes
End
End
Bus operators continue on
scheduled routes
Operations Manager
forwards the shift
acknowledgement receipt to
dispatch
Bus operators do
not check their
mail boxes most
of the times
Operations Manager
reschedules using excel
spreadsheet
Shift acknowledgement
forms are placed in the bus
operators mail boxes

Page 73 of 217
Start
The bus operator performs a pre-
trip inspection and records the
findings in DVI book
Bus operator informs dispatch
about the problem and the bus is
not scheduled for service
The bus operator writes any
defects during the post-trip
inspection on the DVI log
The bottom copy of DVI is left in
the bus for repair.
At the end of the shift the bus
operator parks the bus in the
waiting service area.
The buses are cleaned and fueled
and parked on the running rows
facing south. The buses with
defects are parked in the “out of
service” area.
A
DVI Process-Maintenance Manual
Is there are problem with
the bus?
Bus operator continues with the
route
End
No Yes
The manual does not
specify the owner of the
top copy of the DVI in the
Operations Department
The manual does not specify
what the bus operator
records in the DVI
The top copy is delivered to
operations department

Page 74 of 217
A
The Foreman or Supervisor picks
up the DVI forms from dispatch
The Foreman or Supervisor
checks the vehicle to verify the
defects. Findings of the defect are
noted in the DVI log
The Foreman or Supervisor
issues a work order and attaches
the DVI
The mechanic signs both
copies of DVI once the repair
is done
Is the bus repaired?
If the repair is deferred, the
Foreman records the defect and
files a copy of the report in the
pending file. The bus is now
returned to the ready line
The Assistant Maintenance
Manager (AMM) reviews all DVIs
at the end of the shift to make
sure that all defects have been
addressed
No Yes
The foreman/
supervisor signs
off both DVI
forms to show the
actions taken
Are all the defects in the
buses repaired?
B
The bus is assigned to a
mechanic for repair
1
End
Though the repair
is deferred, the
bus is returned to
the ready line.
The manual does not specify
how a work order is issued,
from where it is issued and
the data fields that need to
be completed before issuing
a work order

Page 75 of 217
B
The AMM includes all the
paperwork for the day including
the DVIs, and his/her work log for
the maintenance manager for
review
If all the repairs are not fixed then
the bus is scheduled to be
repaired in the next shift
No Yes
The Maintenance Manager
reviews all the DVIs on a daily
basis including the assistant
managers log to follow up on
open DVIs
Are all the repairs
completed?
The reviewed DVIs for the day are
filed
The deferred repairs are
completed, the work order and
DVI copy are filed
All DVI reports are kept in the bus
file for the life of the contract. The
remaining files are stored by year,
and kept in storage
Bus files consists of a
current file which holds
the current six months
and history file that
contains previous six
months
End
No Yes
1
The manual does not
specify if the work order
should be closed

Page 76 of 217
Start
Bus operator reports a road
call to dispatch
Dispatcher asks the driver a
series of questions to
complete the road call report
Once the report is completed
the call is transferred to the
A representative from the
immediately picks up a copy
of road call report
A mechanic is dispatched to
the bus within 15 minutes of
the bus operator reporting
the road call
The dispatcher at the same
time enters the information
onto a service interruption
log
The dispatcher will try to
assist the bus operator to
bring the bus safely to the
shop; however, if this is not
possible the maintenance
department is contacted
Road Call Process Map--Maintenance Manual
The mechanic will do one of
the following three things
once he reaches the bus
A
Mechanic will work with
dispatch and maintenance to
decide the best course of
action
In the case of
major accident
the maintenance
department
follows Safety
Department’s
accident
response
processes

Page 77 of 217
A
Repair and return the
bus to service
Repair but return the
bus to the shop for
further repairs
Have the bus towed
back to the shop
When the bus is returned to the
yard, the maintenance team
inspects to ensure the problem is
corrected.
A repair order showing the
findings is attached to the
road call report
No report is
issued because
the bus remained
in service, that is
noted on the work
order
At the end of the shift the
Assistant Maintenance
Manager(AMM) reviews the
service interruption log
AMM ensures thatall the buses
noted on the log have been
repaired, if not then the bus is
assigned to a mechanic for repair
If the buses are not repaired by
the end of the shift, they are
turned over to the next shift
All the switch-outs documents are
accounted and submitted to the
Maintenance Manager
B
Bus continues with its
route
End

Page 78 of 217
B
The switch-out documents are
presented to Contract Compliance
Manager at AVTA on a weekly
basis
End

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

Page 80 of 217
A B
The bus is parked in the ”out
of service” area. The
Maintenance department is
also informed about any
exterior damages found
during servicing.
The bus is parked in the
ready lines with all the doors
and windows closed facing
south.
monitors the servicing and
detailing process, inspects
and signs off on the buses
throughout the shift
At the end of the shift the
Service Supervisor checks
that all buses have been
serviced, recorded properly
and parked according to their
service status
The service
supervisor is
responsible to
ensure that the
assigned duties
are performed
properly.
Does the bus have a
DVI report with write-
ups?
Yes No
End
The utility crew services and
details the bus
The crew has to follow
servicing the check list that
consists of:
-Removing trash
-Checking fluids
-Fueling buses
-Wiping windshield and
mirrors
-Washing exterior if time
allows
The detailing check list
consists of:
-Checking vehicles for
damage--inside and outside
-Pressure washing the bus
-Hand washing the exterior
including wheels
-Washing the ceiling
-Washing all the walls
-Cleaning all the windows
-Cleaning driver area, seats,
and wheelchair
-Clean the floor and the
steps,
-Clean the inside of all
passenger doors.
signs off indicating the
service completion and
returns bus to ready line
A log is kept of buses that
were serviced midday
The log is handed to the
Foreman at the end of the
midday servicing shift
Servicing and Detailing process-Maintenance manual

Page 81 of 217
“To-Be” Process Maps

Page 82 of 217
Start
Invoices are for three modes
of transportation
Local Transit Commuter Paratransit
“To-Be” Invoicing Process
ITS systems populates the
route start time and mileage
A
Bus
Operators for
verification of
data record
start/end time
in a sheet.
Commuter
buses have GFI
systems
installed in it.
Paratransit Call Takers book
trips using Route Match
software
Bus operator logs in the
system and receives his
schedule
ITS populates the database
with the days activities
C
route end time and mileage
time and mileage when the
bus enters the yard
ITS database is populated
with the information
Revenue figure is audited
through the interface
between GFI and APCs
AVTA’s Senior Analyst
verifies the report at the end
of every month through the
application software
Finance Assistant accesses
the software application
while making a payment

Page 83 of 217
A
Office Manager verifies the
reports
Next Day
Are reports correct
Office Manager cross checks
the information with system
No
“To-Be” Invoicing Process
Finance Assistant at the end
of the month accesses the
application software
Is the information
accuratet?
Finance Assistant makes the
payment to MV
Transportation
Contacts MV
department to
correct the
information
No
End
C
Finance Assistant makes the
payment to MV
Transportation

Page 84 of 217
“To-Be” Pay Roll Process
Start
Security system generates
bi-weekly payroll information
Time and attendance system
is integrated with security
system
Finance Assistant based on
the payroll information
generated pay stubs and
vacation stubs
Finance Manager authorizes
direct deposit
End

Page 85 of 217
Start
Need for part arises
Maintenance Manager
creates parts request
Are parts in inventory?
Parts requisition is sent to
the Parts Manager
Parts are issued to
End
Parts Manager creates a
purchase order
Yes
No
There is a
specified list of
Vendors from
whom the parts
are purchased
Parts are received by the
Shift Manager
“To-Be” Parts requisition process map
Parts department bar codes
the parts
Bar codes are scanned and
parts are automatically
recorded in the inventory
A

Page 86 of 217
A
Inventory is automatically
updated with new parts
End
“To-Be” Parts requisition process map

Page 87 of 217
Start
Parts are used for bus
repairs
Is inventory below
specified level?
Inventory count is
automatically updated when
the parts are checked out
A purchase order is
generated
End
Purchase order is issued to
the Vendor
Vendor receives the
purchase order
A
Manual order is placed for
rarely used parts
“To-Be” Inventory level process map
Purchase order is generated
by the software application
Purchase order is approved
by the Parts Manager
No Yes

Page 88 of 217
A
P.O., invoice and packing
slip is verified
parts are entered in the
inventory
Inventory is automatically
updated with new parts
End
“To Be” Inventory level process map
Parts department

Page 89 of 217
Start
A need for part arises
The Mechanic hands the
parts request to the Parts
Supervisor
Parts Supervisor goes to the
parts room
Parts Supervisor scans the
parts through the scanner
and hands them to the
Mechanic
The information is
transferred from the scanner
to inventory database
Parts information is
automatically updated in the
inventory database
For night shift, parts request
is handed to the Shift
Incharge
“To-Be” process map for Inventory Management
Scanner is a part of
Inventory management
application
A
1

Page 90 of 217
A
“To-Be” process map for Inventory Management
Are parts below
specified inventory
level?
The application will only
update the inventory count
No Yes
For common parts the
application generates a
purchase order for
specified vendor. For parts
that are rarely used, the
Parts Manager has to
place an order
The application updates the
database with a new
inventory count
Parts Manager reviews the
inventory count at the end of
the day
The Parts Manager can view/print the
following reports
-Name and number of parts used.
-Purchase Orders generated
-Low inventory count of rarely used
parts
-Inventory balance
Parts Manager orders any
‘rare’ parts for which a
purchase order has not been
generated
Parts Manager emails all the
reports of the day to the
Maintenance Manager
End
A purchase order is
automatically generated
Is the purchase order
sent to the Vendor?
Vendor receives the
purchase order
No Yes
Parts department
Parts department bar codes
the parts
parts are automatically
entered in the inventory
The inventory is
automatically updated with
the new parts
1
Maintenance
Manager can also
access the reports
using the inventory
management
application

Page 91 of 217
“To-Be” Operations without road calls
Bus Operator arrives at yard
bus
Start
The routes for Bus Operators
Dispatcher
Bus Operator does pre DVI
inspection
Bus Operator uses DVI
inspection
Bus Operator begins
scheduled route
Bus Operator continues with
scheduled route
Bus Operator completes
scheduled route and returns
bus to yard
Bus Operator completes post
DVI report
Bus Operator leaves yellow
copy of DVI report in the bus
and drops off white copy of
DVI report in Dispatch office
A

Page 92 of 217
A
Service employee drives the
bus to the fuel lane for
refueling the bus
Service employee refuels the
bus using fuel force system
Service employee enters the
following information in the
fuel force system:
-Bus Number
-Mileage
-Employees last four digits of
social security number
- Pump number
Does the system
accept the
information?
Employee starts fueling the
bus
YES
NO
Service employee also
enters the date and mileage
of the bus in a vehicle fuel
log sheet
X
Service employee contacts
Utility Supervisor to
troubleshoot the problem
Utility Supervisor
troubleshoots the problem

Page 93 of 217
X
Employee starts to clean the
bus
A check list of all cleaning
activities to be performed is
given to the service
employee
Employee checks of each
activity in the check list once
he/she completes them
Employee finishes fueling
and cleaning the bus
Employee leaves the check
list in the bus with their
initials
Employee takes the bus to
bus wash facility
Bus is washed
to the yard, parks it in Quality
Assurance Service Line
C

Page 94 of 217
C
Utility Supervisor does a
quality assurance check on
all the buses parked in the
quality assurance line
Utility Supervisor reviews the
checklist and inspects if all
the said activities were
completed
Does the bus pass Quality
Assurance Check?
Utility Supervisor fails the
bus for quality assurance
Utility Supervisor initials the
checklist and keeps it for
filing
YES
NO
Utility Supervisor writes
down the reason in the
check list for failing the bus
for quality assurance
Utility Supervisor informs the
concerned service employee
of the problem
Service employee picks up
the bus from the quality
assurance line and rectifies
the problem
D
all the check lists and files
them
End
1
Utility Supervisor based on a
pre defined disciplinary
action manual, decides if the
concerned employee needs
disciplinary action or if he
requires additional training.
The action taken is recorded
in a disciplinary action sheet
and forwarded to HR
department.

Page 95 of 217
D
Service employee parks the
bus in the quality assurance
line
Utility Supervisor inspects
the bus again for quality
assurance and initials the
check list
1
Maintenance Shift
Supervisor picks up all DVI
reports from dispatch at the
end of the day
Shift Supervisor reviews all
DVI reports
Are there any problems
listed by the bus operator in
the DVI report?
E

Page 96 of 217
E
Shift Supervisor based on
repair priority list decides if
the bus needs to be repaired
immediately
Is the bus to be
repaired
immediately?
Shift Supervisor generates a
work order using the
maintenance application
YES
Shift Supervisor enters the
nature of the problem and
future date of repair in the
NO
DVI copy is kept for filing
Maintenance application
automatically sends an E-
Mail to the Maintenance
Manger and the Shift
Supervisors a week before
the repair is due
End
Shift Supervisor assigns a
mechanic to the job using
the maintenance application
Mechanic accesses the
maintenance application and
finds out the nature of the
problem
Mechanic brings the bus to
shop floor
F
YES
Shift Supervisor keeps the
DVI’s for Maintenance Clerk
to pick up
NO
3

Page 97 of 217
F
Mechanic conducts repair
work on the bus
Are parts
needed?
Mechanic fills out parts
request sheet and gives to
Parts Supervisor
Mechanic continues with
repair work
Parts Supervisor hands the
Mechanic the requested part
Is the repair
work
completed?
Mechanic enters in the
maintenance application the
time he finished the job and
notes if any about the job
YES
Mechanic informs Shift
Supervisor about job not
being completed
NO
Shift Supervisor makes a
note in the maintenance
application and assigns the
job to the next shift
G
Shift Supervisor prints a
copy of the completed work
order attaches it to the DVI
all information from previous
night and files them
End
3
Next Day
YES
NO

Page 98 of 217
G
Next Shift Supervisor
accesses the maintenance
application to find out about
outstanding repair jobs
Shift Supervisor assigns jobs
to Mechanics in the
maintenance application who
complete the job
End
Note: There are a lot of process breaks currently in the operations without road calls. The To-Be map
delineates step by step how each activity in the process needs to be performed.

Page 99 of 217
“To-Be” Operations with road calls
Bus Operator arrives at yard
bus
Start
The routes for Bus Operators
Dispatcher
Bus Operator does pre DVI
inspection
Bus Operator uses DVI
checklist and checks off
each item in the list after
inspection
Bus Operator begins
scheduled route
Does Bus Operator
experience problems
with the bus?
Bus Operator contacts
Dispatch via radio
YES
Bus Operator continues with
scheduled route
Dispatcher asks the bus
operator the nature of the
problem and his/her current
location
NO
A
End
Dispatcher enters the
information in the
Maintenance Software
The information is
entered in the
‘road calls’ module
of maintenance
software

Page 100 of 217
A
Dispatcher calls the
and informs them of the road
call and the nature of the
problem
prints out the road call
information from the
maintenance software
Mechanic evaluates the
nature of the problem
Can the
Mechanic repair
the bus?
Mechanic repairs the bus
and informs dispatch via
radio after the repair is
completed
Mechanic informs dispatch
via radio that bus cannot be
repaired on road
YES
schedule route
End
NO
B
Dispatch records the
information in the
A Mechanic is sent to attend
the road call
Dispatchers enters
the information in
maintenance
software

Page 101 of 217
B
Dispatcher sends a tow truck
to the road call location to
tow the bus back to the yard
Tow truck tows the bus back
to the yard
Dispatcher also
sends a switch out
bus and the bus
operator continues
with the scheduled
route
Maintenance team inspects
the bus
A repair order is generated
and the bus is assigned to
the Mechanic for repair
Shift Supervisor inspects all
the buses
Repair order is
generated using
the maintenance
software
Are all the buses
repaired?
Buses are assigned to the
next shift for repair
Maintenance Manager
reviews road call/repair
information for the day using
YES
NO
Maintenance Manager mails
the report for road calls to
the Contract Compliance
Manager on a daily basis
Contract Compliance
Manager can also
access the maintenance
software for updated
reports anytime
End
Shift Supervisor enters the
repair information in the

Page 102 of 217
IT Policies and Procedures

Page 103 of 217
Antelope Valley Transit Authority
Information Technology Strategic Plan
Information Technology Policies and Procedures
The information technology policies and procedures for AVTA detail development and
implementation of information security policies, standards, controls, procedures, and practices
defined in Information Technology Resources in order to protect AVTA IT resources. It is
essential for AVTA to have IT polices and procedures for:
• E-mail management, archiving, configuration, account administration, and
password integrity
• Internet usage policy
• Hardware/software procurement
• System and data integrity
• Data backup policy
• Wireless networking policy
• License Management Procedure
A. E-mail management, archiving, configuration, account administration, and password
integrity:
The purpose of this policy is to ensure the proper use of e-mail system by the management, staff
and employees of AVTA. Users have the responsibility to use this resource in an efficient,
effective, ethical and lawful manner. Use of the AVTA's e-mail system confirms the user's
agreement to be bound by this policy. Violations of the policy may result in restriction of access
to AVTA’s e-mail system and/or other appropriate disciplinary action. Further, AVTA reserves
the right to amend this policy at its discretion. In case of amendments, users will be informed
appropriately.
It is strictly prohibited:
• If you send emails with any libelous, defamatory, offensive, racist or obscene remarks,
you and AVTA can be held liable.
• If you forward emails with any libelous, defamatory, offensive, racist or obscene
remarks, you and AVTA can be held liable.
• If you unlawfully forward confidential information, you and AVTA can be held liable.
• If you unlawfully forward or copy messages without permission, you and AVTA can be
held liable for copyright infringement.
• If you send an attachment that contains a virus, you and AVTA can be held liable.
-Account Creation
E-mail accounts will be created based on the official name of the staff and management as
reflected in Human Resource and Payroll. The account ID will be created by taking the first
initial of the first name followed by the last name. In case of same names--numeric digits (1, 2,

Page 104 of 217
etc) will be used after the last name. For e.g. the account ID for Harold Williams will be
hwilliams@avta.com
Requests for mail aliases will be based on name preference, middle name, nicknames, etc.,
cannot be accommodated.
-Personal Use
Although the company’s email system is meant for business use, AVTA allows personal usage if
it is reasonable and does not interfere with work.
-Disclaimer
All messages will be appended with the following disclaimer: ‘This message is intended only for
the named recipient. If you are not the intended recipient you are notified that disclosing,
copying, distributing or taking any action in reliance on the contents of this information is strictly
prohibited.’
-Email retention
All emails related to AVTA have to be retained. Further, emails will be archived based on the
standards set by AVTA management.
-Email Accounts
All email accounts maintained in the system are property of AVTA. Passwords should not be
given to other people and should be changed once a month. Email accounts not used for 60 days
will be deactivated and possibly deleted.
-Privacy
Users expressly waive any right of privacy in anything they create, store, send or receive on the
company’s computer system. AVTA can, but is not obliged to, monitor emails without prior
notification. If there is evidence that you are not adhering to the guidelines set out in this policy,
AVTA reserves the right to take disciplinary action, including termination and/or legal action.
-Questions
If you have any questions or comments about this Email Policy, please contact [Name], [Tel],
and [Email]. If you do not have any questions AVTA presumes that you understand and are
aware of the rules and guidelines in this Email Policy and will adhere to them.
- Declaration
I have read, understand and acknowledge receipt of the Email policy. I will comply with the
guidelines set out in this policy and understand that failure to do so might result in disciplinary or
legal action.
Signature: ______________ Date: _____________________
Printed Name: ___________

Page 105 of 217
B. Internet Usage Policy:
Access to the internet has been provided to staff member for the benefit of AVTA and its
customers. It allows employees to connect to information resources around the world. Every staff
member has the responsibility to maintain and enhance the public image of AVTA, and use the
internet in a productive manner. To ensure that all employees are responsible, productive internet
users and are protecting the public image of AVTA, the following guidelines have been
established for using the internet.
-Responsible Official:
It is the responsibility of the IT department, Human resources and managers or supervisors to
ensure timely and effective intake, processing, and resolution of all matter and/or issues related
to the internet.
-Uses of Internet:
a. Acceptable uses of Internet
Employees accessing the internet are representing AVTA. All communications should be for
professional reasons. Employees are responsible for seeing that the internet is used in an
effective, ethical and lawful manner. Internet relay chat channels may be used to conduct
official agency business, or to gain technical and analytical advice. Databases may be
accessed for information as needed.
b. Unacceptable uses of Internet
The internet should not be used for personal gain or advancement of individual views.
Solicitation of non-agency business, or any use of the internet for personal gain is strictly
prohibited and will result in disciplinary action, up to and including termination. Use of the
internet must not disrupt the operation of the agency network or networks of other users. It
must not interfere in your productivity. Further, employees are strictly prohibited to browsing
of adult pornographic websites, and downloading unwanted programs and games.
-Communications:
Each employee is responsible for the content of all text or images that they place or send over the
internet. Fraudulent, harassing or obscene messages are prohibited and will result in disciplinary
action, up to including termination. All messages communicated on the internet should have your
name attached. No messages will be transmitted under an assumed name. Users may not attempt
to obscure the origin of any message. Information published on the internet should not violate or
infringe upon the rights of others. No abusive, profane or offensive language is transmitted
through the system. Employees who wish to express personal opinions on the internet are
encouraged to obtain their own user names on internet systems.
-Software
To prevent computer viruses from being transmitted through the system there will be no
unauthorized downloading of software. All software downloads will be done by IT department.

Page 106 of 217
-Copyright Issues:
Copyrighted materials belonging to entities other than AVTA may not be transmitted by staff
members on the internet. Users are not permitted to copy, transfer, rename, add, or delete
information or programs belonging to other users unless given express permission to do so by the
owner. Failure to observe copyright or license agreements may result in disciplinary action from
the agency and/or legal action of the copyright owner.
-Security:
All messages created, sent or retrieved over the internet are the property of AVTA, and should be
considered public information. AVTA reserves the right to access and monitor all messages and
files on the computer system as deemed necessary and appropriate. Internet messages are public
communication and are not private. All communications including text and images can be
disclosed to law enforcement or the third parties without prior consent of the sender or the
receiver.
-Harassment
Harassment of any kind is prohibited. No messages with derogatory or inflammatory remarks
about the individual or group’s race, religion, national origin, physical attributes, or sexual
preference will be transmitted.
-Violations:
Violations of any guidelines listed above may result in disciplinary action and up to and
including termination. In addition, if necessary AVTA will advise appropriate legal officials of
any illegal violations.
- Declaration
I have read, understand and acknowledge receipt of the Internet usage policy. I will comply with
the guidelines set out in this policy and understand that failure to do so might result in
disciplinary or legal action.
Signature: ______________ Date: _____________________
Printed Name: ___________

Page 107 of 217
C. Hardware/Software Procurement:
- Purpose:
The purpose of this policy is to provide requirements for the acquisition of information
technology (IT) resources which:
• Meet Departments' functional & business needs while providing timeliness, cost
efficiency and flexibility in the acquisition process.
• Allow Departments to obtain the best value for money by considering multiple
alternatives, giving consideration to a range of technical factors, functional & business
requirements and the quality.
- General IT Procurement:
A contract, Service Level Agreement (SLA) or Statement of Work (SOW), as appropriate,
will be in place for every significant purchase of IT goods and services or ongoing relationship
with a supplier. All IT services and assets procurement will follow AVTA’s managed acquisition
process for IT.
-Procurement of IT Infrastructure:
AVTA shall establish sole supplier and panel contracts with approved vendors to provide IT
infrastructure on an ongoing basis. The effectiveness of each contract will be reviewed annually
and a major review shall be undertaken on a triennial basis.
-Procurement of Application Packages:
Where practicable, application packages will be acquired from reputable suppliers in market who
have an established, local support presence. Where procurement does not meet this basic
requirement, and the value of the acquisition is deemed to be significant, an exemption shall be
sought from the AVTA IT department to be approved by the Executive director.
-Procurement of IT Services:
All IT services, where practicable, will be acquired from reputable service providers in
the market that have an established, local support presence. All external IT contractors and
consultants will:
• Sign AVTA’s non-disclosure agreement before commencing work;
• Sign and adhere to AVTA’s Information Security Policy;
• Provide services under an agreed service contract or project statement of work.
Management and Enforcement: All procurement related processes, practices, standards and
guidelines must be derived from and compliant with, the policies stated in this document.
Compliance: All AVTA employees who procure IT related products and services for AVTA
shall comply with these policies.

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

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

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Information technology department shall consider each document for further action. Based on
best practices, most backup media shall be retained for a period of 7 years and will be image
refreshed every 3.5 years.
All data assets are prioritized and categorized based on business operation needs of AVTA and
ease of deploying systems to full functionality in the event of a system failure.
I. Category 1 – Mission-Critical Data
• This class of data is critical to the continual operations of the Authority such that their
absence could bring a halt to the operations of AVTA; it has the highest priority.
Examples include systems that host most of the AVTA’s critical operations such as
financials and dispatch systems.
II. Category 2 – Business-Critical Data
• Business-Critical data though important are not considered “show-stoppers” in that
ongoing business operations will not come to a halt when lost. Hence, does not justify the
highest level of redundancy, and can bear longer restoration timeframes as compared to
Mission-Critical Data.
• Example of business-critical data can be data found in e-mail servers.
III. Category 3 – Employee-Level Data
• These sets of data are unique to the employee. Though such data is considered to be the
property of AVTA, the responsibility rests with the respective employee.
• Examples include employee e-mails, spreadsheets, word documents, etc.
I & II: Mission-Critical and Business Critical Backup Policy
AVTA’s policy is to perform Weekly Full Backup on operating system data, Backup and
Restoration data, content data, configuration files, registry files and application software data.
Weekly data will be retained through the end of the month. Any changes made to files since the
last full backup will be backed up on a daily basis. Daily incremental data will be retained
through the end of the week.
Annual Full Backup operations will be performed on all data contents and files. The media
should be returned for image refresh after 3.5 years. In case of all media, manufacturers
recommended finite shelf life will be followed. When there are instances of significant hardware
upgrade, AVTA will retain sufficient legacy hardware components, such as tape drives,
interconnects, computers, and backup software, to perform data restoration in the future.
III: Employee-Level Backup Policy:
• Backups of the user file systems should run on a daily basis, usually starting around
midnight and finishing a couple of hours after that. Certain systems/disks may be backed
up earlier and/or take longer to finish.

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

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F. Wireless networking policy
-Purpose
The purpose of this policy is to provide reliable and secure wireless network access at AVTA.
Wireless networking uses the shared resource of the unlicensed radio frequencies in AVTA.
Careful planning is required to support the implementation of wireless access across AVTA
property.
A wireless networking policy is needed:
• To support the mission of AVTA
• To limit interference with the AVTA's network infrastructure
• To promote greater security in AVTA networking
-Scope
This policy applies to all wireless network users at AVTA.
-Policy
Ownership and Management of wireless network
• AVTA is the owner of the wireless network on AVTA property. The IT department of
AVTA is responsible for managing this wireless network for the benefit of AVTA staff
and management. The IT department at AVTA may restrict use of any devices that can
cause interference in the wireless frequencies ranges. These include cordless phones,
microwave ovens, high voltage audio speakers, etc.
• AVTA is solely responsible for providing wireless networking services on the property.
No other individual/business entity may deploy wireless network access points or other
wireless service on the property.
• AVTA is responsible for maintaining a secure network and will deploy adequate security
procedures to support wireless networking on site.
• AVTA will deploy a site wireless network, based on the 802.11 standards. AVTA will
work with departments to accommodate special needs, where technically feasible.
• AVTA will develop a procedure for the temporary use of a wireless access point to
support on-site events.
-Wireless Service Considerations
• Wireless networking has bandwidth limitations compared to the wired network. The
wireless network should be viewed as augmenting the wired network, to provide more
flexible network use. Applications that require large amounts of bandwidth, or are
sensitive to changes in signal quality and strength may not be appropriate for wireless
access.
-Standards supported
• IEEE 802.11a and/or 802.11b is the preferred wireless networking standard.
• AVTA will require the use of specific hardware or software vendors (applies to the
network infrastructure) that are known to function well with AVTA's wireless network.

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

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G. License Management:
1. Centralize License Management
• AVTA should centralize all license management and assign clear responsibility for all
software licensing issues in one location, namely within IT department.
• Network Administrator must maintain and manage licenses within the authority
• Each department within the authority should inform the Network Administrator of purchase
of new applications and changes in existing application licenses.
2. Develop a software library
AVTA should create a software library for each software application that will include the
following:
• Original installation media;
• Purchasing documentation (purchase order, interdepartmental requisition, credit card
receipts, documentation of number of licenses purchased); and
• Copy of the License agreement.
3. Develop a software register
AVTA should create a software register (e.g.: MS Excel) that will include the following:
• Title and publisher of the software;
• Date and the acquisition source of the software acquisition;
• Number of licenses owned;
• Physical location of computer on which the software is installed;
• Serial number of the computer on which each copy of software is installed;
• License key; and
• Location of back up copies.
4. Outline specific licensing procedures throughout institution
AVTA must outline and clearly articulate procedures to prevent future licensing issues and
should include, but not necessarily be limited to, the following issues:
• Don’t use one licensed copy to install a program on multiple computers;
• Don’t copy disks for installation and distribution;
• Don’t take advantage of upgrade offers without having a legal copy of an earlier,
upgradeable version of software;
• Don’t swap disks in or outside of the workplace;
• Don’t use software after the expiration of the license; and
• Don’t use software on external computers.
5. Regular Reviews
AVTA must institute a policy of regular reviews to ensure that AVTA and its various
departments maintain compliance with license management. Moreover AVTA must ensure that
a disciplined process of cataloging all existing/installed software and purchased software licenses
across users, groups, and departments remains in force.

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

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Hardware Infrastructure

Page 117 of 217
1 software server, 1 data
server, 1 email server,
plus 4 phone system
servers
2 switches
1 Phone
2 Gateways
2 Firewalls
2 Fiber Optic boxes
`
1 CPU and 1 monitor
`
11 CPU’s and 11 Monitors 3 printer and scanners 8 printers
10 phones
1 Color Copier and Printer
1 Laminate machine
1 Picture camera 1 ID card print machine
`
1 CPU and 8 Monitors 1 Projector
1 Fax machine
2 Conference phone
stations
Data Communication Room
Board room
Conference Room
AVTA Management Offices
Printer/Copier Room
1 Modem
HARDWARE INFRASTRUCTURE- AVTA
2 Ports
2 Battery Back-ups
4 Laptops

Page 118 of 217

Page 119 of 217
Hardware Infrastructure Analysis

Hardware Infrastructure and Analysis Systems Configuration
RNR Consulting conducted a detailed inventory audit of the current hardware infrastructure present in AVTA, including MV
Transportation. Based on the analysis of the infrastructure, RNR Consulting documented the following issues and findings for AVTA
Management and MV Transportation:
AVTA Management
Number Issue Recommendation
1 The current printer/copier in the printer room is
often utilized for printing brochures/flyers for
AVTA.
AVTA should purchase a new printer/copier for staff members in
the event that the first printer/copier is busy. Also, the second
printer/copier could be utilized as a back-up printer in the event the
first printer does not function properly.
2 AVTA has a printer for each employee in the
administrative office, which is not a necessary
requirement.
Employees should utilize the central printers.
3 AVTA purchases new printers for each new
employee when he/she is hired.
AVTA should not purchase new printers for each new employee.
New employees should utilize the central printers.
4 AVTA currently does not possess a document
shredder.
AVTA should purchase a document shredder to dispose of
confidential documents. This would help ensure that important
information is safeguarded.

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MV Transportation
Number Issue Recommendation
1 Document Scanners are not currently being utilized. MV Transportation should utilize a central scanner in the future, and
re-allocate unused scanners to departments or functional areas
which could utilize such scanners. Thus, optimum resource
allocation would aid MV Transportation in more effectively
allocating existing resources and facilitate more effective
procurement strategies.
2 Currently, there is not one central printer/copier
serving the General Manager’s office, training
department, and the operations department.
There should be one central printer/copier shared by the General
Manager’s office, training department and operations department.
Furthermore, dispatch should have one central printer/copier which
should be used by the dispatcher, call takers, and paratransit
manager.
3 The maintenance department currently does not
possess one central printer/copier.
The maintenance department should have one central printer/copier
shared among the maintenance manager’s office, shift supervisor’s
office and parts manager’s office.
Overall AVTA should adopt a standard hardware procurement policy that would aid the Authority in getting better hardware deals and
also simplify the maintenance of hardware across the Authority.

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Systems Configuration
AVTA Management (Desktops):
Room # Computer
Type
Processor RAM Disc
Capacity
Monitor Replace/Upgrade:
Yes/No
Comments
#114
Senior Analyst
Gateway E-
Series
Pentium 4,
2.6Ghz,
XP Pro
512 Mb 80Gb Gateway No
#113
Contract
Compliance
Manager
Gateway E-
Series
Pentium 4,
2.6Ghz,
XP Pro
#124 NA P4, 2.00 GHz 256 Mb 80Gb Dell No
#123
Facilities
Engineer
Dell P4, 2.8GHz,
XP Pro
#120
Finance
Manager
Gateway E-
Series
Pentium 4,
2.6Ghz,
XP Pro
#131 Dell
Precision 330
P4, 1500Mhz
MS Windows
2000
392,208 KB 20Gb Dell Yes Upgrade the
operating system
to XP Pro
#119, Public
Information
Officer
Gateway E Pentium 4,
2.6Ghz,
XP Pro

Page 123 of 217
Room # Computer
Type
Processor RAM Disc
Capacity
Yes/No
Comments
#116
Planning room
Dell P4, 1.7Ghz 256 Mb 20Gb Gateway No
#115
Planning
Manager
Dell P4, 1.8 GHz
Windows XP
Pro
Administrative
Assistant
Gateway E P4, 2.6 GHz,
XP Pro
#118
Executive
Director
XP Pro
#122 Finance
Assistant
XP Pro
Board Room Dell P4, 1.6 GHz,
XP Pro
512 Mb 80Gb N/A No

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AVTA Management (Laptops):
Room # Computer
Type
Processor RAM Disc
Capacity
Yes/No
Comments
Contract
Compliance
Manager-
(machine 1)
Dell P(M), XP
Pro, 1300
MHz
512 Mb 40Gb N/A No
Contract
Compliance
Manager-
(machine 2)
Compaq
Presario
P(r), MS
windows 98
64 Mb 5Gb N/A Yes Outdated operating
system and
minimal disc
capacity
Facilities
Engineer-
(machine 1)
Dell P3, MS
windows
2000
533,736 Kb 10Gb N/A Yes Outdated operating
system and slow
processor
Facilities
Engineer-
(machine 2)
Sony VAIO Athlon,500
MHz
256 Mb 10Gb N/A Yes Slow processor

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

Page 126 of 217
Room # Computer
type
Processor RAM Disc
Capacity
Yes/No
Comments
#224
Safety and
training
supervisors
room
(machine 2)
Gateway E P4, 2.6Ghz,
XP Pro
#225 Training
Manager
XP Pro
#227
Training
classroom
Gateway P3, Windows
98
64Mb 13Gb N/A Yes Slow processor (P4
required)
Operations
Department
#215
Operations
Manager
Gateway E P4, 2.6Ghz
XP Pro
240Mb 40Gb Dell No
#216
Road
Supervisor
(machine 1)
Compaq Athlon,
Windows
2000
129,456 Kb 20Gb Gateway Yes Outdated processor
#216
Road
Supervisor
(machine 2)
Dell P4, 2.8GHz
XP Pro
512Mb 80Gb Dell No
Dispatch
Dispatcher
(main)
Gateway E P4, 2.6 GHz
MS Windows
2000
522,992 Kb 40Gb Gateway No

Page 127 of 217
Room # Computer
type
Processor RAM Disc
Capacity
Yes/No
Comments
Cube 1 Gateway E P4, 2.6 GHz
MS Windows
2000
MS Windows
2000
MS Windows
2000
MS Windows
2000
MS Windows
2000
MS Windows
2000
522,992 KB 40Gb Gateway No
MS Windows
2000
# 231
Paratransit
Manager
MS Windows
2000
Maintenance
Department
Parts Manager Dell P4, 1.7 GHz 512 Mb 20Gb Gateway No
Maintenance
Manager
MS 2000
244,464 Kb 40Gb Gateway Yes Outdated operating
system

Page 128 of 217
Room # Computer
type
Processor RAM Disc
Capacity
Yes/No
Comments
Maintenance
Clerk
XP Pro
512 Mb 80Gb Dell No
Fuel Force
system
HP Pavilion
XT 938
Athlon, 1.3
GHz,
XP Home
112 Mb 60Gb HP
Pavilion,
mx70
Yes Outdated operating
system
Supervisor’s
office, shop
floor, #1
Dell P4, 1.8 GHz,
XP Home
512 Mb 30Gb KDS No
Supervisor’s
office, shop
floor, #2
Compaq P3,
931 MHz,
XP Pro
256Mb 40Gb Compaq Yes Slow processor
Supervisor’s
office, shop
floor, #3
Compaq Athlon, MS
Windows
2000
129,456Kb 20Gb Dell Yes Slow processor and
outdated operating
system
GFI room Compaq Athlon,
Windows 98
319Mb 20Gb NEC Yes
Fuel Force
Money Room Compaq P4, 2.00GHz,
MS Windows
2000
523,696Kb 80Gb Dell No
Bus Wash
Bus wash
maintenance
Compaq P4, 1500Mhz,
MS Windows
2000
130, 480 Kb 20Gb Dell
No

Page 129 of 217
MV Transportation (Laptops):
Room # Computer
type
Processor RAM Disc
Capacity
Yes/No
Comments
Safety Vision
laptop
Dell P(M), XP
Pro, 1300
MHz
512Mb 40Gb N/A No
MV
Administration
Dell P(M), XP
Pro, 1300
MHz
512Mb 40Gb N/A No

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

Maintenance Shop
Floor-MV
Transportation
Fuel Force Area
MV Transportation
Main building
Bush Wash Area
Fiber Optic Fiber Optic
Fiber Optic Fiber Optic
Antelope Valley Transit Authority-Network
Topology
CENTRAL HUB
INTERNET/PHONE
SYSTEM
AVTA Main building

Page 133 of 217
MV Server
`
Internet
Email Server
Route match Server
Phone System Servers
Firewall
DATA COM ROOM 106-AVTA
2 Fiber Optic boxes
A
Fiber Optic
D
MV maintenance #306
MV operations # 208
Fiber Optic
C
F
i
b
e
r
O
p
t
i
c
F
u
e
l
F
o
r
c
e
#
5
0
3
Antelope Valley Transit Authority-Network Architecture
B
F
i
b
e
r
O
p
t
i
c
S
e
c
u
r
i
t
y
R
o
o
m
#
2
1
0
CAT 6
2 stackable switches
CAT 6
CAT 6
CAT 6
CAT 6
` `
` `
`
`
`
`
Executive Director Administrative Assistant Public Information Officer Finance Manager Finance Assistant
Facilities
Engineer
Contract
Compliance
Manager
Senior
Analyst
`
`
`
Planning
Manager
Planning
#124
CAT 6
CAT
6
CAT 6
2 Gateways
2 Ports

Page 134 of 217
T
o
A
V
T
A
#
1
0
6

Page 135 of 217
`
2 Computers
2 Ports-Maintenance Data com # 326
CAT 6
2 Ports
Fiber Optic box
A
To AVTA # 106
Maintenance Data com #306
CAT 6
1 Switch
` `
Maintenance Office
Maintenance Supervisor
Office
Parts Manager
3 Computers
CAT 6
Wireless receiver
E
Wireless

Page 136 of 217
`
Money Room
Utility Supervisor’s room
Fiber Optics
To AVTA #106
C
Fuel Force - Data Centre #503
Bus Wash # 403
CAT 6
CAT 6
1 Port
1 Switch
1 Port
CAT 6
`
W
i
r
e
l
e
s
s
E
Antenna

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

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

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Application Architecture

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

Page 141 of 217

Page 142 of 217
Systems Audit

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

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Route Match
100%
76.08%
0%
20%
40%
60%
80%
100%
120%
Fuel Force
100%
9.52%
0%
20%
40%
60%
80%
100%
120%

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

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used effectively
N = Software
not used
effectively)
Why are
functions not
being used
effectively?
COMMENTS
Entering and Managing Tires
Manage tires using CollectiveFleet N Training needed
Manage tires using CollectiveFleet N Training needed
Set Up- Manage PM schedules
Set up PM services N Training needed
Set up inspections N Training needed
Set up PM categories N Training needed
Work Order
Add items to the work order detail tab Y Additional training
required
Use parts and labor poll history N Training needed
Use the work order purchase order tab N Training needed
Use work order warranty tab N Training needed
Create work order invoice Y Additional training
required
Managing Fuel Logs for Equipment
Enter fuel information N Training needed
Enter fluids information N Training needed
Managing Trip Logs
Manage trips log N Training needed
Manage expense logs N Training needed
Managing Traffic Violations
Use traffic violations main view N Training needed
Use traffic violations/violations tab N Training needed
Maintenance Request System
Use options for assigning request to work
orders
N Training needed
Creating and Managing Recalls
Recall work orders N Training needed
Complete a recall N Training needed

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used effectively
N = Software
not used
effectively)
Why are
functions not
being used
effectively?
COMMENTS
Managing Motor Pool
Assign equipment to motor pool N Training needed
Schedule motor pool equipment N Training needed
Create Manage and Print Reports
Use report view N Training needed
Use query view N Training needed
Report Editor
Add a new report N Training needed
Security Group Editor/Security User
Editor
Set up the administrator user account N Training needed
Route Match
Address Window and Geocoding
Configure address options Y
Utilize address details Y
Utilize address window map Y
Add geocoded address to the system Y
Find a location on the map Y
Save a non-geocode address Y
Utilize batch Geocoding Y
Funding Sources
Utilize new billing rule window N Training needed
Merge funding source window functions
and features N
Training needed
Customers
Configure customer options N Not accessible
by call takers
Utilize customer trip information window Y

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

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used effectively
N = Software
not used
effectively)
Why are
functions not
being used
effectively?
COMMENTS
Pre-Verification Reports
Use driving directions Y
Use driver manifest Y
Schedule trips summary Y
Dispatching
Move trips in dispatching Y
Show recommendations in dispatching Y
Add trip verification information in
dispatching
Y
Add trip in dispatching Y
Verification
Add new trip in verification Y
Reassign vehicles Y
Use break verification Y
Calculate trip cost in verification window Y
Post Verification Reports
Detail Invoice N Paratransit
manager does
not trust the
validity of the
reports generated
Summary Invoice N Paratransit
manager does
not trust the
validity of the
reports generated
Utilize operating statistics report Y
Utilize trips by funding source Y
Create run productivity report Y
Create cancellations and no show reports Y

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used effectively
N = Software
not used
effectively)
Why are
functions not
being used
effectively?
COMMENTS
User Defined Reports
Use the Ad Hoc report wizard Y Paratransit manager
uses this report
FuelForce
Basics
Utilize fueling procedure N Training needed
Utilize site polling procedure N Training needed
Utilize communications procedure N Training needed
File Menu
Use File menu for new record in the
current table
N Training needed
View Bar
Use the Poll Dialog for polling remote
sites
N Training needed
Display the Update SCP Dialog to update
the site(s) with the entire contents of the
current table
Y
Database Menu
Add and modify vehicle records N Training needed
Add and modify driver records N Training needed
Add and modify product reports N Training needed
Use Product Groups Form for adding and
modifying product group records
N Training needed
Use Spec Groups Form for adding and
modifying specification group records
N Training needed
Use Site Groups Form for adding and
modifying site group records
N Training needed

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used effectively
N = Software
not used
effectively)
Why are
functions not
being used
effectively?
COMMENTS
Use Sites Form for adding and modifying
site records
N Training needed
Use Tanks Form for adding and
modifying tank records
N Training needed
Use Hoses Form for adding and
modifying hose records
N Training needed
Utilities Menu
Utilize Report Setup Form for adding and
modifying reports
N Training needed
Utilize Fuel Log Form for reviewing fuel
transactions
N Training needed
Utilize Alarm Log Form for reviewing
alarm transactions
N Training needed
Poll Remote Sites Dialog
Utilize Remote Site Selection List Y
Update SCP Dialog
Utilize Last Modified Time Stamp Field N Training needed
Utilize Include All Records Check Box N Training needed

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Gap Analysis

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

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4. The Fuel Force
application is not integrated
with the Collective Data
application, and thus
information has to be
manually inputted into
Excel to track preventive
maintenance information.
Explore ways to interface
the Fuel Force application
with the Collective Data
application so mileage
information flows through
and aids in preventive
maintenance
1. Conduct needs
assessment for
developing interface
between systems
2. Determine interface
requirements and
specifications
3. Develop and test
interface
4. Implement interface
5. Parts information is
manually tracked in Excel,
and reordering of parts is
done based on judgment
rather than based on
Economic Order Quantity
(EOQ) or min/max levels
for example.
Explore the opportunity of
utilizing the Collective Data
application to track and
manage parts
1. Assess the needs of
AVTA
2. Review
functionality of
inventory module in
Collective Data
application
3. Determine if the
module offers ABC
or XYZ analysis of
inventory
4. Determine if the
module offers
Economic Order
Quantity
6. Route scheduling is
performed manually in
Excel every 6 months.
Select and implement a
fixed route software that
would aid in scheduling and
tracking route information
and reduce manual entry
1. Conduct needs
assessment to
determine required
functionality of
system
2. Select route
scheduling system
that will meet needs
of agency
3. Implement route
scheduling system
and related policies
and procedures
7. The Finance Assistant
manually calculates payroll
information by collecting
timesheets.
Select and implement time
and attendance system that
would interface with the
HR/Payroll system
1. Conduct needs
assessment to
determine required
functionality of
system
2. Select time and

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

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management
4. Develop a software
library for each
application
including original
installation media,
purchasing
documentation, and
a copy of the license
agreement
5. Develop a software
register
documenting the
title and publisher of
software, number of
licenses owned, date
and acquisition
source of software,
physical location of
computer on which
each copy of
software is installed,
license key and
location of back-up
copies
6. Conduct regular
reviews, test checks
and updates
11. Lack of documented IT
policies and procedures for:
E-Mail management
Wireless security
Hardware and software
purchases
Data back-up
Internet usage.
AVTA should clearly
define and document the
policies and ensure that all
the departments in the
authority follow them
1. Review the areas
where new policies
need to be
developed
2. Develop and
implement new IT
Policies and
Procedures
12. The Collective Data
application is not being
used by the maintenance
department employees.
There should be training
provided to employees on
the application.
1. Review total
functionality of
Collective Data
application
2. Conduct module
based training for
the concerned
employees

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

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17. Work orders are
manually created, which
increases paperwork and
manual entry.
Adequate training needs to
be provided on the
maintenance application in
order to allow employees to
generate work orders
1. Review the
functionality of the
work order module
in the maintenance
software
2. Identify employees
who will be using
the work order
module
3. Conduct extensive
user training

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“SWOT Analysis”

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

Page 161 of 217

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

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

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

Page 165 of 217
Benchmarking

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

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

Page 168 of 217
Transit Applications Used
Lane Transit District
Eugene, OR
HASTUS - Fixed route scheduling software
MIDAS BD- Para-transit application
ABRA- Payroll, HR software
Informgold- Finance application
Fleet watch- Maintenance Application
Transit Master- ITS System-Includes APC, AVL,
Annunciators and CAD
Intercity Transit
Olympia, WA
Schedule Master- Fixed route software
Trapeze Pass- Para-transit software
Fleet Net- Tracks Maintenance, HR, Payroll and financials
Southeastern Regional
Transit Authority
New Bedford, MA
Fleet ware- Maintenance software
Gas BOI- Fuel Tracking software
Great Plains- Financials, HR and Payroll

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Greater Hartford Transit
Authority
Hartford, CT
Salem Area Mass Transit
District
Salem, OR
Trapeze Fx, OPS- Fixed route software
Fleet Net- Maintenance, HR and financials
Fuel Force- Fuel Tracking software
DRI- Intelligent transit system
Peninsula Corridor Joint
Powers Board (PCJPB)
San Carlos, CA
Sphere- Inventory Software
People soft- Financials, HR, Budgeting and Procurement
HASTUS- Fixed route software
ACS- Intelligent Transit System
Conductor- Grants Allocation
First Transit, Inc
Pomona, CA
RTA- Maintenance software
Fuel Force- Fuel tracking software
HASTUS- Fixed route software
Fund ware- Only financials
Whatcom Transportation
Authority
Bellingham, WA
RTA- Maintenance software
MAS 90- Finance and Payroll software
ABRA- HR software
MIDAS- Paratransit software
ARCGTS- Bus shelter maintenance software
Transit Applications Used
Topeka Metropolitan
Transit Authority -
Topeka Transit (TMTA)
Topeka, KS
RTA- Maintenance software (Fuel Force included)
GFI fare boxes are used in buses
SOLOMON- Finance, HR and Payroll
MULTISYSTEMS- Paratransit software
StarTran
Street Lincoln, NE
RTA- Maintenance software, fuel tracking included
JD Edwards- Finance, HR and payroll included
RouteMatch- Para-transit software
VPSI, Inc.
Troy, MI
Great Plains-Finance and accounting
Maintenance and Para-transit-Customized
Wichita Transit (WT)
Wichita, KS
Datastream- Maintenance software
Tier- Finance, HR and Payroll
StrataGen- Para-transit
StrataGen- Fixed route

Page 170 of 217
IT Strategy Plan

Page 171 of 217
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focused
Internal
`
External

Page 172 of 217
1
Project Profiles - Legend
Project Name: Name of the project.
Priority: A- Depicts High priority. The projects with A priority should be implemented in the short term.
These projects directly affect the efficiency levels of people and effectiveness of processes that take place in
AVTA. These projects form the infrastructure backbone of AVTA. Priority A projects take precedence to
other projects in terms of budget allocation in a particular year.
Priority: B- Depicts Medium priority. The projects with B priority should be implemented in the medium
term. These projects are important to the authority, but will not immediately affect AVTA’s business
processes. Furthermore, AVTA may already have an application that could be utilized in the short term.
These projects should be implemented after A priority projects have been successfully implemented.
Priority: C- Depicts Low priority. The projects with C priority should be implemented in the long term. These
projects are not a business necessity. If and when funds become available these projects should be
implemented, after all A priority and B priority projects have been implemented.
Complexity: H- Depicts High complexity. These are high complexity projects because multiple departments
are involved, cost of the project, project risk and the number of end users to be trained are high. They also
have longer project durations.
Complexity: M- Depicts Medium complexity. These are medium complexity projects because the number of
end users to be trained is not high, the cost in comparison to high complexity projects is low, and have shorter
project durations when compared to high complexity projects.
Project Duration: The approximate time period from start to finish of the project.
Lead: The department in charge of the project

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2
Project Name: Re- Implementation of Collective Data Maintenance Application
Priority: A
Complexity: M
Project Duration: Mar ’05- Apr ‘05
Project Scope:
Re-Implementing the Collective Data Maintenance Application and effectively training the end
users to use the implemented software.
Project Rationale & Benefits:
1. Currently the Collective Data application is
not being used as majority of the end users
have not been trained on the application.
2. Currently all data and reports are generated
using Excel as employees lack the training to
use Collective Data.
3. Some of the reports generated currently
using Excel are not accurate.
4. Re-implementing Collective Data and
training the end users would provide the
authority with accurate and reliable reports.
5. Re-implementing Collective Data would save
time and cost for the agency as manual and
redundant data entry would be reduced
considerably.
Potential Risks:
1. Initial employee buy-in may be low due to past
unsatisfactory experience with the Collective
Data Implementation.
2. Co-operation from MV Transportation
Management to allow all the concerned
employees to attend training classes during
working hours.
3. Customization and integration with Fuel Force
application and Route Match application.
Lead: Maintenance (AVTA)

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3
Priority: A
Complexity: M Lead: Maintenance (AVTA)
Action Steps:
1. Develop project work plan
2. System set up and design
3. Perform data clean up activities
4. Perform data validation activities
5. Develop training schedules
6. Conduct detailed end user training
7. Roll out
Implementation Considerations:
1. Ensure all data is converted accurately
2. Ensure that Fuel Force and Route Match
applications interface with Collective
Data.

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Priority: A
Complexity: M Lead: Maintenance (AVTA)
Project Cost:
Software and Training: $15,000
Cost Benefit Analysis:
Qualitative Benefits:
•Will allow the management to accurately track the Miles/Gallon statistic of all the vehicles in
the agency
• Accurately provide information to the management about the when Preventive Maintenance is
due on a vehicle
• Can provide the management with accurate and reliable data for contract compliance
purposes
• Data can be effectively retrieved for CHP audit purposes
• Enhanced worker efficiency and productivity

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Project Name: Selection & Implementation of Enterprise Resource Planning Software
Priority: A
Complexity: H
1. AVTA is currently outsourcing finance
functions such as payroll, A/P, tax reporting,
final GL, etc. The new ERP application will
provide AVTA and the finance department
with greater flexibility and real-time access to
information and reports.
2. Currently, the finance department is using
various excel spreadsheets for budgeting
purposes. The new ERP application will have
a budgeting module which would help the
finance department budget for the fiscal year
more efficiently.
3. The finance department currently manually
allocates grant money from different
jurisdictions to different modes of transit. The
allocation module in the new ERP
application will help reduce manual entry
and increase the efficiency of the finance
department.
Potential Risks:
1. Integration with the maintenance application
2. Integration with the Intelligent Transit System
to track ridership information and generating
invoices
3. Training additional users if the operations are
performed within the Authority
4. Additional cost for training users and
additional hardware costs associated with the
new system
5. Lack of employee buy-in and resistance to
change by employee.
6. Customizing the software to replicate current
processes that would increase the cost of
implementation and AVTA will not realize
the full benefit of the system.
Project Duration: May ’05- Dec ‘05
Lead: Finance (AVTA)
Project Scope:
The project involves selection of a finance application which will aid the Authority in performing the
accounting function directly rather than having to contract with an outside firm. The finance application to be
selected will have a module specifically utilized for allocation accounting and aid in the budgeting process.
The application will also support functions such as payroll , HR and purchasing functions for AVTA.

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

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Action Steps:
Requirements Definition:
1. Document current information systems
2. Streamline information flow: Develop “As-Is”
process maps, data flow maps, and functional
maps
3. Gauge future requirements and resource
constraints
System Selection:
1. Determine evaluation criteria
2. Analyze potential interface issues and
current
processes
3. Develop RFP and vendor information
packet
4. Determine training requirements
5. Quantitative and qualitative cost-benefit
analyses
6. Address change management issues
7. Demonstration sessions
8. Selection of new system
Pre-Implementation:
1. System needs to interface with maintenance
application to transfer work order information
on a daily basis.
2. System needs to interface with Maintenance
application to provide information on parts
used for vehicle maintenance and repair
3. System needs to interface with fuel tracking
application to provide cost per gallon
information for each vehicle
4. System needs to interface with maintenance
application to track cost and value of each
vehicle over time
5. System needs to interface with time and
attendance system to calculate payroll
information
6. System needs to interface to the document
management system in order to facilitate the
electronic retrieval and storage of
information/documents
Priority: A
Complexity: H Lead: Finance (AVTA)

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Action Steps:
2. Software:
- Installation
- Set up global parameters
- Define chart of accounts
- Develop GL account codes
- Accounts Payable payment options
- 1099 information
- Set up profiles
- Set up master flags
- Acceptance testing
3. Training:
- Concepts
- Software overview/ Issues identification
- Executive level: Super users,
departmental heads and executive
management
4. Data Analysis and Import:
- Collect and organize data
- Data verification and data clean up
- Obtain sign-offs on data
- Import data into new system
Priority: A

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Action Steps:
Design:
1. Conduct application training
2. Design pilot script
3. Build files and conduct pilot
4. Design modifications
5. Management review
Rollout:
1. Build/Test interface modifications: Test
interface with maintenance application, fuel
tracking application and Intelligent Transit
System
2. Build/ Test software modifications
3. Conduct integrated pilot
4. Conduct user training: Systems training,
Module and department based training, and
train the trainer sessions
5. Administer user certification tests
6. Convert data
7. Perform post conversion review
Priority: A

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Priority: A
Project Cost:
Software- $80,000-$120,000
Implementation cost- $150,000-$200,000
$ 11, 529
$ 45.39
254*1= 254
1 Hours
Finance
Manager
$ 16, 870
$ 22.14
254*3= 762
3 Hours
Finance
Assistant
Yearly Cost
Savings
Pay Rate
(Hourly)
Hours/ year
Hours/Day
Designation
Currently, AVTA outsources a variety of its central accounting functions to an external accounting
firm. The cost of the service is approximately $700 per month. After the software is implemented,
the potential cost savings by not outsourcing the accounting functions is approximately $8,400 per
year.
The finance department will also be able to access reports without having to contact the external
accounting company. The new application would also aid the agency in processing payroll.
Total potential cost savings/ year: $ 36,799

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Priority: A
Cost- Benefit Analysis:
• Real time access to data and information for analysis
•Enhanced work efficiency and productivity
• Better grant accounting and FTA reporting leading to more grants for AVTA
• Streamlined processes, leading to a proactive department
• Enhanced financial reporting will lead to informed decision making by the management
•The system will form the administrative infrastructure backbone and will help in transition
if AVTA decides to bring operations in house
•The system will provide budget controls
•The ERP system will lead to better financial audit checks and controls and provide audit
trails for all financial activities
•The new system will provide comprehensive HR and Payroll benefits as it would aid in
calculating salary information, vacation information, sick time and employee benefits

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Project Scope:
Project involves selection and implementation of ITS. This includes APC, Annunciators and AVL/CAD. This
will enable AVTA to get accurate passenger counts, ensure that customers get information on stops and aid
dispatch in finding the precise location of the bus, thus improving the efficiency of operations.
1. Currently, AVTA has to rely on data
provided by bus operators and the GFI
system for passenger counts. The new system
would provide AVTA with accurate and
reliable passenger count information
automatically generated by the system.
2. Accurate passenger count information from
APC can be effectively used for reporting to
NTD and thus help AVTA procure grants.
3. Currently, ridership information is manually
calculated using excel spreadsheets. The new
system will automatically generate ridership
information for all modes of transit, and thus
expedite the process of invoicing and
eliminate manual entry.
4. Customers will know the name of each stop
and will not have to rely on the bus operators
to announce stop information.
Potential Risks:
1. Change management issues
2. Initial capital investment
3. The large size and the complexity of the
project
4. Technological changes in the transit industry
5. Implementing new technology (cheaper) as
offered by new vendors or utilizing industry
standards (More expensive)
6. Compliance with national ITS standards
Project Name: Selection and Implementation of Intelligent Transit System
Priority: A
Complexity: H Lead: Operations (AVTA)
Project Duration: Feb ’05- Aug ’05( Phase I)

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Priority: A
Complexity: H
5. The new system will aid the dispatchers to
identify the exact location of the bus, and
thus help them dispatch buses more
effectively.
6. The new system will provide real-time
information on bus locations, which will aid
customer service employees in providing
accurate information to customers regarding
bus schedules and arrival/departure times.
7. Currently, trips are booked for paratransit
customers the previous day and manifests
are printed out and manually forwarded to
bus operators. The new system would allow
this information to be electronically
forwarded to paratransit operators
electronically in real time, and allow
operators to pick up customers on the fly.
This would increase the number of customer
pick ups drastically.
Potential Risks:
Lead: Operations (AVTA)

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1. Ensure ITS interfaces with the fixed route
dispatch software and the paratransit
dispatch software
2. ITS should be ADA compliant
3. ITS should interface with the ERP application
to create invoices for the three modes of
transits
4. ITS should interface with maintenance
application to capture road call/ pull out
information
Priority: A
Complexity: M Lead: Operations (AVTA)
Action Steps:
Contracting
• Develop negotiations document
• Negotiate contract in conjunction with AVTA
• Signed ACS Contract
Conceive and Plan
• Construct ITS design drawings
• Develop system integration plan
• Define roles and communication plan
• Create risk mitigation and contingency plan
• Develop “wins” document for FTA
• Develop project administration plans
• Develop workplans
• Determine system performance measures and
audit controls
Diagnostic
• Develop testing plans
• Execute equipment testing trails at
manufacturer location

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Priority: A
Action Steps:
Commission
- System setup and installation
- Perform site inspection
- Analyze training needs
- Prepare training plan
- Ensure vendor provides adequate training
- Develop training manuals
- Produce user and maintenance manuals
- Prepare for system changeover
- Confirm acceptance testing
- “Go-Live”

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Priority: A
Project Cost:
Software and Hardware Cost: $1,500,000 - $2,000,000 (Entire project)
Implementation Cost: $500,000 - $800,000 (Entire project)
$ 12, 371
32.47
254*1.5= 381
1.5
Senior Analyst
$ 7,620
10
254*3= 762
3
Customer Service
$ 6,096
12
254*2= 508
2
Call taker
Yearly Cost Savings
Pay Rate
(Hourly)
Hours/Year
Hours/Day
Designation

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Priority: A
Implementation of the ITS would provide AVTA other qualitative benefits such as:
• Improved scheduling of drivers
• Accurate ridership data to report to NTD
• More grants due to better reporting
• Enhanced productivity and efficiency across the operations department
• Efficient dispatching as the dispatcher would know the exact location of the bus
• Improve the efficiency and expediency of paratransit services to the community
• Improved customer service response as representatives would know the exact location of the
bus and the time required to arrive and depart locations
• Fewer road calls as vehicle health will be monitored in real time that will aid better preventive maintenance
• AVTA will be ADA compliant reducing the risk of lawsuits
• Enhanced incident and emergency management

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18
Priority: A
Complexity: M
Project Scope:
Selection and implementation of a dispatch software which would aid in development of fixed routes and
assigning bus operator schedules. Furthermore, we will also assess the paratransit dispatch software within
this initiative because Route Match application does not fulfill AVTA’s business needs.
1. AVTA (MV) currently manually develops route
schedules every 6 months.
2. AVTA (MV) utilizes Excel spreadsheets to
develop routes and timing.
3. Vacation time and requests for time off are
manually entered into Excel spreadsheets and
new bus operators are assigned manually
based on availability.
4. The new software application would aid in
efficient and effective development of route
schedules and bus operator bid schedules.
5. Requests for time off could be entered in the
system, and the system could then
automatically generate a schedule based on
the availability of bus operators.
6. The dispatch software would streamline
operations, automate routine tasks, coordinate
between departments, and eliminate confusion
about schedules.
Potential Risks:
1. User acceptance of the new system
2. Resistance to change
3. Initial capital investment
4. Integration with the ITS system
5. Users reluctance to utilize IT to enhance their
job profiles
6. Lack of inherent skill sets to utilize the system
Project Duration: Feb ’06- Sept ‘06
Project Name: Selection and Implementation of Dispatch Software

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Action Steps:
Requirements definition:
1. Measure current resource allocation
2. Streamline information flow
constraints
System Selection:
2. Develop RFP
3. Evaluate vendor responses
analysis
Pre-Implementation:
1. Finalize project scope
3. Software:
- Installation and set up of global parameters
- Set up profiles
1. Ensure that the system interfaces to other
systems utilized by the Authority such as the
HR and Payroll system as this system would
track bus operator absences and availability
2. Interface with the ITS system to tie drivers to
schedules and schedule adherence
3. Accuracy of historical and current data to
ensure that the new system works efficiently
Priority: A

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20
Action Steps:
• Training:
- Concepts
- Executive level
5. Data Analysis:
- Collect data
- Verify and clean up data
- Import data into system
Design:
1. Conduct application training and testing
3. Build files and conduct pilot
Roll out:
1. Build/Test software modifications
3. Conduct user training
Priority: A

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21
Project Cost:
Software Costs: $100,000 - $150,000
Implementation Costs: $150,000- $250,000
Priority: A
Complexity: M
Currently, the routes schedule and bids schedule are prepared every six months by two road supervisors
manually in Excel spreadsheets.
The operations manager manually reschedules bus operators based on their vacation requests every week.
$ 1,794
$ 23
26 Hours
104 Hours
Operations Manger
$ 3,000
$ 15
0 Hours
200 Hours
Road Supervisor II
$ 2,850
$ 15
10 Hours
200 Hours
Road Supervisor I
Annual Cost Savings
Pay Rate
(Hourly)
Time to be spent
yearly on activity
after dispatch software
is implemented
Time spent on
activity currently
(hours per year)
Designation

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22
Priority: A
The implementation of the fixed route dispatch software would offer qualitative benefits such as
• Optimal vehicle and employee deployment
• Fewer dead runs
• Fast, automatic duty generation and rostering
• Accurate scheduling and routing
• Increase efficiency of providing expedient and efficient service to the community

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23
Project Name: Selection and Implementation of Time and Attendance System
Priority: A
Complexity: M Lead: HR (AVTA)
Project Scope:
Selection and implementation of a time and attendance system to track the attendance of Bus
Operators, Mechanics and Administrative employees, capture labor time, eliminate current manual
and duplicative data entry, and integrate/automate processes across departments
1. Current process is manually driven and
hence very paper and labor intensive.
2. Accurately capturing attendance
information would allow AVTA to more
efficiently utilize agency resources and
realize significant cost savings.
3. Increased efficiency in tracking employee
time and payroll.
4. The new system would interface with the
payroll system, and thus help facilitate
accurate and timely payroll information.
Potential Risks:
1. Resistance to change
2. Interfacing the current proximity card
reader system with the time and
attendance system
Project Duration: May’05- Sep ‘05

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24
1. This system must adequately interface with HR
and Payroll systems
2. Compatibility with the existing security system
to enable use of one access control card for both
security and time & attendance functions
Action Steps:
System Selection:
1. Determine system requirements and needs
2. Develop RFP and vendor information packet
4. Quantitative and qualitative cost benefit
analysis
Pre-Implementation:
2. Software:
- Install
- Set up profiles
3. Training:
- Concepts
- Executive level
Priority: A

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25
Action Steps:
5. Data Analysis:
- Collect data
Design:
3. Build files and conduct pilot session
Roll out:
1. Build/Test interface modifications
Priority: A

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26
Priority: A
Project Cost:
Software Costs: $25,000 - $40,000
Implementation Costs: $30,000 - $45,000
$ 9,652
$19
254*2= 508
2
Office Manager
$ 11,247
$22.14
254*2= 508
2
Finance Assistant
Yearly Cost Savings
Pay Rate
(Hourly)
Hours/Year
Hours/Day
Designation
Total yearly cost savings if system is implemented is $ 20,899

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27
Project Scope:
The project involves the upgrade of the Cisco Interactive Voice Response system. This system will aid the
customer service and paratransit dispatch department in more effectively serving the community.
1. The AVTA rider community will get timely
response to all their questions and queries.
2. The system will reduce the workload of
paratransit call takers as the system would
provide automated responses to callers.
3. The system would provide automated
reminder calls to paratransit customers
before the paratransit vehicle arrives.
4. The system would aid in recording customer
complaints, and thus aid in reduced waiting
time for customers.
Potential Risks:
1. There may be segments of the community
population who may not prefer to use an
automated response system and would rather
speak to a live customer service
representative.
2. Training the users to work with the IVR
system.
3. Customers might get frustrated waiting to
select their option and thus abandon the call.
Priority: A
Complexity: M Lead: Customer Service (AVTA)
Project Duration: April ’05- May ‘05
Project Name: Upgrade of Interactive Voice Response System

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28
Priority: A
Complexity: M
Action Steps:
Software Upgrade:
1. Identify the type of software Cisco offers
with regard to interactive voice response
system.
2. Customize the software based on the needs
of AVTA.
3. Select the software
4. End user training
5. Implement the software
1. Ensure that accurate data is entered for each
mode of transport
2. Calling trees should be set up in an orderly
fashion and should not have excessive options
3. The calling pattern of incoming calls must be
mapped and analyzed to determine the most
frequent call reasons and setting up
appropriate automated responses. An
appropriate call hierarchy should be
established.
Lead: Customer Service (AVTA)

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29
Priority: A
Complexity: M Lead: Customer Service (AVTA)
Project Cost: $ 50,000- $ 75,000
The above cost is based on the industry average and is not conclusive.
The implementation of a Interactive Voice Response system would offer qualitative
benefits such as:
•Increased customer satisfaction
•Speeding response times to callers
•Automating routine tasks thereby freeing agents to concentrate on more complex service
requests
•Reducing the cost of call center agent turnover

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30
Project Name: Selection and Implementation of Document Management System
Priority: A
Complexity: M Lead: Finance ( AVTA)
Project Scope: Select and implement a document management system which could
automatically scan and maintain all files and documents in a central database and could be
retrieved anytime electronically.
1. Easy access to past data.
2. Centralized document management and
streamlined processes reduce document
duplication, reducing likelihood of error.
3. Significantly reduces paper, toner, and
storage costs.
4. Past data and files can be searched quickly
and efficiently.
5. Employees will have to allocate significantly
less time to retrieving documents and
information.
6. Creation of a knowledge-sharing culture
7. Ability to establish an agency-wide naming
convention.
Potential Risks:
1. Initial capital costs
3. Resistance to change: employees would have
to become accustomed to finding information
electronically rather than manually
4. Errors in document management and loss of
data would affect agency rather than
individual user, project, or department.

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Priority: A
Action Steps:
1. Identify the needs of AVTA
2. Select the software
3. Customize software, if necessary, to AVTA’s
specifications
5. Implement the software
1. Ensure that all data is converted and stored
department wide
2. Evaluate search capabilities of the system
3. Interface the Document Management system
with the ERP system

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32
Priority: A
The implementation of a document management system would offer qualitative benefits such as:
• Enhanced worker productivity
• Faster document processing and cycle times
• Agency-wide cost savings from document sharing and retrieval
• Simplification of systems process
• Improved security management on documents
• Savings on desk space
• Improved utilization of existing office space
• Help reduce incidence of lost records
Project Cost:
$ 75,000- $ 100,000 Software Only

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Project Name: Maintenance Application
Priority: B
Complexity: H Lead: Maintenance (AVTA)
Project Scope:
Review the current Collective Data Maintenance application in conjunction with the needs of AVTA and with
the functionalities a maintenance application should possess. Select and implement a new maintenance
application if the current application does not meet the needs of AVTA.
1. The current system is not performing to the
expectations of the maintenance department as
it is slow and the employees have to utilize
multiple screens before entering data in the
system.
2. The inventory module in the maintenance
application would help save money for AVTA
as currently there is no documented process to
re-order parts. The system would calculate re-
order level based on Min-Max levels, and
would help in efficient utilization of inventory
based on ABC analysis or XYZ analysis.
3. Currently the maintenance department has
challenges to maintain accurate
documentation, due to significant paperwork.
If the maintenance application is utilized,
paperwork would be reduced considerably,
thus leading to efficient maintenance of
records, and would aid maintenance audits.
Potential Risks:
1. Initial employee buy-in may be low due to
past unsatisfactory experience with the
2. Training end users may be challenging due to
resistance to change and learning new
software systems in the past
3. The project involves significant complexity,
and the maintenance application needs to be
interfaced to other systems
4. Customization and integration with other
systems in AVTA
Project Duration: Jan ’07- Aug ’07

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

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35
8. Currently, work orders are created manually
by shift supervisors. This involves significant
paperwork. A maintenance application would
automatically generate a work order when the
shift supervisor enters the information.
9. Currently, road call information is entered in a
road call information sheet manually by the
dispatcher and is not always collected by
mechanics before they attend the road call. A
maintenance application would allow the
dispatcher to enter the road call information in
the maintenance software, and the mechanics
would be able to print out the report before
they attend the road call.
10. The maintenance application would aid in
effective and efficient contract compliance as
the information would be stored electronically
and the contract compliance manager would
have ready access to the information.
Priority: B

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36
Action Steps:
System Selection:
2. Analyze potential interface issues and current
processes
analyses
7. Demonstration sessions
Pre- Implementation:
2. Software:
- Install
- Set up global parameters: Set up repair
codes, labor codes, vendor codes, transit
bus codes, etc
- Set up profiles
- Set up business alerts: Preventive
maintenance due dates, E-Mail alerts,
Inventory re-order level alerts, vehicle
replacement alerts, warranty expiration
alerts, work order follow-up alerts
1. Ensure that all data is converted properly to the
new system
2. Ensure that vendor meets contract
specifications and meets AVTA’s needs
3. Ensure that the maintenance application
interfaces with the fuel tracking system to help
facilitate preventive maintenance
4. Ensure that the maintenance application
interfaces with the finance system, as it would
aid in estimating the cost and value of each
vehicle over time
5. Ensure that maintenance application interfaces
with the ITS system that would aid in real time
vehicle health monitoring and preventive
maintenance
Priority: B

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37
Action Steps:
3. Training:
- Concepts
- Executive level
4. Data Analysis:
- Begin data clean-up activities
Design:
Rollout:
1. Build/ Test interface modifications: Test
interface with fuel tracking system, ERP
application and Intelligent Transit System
Priority: B

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38
Action Steps:
2. Build/ Test software modifications
4. Conduct user training: Super user training,
train the trainer approach, systems training
6. Convert data
Priority: B

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39
Priority: B
Cost:
Software: $100,000- $125,000 (Includes interface with financial and fuel tracking systems)
Implementation Costs: $175,000-$225,000
Currently, the parts manager spends two hours per day verifying the number of parts used for repairs the
previous day. He spends another hour on manually creating purchase orders and shopping for prices. The
yearly cost savings on salary alone if an inventory management system is in place would be approximately
$9,906/year.
$12,192
$16
254*3= 762
3
Yearly Cost
Savings
Pay Rate
(Hourly)
Hours/Year
Hours/Day
The maintenance clerk I currently spends four hours per day inputting mileage information and work
order information in Excel spreadsheets. If an maintenance application is utilized, manual entry of data
would be eliminated and the approximate cost savings would be $11,287/year.

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

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41
Priority: B
• Enhanced work efficiency and productivity
• Fewer stock out situations, hence ensuring that the buses are on the road more often than
not, providing enhanced service to the community
• Enhanced control of processes and operations
• The maintenance department will become proactive rather than reactive
• The system will form the infrastructure backbone and will help in transition if AVTA
decides to bring operations in house

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42
Project Name: Selection and Implementation of Training Simulator
Priority: C
Complexity: M
Project Scope:
Implementing a training simulator and creating a virtual classroom with a high level of “event modeling” that
simulates the actual sights, sounds, and motions that are the equivalent of those experienced in the actual
operation of buses.
1. Substantial cost savings by reducing the
likelihood of future operator incidents.
2. Provide operators with a more authentic
simulated experience.
3. Increased safety
4. Reduced training costs
Project Duration: Sept ’07- Jan ‘08
Lead: Safety and Training (AVTA)
Potential Risks:
1. Increased maintenance of system.
2. Improper training regarding system operation
and functionality.
3. Bus operators may be resistant to utilizing the
system, and training the bus operators could be
a challenge

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Priority: C
Complexity: M
Action Steps:
Requirements definition:
1. Measure current resource allocation
2. Streamline information flow
constraints
System Selection:
4. Quantitative and qualitative cost benefit
analysis
Pre-Implementation:
2. Software:
- Install
- Set up profiles
Lead: Safety and Training (AVTA)
1. Verify network infrastructure is in place to
install and implement system

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44
Priority: C
Complexity: M Lead: Safety and Training (AVTA)
Action Steps:
4. Training:
- Concepts
- Executive level
5. Data Analysis:
- Collect data
Design:
Roll out:
5. Convert data

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Priority: C
Complexity: M Lead: Safety and Training (AVTA)
Project Cost:
$ 400,000- $ 475,000
The implementation of a training simulator would offer qualitative benefits such as:
•The training cost per student will reduce as much as 40%
•Reduced insurance costs due to reduction in liability exposure
•Reduced maintenance costs since learners/operators spend less time in actual vehicles
•Reduced accident rates and accident damages and reduced vehicle repairs
•Reduced capital investment for vehicles
•Reduced fuel usage
•The new system will reduce the number of training days when compared to actual on the road
training
•Student and instructor time can be scheduled more efficiently
- End of Report -

Total_IT_Strategy_Plan_Sample for IT Manager

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Total_IT_Strategy_Plan_Sample for IT Manager