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INFORMATION TECHNOLOGY

INVESTMENT PLAN

January 24, 2002

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INFORMATION TECHNOLOGY INVESTMENT PLAN

Table of Contents

Page1. Introduction . . . . . . . . 1

1.1 Consultant Recommendations . . . . . 11.2 Actions Taken . . . . . . 2

2. IT Strategic Planning . . . . . . . 42.1 IT Investment Planning Process. . . . . 42.2 IT Investment Planning Schedule . . . . 52.3 IT Business Strategies . . . . . 52.4 IT Project Evaluation . . . . . . 72.5 IT Standards . . . . . . . 8

3. IT Development and Implementation . . . . 103.1 Capital Projects in Progress . . . . . 103.2 Proposed Capital Projects . . . . . 113.3 Key Projects . . . . . . . 15

AppendicesA. IT Steering Committee Charter . . . . 17B. Consolidated IT Implementation Plan . . . 20C. Capital Projects In Progress . . . . . 22D. Capital Project Summary/Rating Worksheets. . . 31E. Call for IT Projects . . . . . . 34

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1. Introduction

1.1 Consultant Recommendations

In December 2000, AC Transit engaged Karen Antion Consulting, LLC todevelop and gain consensus from key stakeholders on a strategic approachfor managing information technology at the District and to move forwardwith an action plan.

Recommendations from the Consultant included:

� Create a senior position called Chief Technology Officer (CTO),reporting directly to the General Manger, to be in charge andresponsible for the District’s information technology activities,projects and investments. This new executive would ensure thedelivery of systems that improve on-time performance and scheduleadherence, support service plan changes, optimize vehicle usage andenhance customer information. This executive would: oversee thedevelopment of an Information Technology (IT) Investment Plan thatsupports achievement of the District’s business goals; oversee thesuccessful delivery of the projects in the IT Investment Plan, managethe Information Services Department to function as a business enabler;report status on IT Projects to the General Manager and the Board.

� Organize an IT Steering Committee to be charged with creating astrategic direction for Information Technology and a supporting ITInvestment Plan that directly supports the achievement of the District’sBusiness Plan. This Committee of senior executives should alsoprovide the management oversight for the implementation of all ITProjects for the District.

� Organize an IT Working Group consisting of appropriate Managersfrom a broad spectrum of functional departments who are involvedwith Information Technology initiatives. This Group should conductspecific analyses of new technology proposals, prepare preliminaryrecommendations on associated investment plans, and developappropriate IT policies and standards to guide ongoing IT developmentand operations.

� Use an outside facilitator to expedite and ensure the success of the newmanagement structure.

� Develop the project management and business skills as well as thetechnical competencies of Information Services Department staff inorder to manage new projects, work with contracted technologyvendors, implement new systems, and operate and maintain installed

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systems on an ongoing basis. Provide requisite technology training andcareer development opportunities to attract and retain an experiencedIT staff that can maintain the core transit systems and technologyinfrastructure as well as supplement the technical expertise of outsidecontractors.

� Adopt the practice of purchasing commercial off-the-shelf businesssoftware and revise business practices and processes as necessary toleverage the full capabilities of the software.

� As a priority, proactively begin to manage the delivery of currentprojects under development and implementation.

1.2 Actions Taken

Management Structure

In April 2001, the General Manager directed the implementation of therecommended management structure as outlined above. The ChiefTechnology Office position was created in March 2001 and filled in anacting capacity by Joe Kinchen, the Director of the Information ServicesDepartment. Joe Kinchen was subsequently promoted to CTO inNovember 2001.

IT Steering Committee

The IT Steering Committee was formally organized in April 2001 and hasbeen conducting monthly sessions since May 2001. The Committeedeveloped and the General Manager approved the IT Steering CommitteeCharter which can be referenced in Appendix A.

As one of its first acts, the IT Steering Committee formulated themembership of the IT Working Group.

The Steering Committee directed the Working Group to create aconsolidated Implementation Plan for all IT Projects in progress. TheConsolidated IT Implementation Plan was presented to the SteeringCommittee in June. The Steering Committee has been managing theprogress of these IT Projects on an on-going basis. The Consolidated ITImplementation Plan can be referenced in Appendix B and the initialbriefing status of the IT Projects In Progress can be found in Appendix C.

The Working Group was then directed to work with the Consultant, KarenAntion, to develop an IT Investment Plan for its review and consideration.The Steering Committee subsequently approved the IT Business Strategiesand the IT Investment Process recommended by the Working Group.

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IT Working Group

The IT Working Group was brought together in May 2001 and has beenholding regularly scheduled meetings on a semi-monthly basis. TheWorking Group developed a Consolidated Implementation Plan for alltechnology projects in progress as its first deliverable to the SteeringCommittee. The Working Group reviews the status of the Projects in thisPlan at each of its meetings. Monthly updates to the Plan as well asbriefings on the status of IT project activities are provided to the SteeringCommittee. The Working Group then began the process of developing theIT Investment Plan. The Group first developed a set of IT BusinessStrategies to guide the investment analysis process. A Project Applicationform and a Project Ranking Worksheet were developed for use insubmitting, evaluating and prioritizing IT Investment projects. TheBusiness Strategies as well as the Investment process were recommendedto the Steering Committee for approval.

The Working Group is currently in the process of rating and ranking allproposed technology projects in order to finalize and recommend an ITInvestment Plan to the Steering Committee.

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2. IT Strategic Planning

2.1 IT Investment Planning Process

The IT Working Group was charged with the responsibility for developinga District-wide IT Investment Plan for consideration by the IT SteeringCommittee. To accomplish this objective, the IT Working Group hasundertaken the following steps:

a) Developed and recommended to the Steering Committee a vision ofInformation Technology for the District. This vision was supported byhigh-level business strategies that are to be used to evaluate and guideinvestments in IT infrastructure and application projects.

b) Drafted a “call for projects” memorandum from the General Managerto all Department Managers to request and justify all proposed ITprojects prior to initiation or commitment of capital funds. Thememorandum was issued, explaining that a new management structureconsisting of an IT Steering Committee and an IT Working Group hadbeen charged with developing a multi-year IT Investment Plan for theDistrict. Consequently, any new investment in InformationTechnology must first be submitted to the Working Group forevaluation, prioritization and inclusion in the IT Investment Plan. TheIT Capital Project Application and the Call for IT ProjectsMemorandum can be found in Appendix E.

c) Developed the evaluation criteria that were used to score and prioritizethe IT Projects submitted by District Managers. The IT Capital ProjectRanking Worksheet is found in Appendix D.

d) Reviewed each application submitted for a new project and/or system.As required, scheduled the District Managers who requested a newproject to make a formal presentation to the Working Group in order todescribe the need for the system, the business case justifying theexpenditure, and to answer questions. Over thirty presentations wereprovided to the Working Group.

e) Rate and rank proposed IT Projects based upon agreed evaluationcriteria and weightings. This was an iterative process as new projectssurfaced and project dependencies, timings and costs were fine-tuned.

f) Prepare and present an initial draft of the IT Investment Plan to theSteering Committee for their consideration and input.

g) Fine-tune cost estimates for high priority projects.

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h) Finalize the IT Investment Plan based on Steering Committee input,final cost estimates, project dependencies, ROI and fundingavailability.

i) Present the final IT Investment Plan to the Steering Committee forrecommendation to the General Manager.

Karen Antion Consulting, LLC has been assisting the Working Group andthe Steering Committee with the development of the IT Investment Plan,bringing to the process transit industry experience and “lessons learned”and facilitating Working Group sessions to evaluate, score and prioritizeprojects.

2.2 IT Investment Planning Schedule

The following schedule of activities has been prepared in order to developa comprehensive Three-Year IT Investment Plan:

IT Working Group Activity Complete Date StatusSet up IT Working Group May 11, 2001 CompletedBriefings on status of Projects in Progress May 31, 2001 CompletedBuild Consolidated Implementation Plan Jun 25, 2001 CompletedFormulate IT Business Strategies Sep 25, 2001 CompletedDevelop Project scoring criteria Oct 13, 2001 CompletedCall for Projects from District Managers Oct 22, 2001 CompletedPresentations of new Project Applications Jan 22, 2002 CompletedScore and rank Project Applications Feb 5, 2002 In processPrepare initial IT Investment Plan by IT WG Feb 19, 2002 In processPresent final IT Investment Plan to IT SC Feb 28, 2002

2.3 IT Business Strategies

The IT Working Group, as one of its first collaborative activities,developed a set of business strategies to be used to evaluate and guide allinvestments related to future infrastructure and application developmentprojects related to Information Technology. These business strategies weresubsequently reviewed and approved by the IT Steering Committee andare now in effect. They are:

1) Manage data and the information derived from it to further theDistrict’s Critical Business Outcomes (CBOs).

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Ensure that the data collected and generated by the District is madeavailable in a useful and consolidated manner to decision-makers andanalysts. Data must be easily transformed into actionable, timelymanagement information.

2) Move to Web-enabled, Intranet-based applications.

Whenever possible, implement Web-enabled browser-basedapplications. Enhance the District’s Intranet as an information-sharingportal and as the hub of these new applications.

3) Ensure ease of use and simplicity among application interfaces.

To maximize return on investment and minimize training costs anddata entry problems, ensure that applications use standard userinterface conventions, group functions logically and provide usefulstandard reports.

4) Improve business processes.

Re-engineer business processes to incorporate best business practicesand optimize information technology investment.

5) Provide a reliable and high-speed District-wide network.

Ensure that every location within the District that requires applicationsor data can reliably access systems and information at high speed. Thisstrategy will cover the design and implementation of all requiredcomponents.

6) Provide a secure network infrastructure.

Ensure that the appropriate level of security is established andmaintained from both an internal and external perspective.

7) Adopt standards for information technology infrastructure.

Establish an open systems architecture by adopting standards fordatabase, operating systems, network and communication protocols.

8) Establish an infrastructure that ensures the continuity of Districtoperations.

Manage the risk of interruption to business services by addressingdisaster recovery, temporarily extending the life of existing ‘at risk’

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systems and ensure that all systems will be periodically assessed forrisk and potentially retired, replaced or consolidated.

9) Buy, not build, best of breed application suites.

Ensure that application functionality is acquired and not internallydeveloped. In addition, whenever possible, best of breed completeapplication suites should be acquired instead of individual applicationcomponents.

10) Provide continuous, cost-effective improvements to the quality of ITservice delivery.

Promote the effective management and deployment of IT resources.

2.4 IT Project Evaluation

Prior to developing the IT Capital Plan, IT Working Group membersevaluated each of the project applications submitted according to thefollowing factors and their weighted point value:

Evaluation Factor Points ScoreSupports District and/or Department CBOs 20Generates Revenue and/or Lowers Costs 20Consistent with IT Business Strategies 15Security 15Replaces Older/Obsolete Technology 10Improves Inter-Department Business Efficiencies 10Risk Assessment 10 Total Points 100

Each approved project application must meet at least one of the District’sCritical Business Outcomes:

1) High quality public transportation service2) Committed, loyal, productive, engaged employees3) Image as the Bay Area’s premier transportation provider4) Use of best practices5) Broad stakeholder support for District’s business outcomes

In addition, any mandatory legislative or regulatory requirements must beincluded in the application.

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Scores will be compiled by weighted factor and averages calculated inorder to arrive at a ranked list of projects. This list will then be used toassist in the development of the IT Capital Plan by the IT Working Groupand future prioritization of projects by the IT Steering Committee.

2.5 IT Standards

An ongoing role of the IT Working Group and the IT Steering Committeeis to develop and adopt enterprise-wide IT standards to ensure cost-effective use of IT systems, facilities and services, to assure the integrityand security of District data and to construct a technical environment thatprovides consistently reliable service levels yet is adaptable to changingbusiness requirements.

Project Management

In an effort to ensure that IT Projects are delivered on time, within budget,and meet the users expectations, the IT Steering Committee and ITWorking Group will be standardizing on a common approach to projectmanagement for the District. This methodology should allow the Districtto:

� Manage concurrent IT projects with staff of varying skill levels.

� Manage resources not directly controlled by the Information ServicesDepartment and guide the work efforts of participants from differentdepartments.

� Allow management to know about and view all IT projects andresources across the District including project scope, staffing,schedules and spending.

� Provide funding of IT projects from the perspective of a business-defined set of priorities.

� Employ a consistent set of project, deliverable and task templates toplan projects (and re-plan as needed) and to record progress towardsmilestones and accomplishment of deliverables.

� Enable maximum re-use of past efforts to incorporate learnedexperiences and best practices.

Architecture

To reduce operating and support costs, AC Transit has standardized on asingle database architecture, the Microsoft SQL Server database

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management system (DBMS) for all enterprise applications. While thereare other DBMS already in place for other District systems such asFarebox (GFI) and the Financial System (IFAS) that will continue to besupported, all new and replacement systems must specify Microsoft SQLServer as the database of choice. This allows IT staff to more efficientlyuse their familiarity and experience with one DBMS across multipleapplications, reduces license, maintenance and training costs and easesdata integration and data sharing among District employees andcustomers.

The PeopleSoft HRMS/Payroll/Benefits system runs on SQL Server asdoes the HASTUS Scheduling and SATCOM Vehicle Location systemsand as will the EAMS Materials and Maintenance system.

Other architectural components of the District’s common hardware andsoftware platform include:

� Windows 2000 network operating system (upgrading from WindowsNT)

� Microsoft Office tools including Word, Excel and PowerPoint

� E-mail via Microsoft Outlook

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3. IT Development and Implementation

3.1 Capital Projects in Progress

The following is a brief description of the IT Projects currently in progressand included in the IT Consolidated Implementation Plan referenced inAppendix B.

TransLink

Phase 1 of the Metropolitan Transit Commission project to develop acommon method of payment for public transit riders in the San FranciscoBay Area. This integrated endeavor involves all local transit authoritiesincluding AC Transit, BART, CalTrain, Golden Gate and SF Muni. Theproject is pending the announcement of a public trial of the associatedSmartCard ticketing system.

SATCOM

SATCOM from Orbital is a satellite-based automatic vehicle locationsystem that combines real-time communications and Global PositioningSystem (GPS) technologies. It will help AC Transit to track and dispatchbuses as well as fleet service and roadway maintenance vehicles andincludes a graphical display of bus locations. The project is in itsinstallation phase.

HASTUS

This is the software application that manages fixed route scheduling,constructing transit routes, organizing the available fleet of buses, buildingdriver schedules and adjusting levels of service for the District ridership. Italso adds the functionality of geo-spatial referencing of bus stops, routesand schedules to deliver this information SATCOM. The project is in itstesting phase.

EAMS

The new procurement, materials management and maintenance system(Enterprise Asset Management System) leased from Mincom that willprovide real-time access to the total purchasing cycle, material andequipment inventories and maintenance work orders at the centralmaintenance facility and satellite locations. Benefits are included inwarranty tracking, availability of electronic maintenance manuals andillustrated parts catalogs, roadcall analysis, inventory overhead such asspares ratios and planning for preventive and scheduled maintenance. Theproject is in its design phase.

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GFI Farebox

The replacement of old fareboxes on buses with a new farebox systemfrom Genfare, Inc. Supporting the new bus hardware is GFI Version 7software containing District fare tables, networked PCs at bus servicelanes and a database at the General Office data center containingtransactional data such as timestamps and dollars. The software tracks busfaresets, driver logons, revenue by route, and ridership including rollingday passes and transfers. GFI tracks bus faresets, driver logons, revenueby route, and ridership, including rolling day passes, transfers, andcourtesy transfers. Standard reports are generated using Crystal Reports.An interface to the Orbital SATCOM system is being developed. Theproject is in its implementation phase.

NextBus Demo

NextBus is a pilot project that uses satellite technology to track a busalong its route and provide that information over the Internet and towireless devices including signs at bus stops and business, internet cellphones, Palm Pilots, and other Personal Digital Assistants (PDAs). TheNEXTBUS Demo project has been in operation on the heavily traveledSan Pablo corridor. A link between OTS and TIS systems on the HP3000and NEXTBUS is being developed to provide vehicle, block and driverinformation.

Paratransit Scheduling & Dispatch

The District provides paratransit service in partnership with BART andhas purchased a software system called ADEPT from StrataGen Systemsto support rider certification, reservations, scheduling and dispatch.Reporting includes manifests, trip reports, and usage and billingsummaries. The system is physically located at the East Bay ParatransitConsortium Brokers office and must meet standards set by the Americanswith Disabilities Act. The project is in its post-installation support phase.

3.2 Proposed Capital Projects

The following is a brief description of projects that were submitted forevaluation and inclusion in the IT Investment Plan.

PeopleSoft Financials

Implement the suite of integrated financial modules previously purchasedfrom PeopleSoft including General Ledger, Budgets/Encumbrances,

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Accounts Payable, Accounts Receivable/Billing, Project/Grant Costingand Fixed Assets.

The system will introduce significant fiscal efficiencies with shortenedmonth-end closing cycles, faster billings, improved cash management,tighter encumbrance accounting, easier and more timely tracking ofbudget performance and other financial results, enhanced ad hoc financialreporting capabilities, real-time visibility of financial data, elimination ofredundant ’shadow’ departmental financial systems, reduction ofoverpayments and expenditures on unbudgeted items, and cutbacks onovertime and temporary staff to support manual “work arounds” andreconciliations to satellite systems.

Risk Management

Procure and implement an enterprise-wide risk management system thatincludes the timely processing of liability and property claims andprovides safety programs, insurance management and loss control.

Derived benefits should contribute to a safer working environment andreduced claims handling costs.

Windows 2000 Upgrade

Upgrade all servers and workstations from Windows NT to Windows2000 to bring the District network operating system to the currentstandard. Microsoft is no longer supporting Windows NT effectiveJanuary 2002.

Network Infrastructure Upgrade

Improve network performance by increasing bandwidth and reliability onthe District data communications network within the General Office andextending to other District facilities to ensure satisfactory throughput andresponse time for all users as new applications come on-line this year.Currently, peak period demands on the network often cause slowdownsthat impact productivity. Expected increases in network traffic will furtheradd to bottlenecks being experienced.

Disaster Recovery

Provide “hot site” backup processing for client/server systems such asPeopleSoft HRMS, HASTUS and EAMS in the event the General Officesite is “red tagged”, thereby preventing access by employees. Insure thatcritical systems such as payroll processing are not delayed in the event of

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a disaster by developing necessary procedures to continue operations off-site for an extended period of time.

EAMS Shop Floor Hardware

In order to take full advantage of the Enterprise Asset ManagementSystem (EAMS) being implemented at material and maintenancefacilities, workstations need to be installed in maintenance bays and othershop areas to allow maintenance staff and supervisors direct access to thesystem for updating work orders, viewing maintenance manuals, orderingparts and entering time.

In addition, an electronic card system will be installed to scan Bus DefectCards and automatically generate work orders.

Bus Arrival Information (NextBus)

In order to deliver real-time bus arrival information to the riding publicand facilitate headway-based bus scheduling, all District buses need to beequipped with bus arrival prediction hardware and major District busstops, especially along trunk lines, need to be furnished with bus arrivaldisplay signs.

Traffic Signal Priority

The traffic signal priority system is a critical element of the Bus RapidTransit (BRT) program. The project would equip District buses withtransmitters connected to other intelligent systems on the bus that arecapable of controlling traffic signal timings.

Bus Stop Database

Bus stops specified as points on a map are utilized by various Districtsystems including Hastus scheduling, SATCOM vehicle location, regionalTranStar trip planning, GFI farebox and NextBus bus arrival prediction.The District needs to design, develop and maintain a central Bus Stopdatabase for use by all applications instead of maintaining a separate andoften inaccurate entity for each system. It would help provide scheduleand route adherence information by SATCOM, accurate itineraries toTranStar customers, correct survey sheets for traffic checkers per Section15 requirements and spatial referencing to NextBus.

Website Enhancements

The District’s external website at http://www.actransit.org is a growingcommunications medium to vendors, potential employees, public

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agencies, media and AC Transit riders. Consequently, it should not onlycontain fresh content and reflect a professional design but provideadditional features such as route maps, audio/video of public meetings,downloadable schedules to PDAs and other proposed enhancements.

Executive Support System

Executive support systems are an enabling technology to provide decision-making assistance and “what if” sensitivity answers to proposedoperational initiatives.

Implementation of an Executive Support system will permit data fromseveral different sources and residing on separate databases and platformsto be consolidated in a “data warehouse” from which reports can berapidly generated that are correlated to District and department CBOs.Purchase and installation of this type of commercial software provides aframework for extracting, sorting and summarizing data from variousbusiness systems and gives on-line analytical processing, decisionanalysis, drill-down and reporting capabilities to executive staff.

Paratransit Vehicle Location

The District provides paratransit service in partnership with BART anduses a software system called ADEPT to support rider certification,reservations, scheduling and dispatch. Given the dynamic schedules ofparatransit, a real-time vehicle location tracking system would offersubstantial efficiencies for its Broker’s office dispatchers and drivers. Inaddition, a pending contractual requirement dictates that all paratransitproviders include mobile data computer/automatic vehicle locationequipment in their fleets.

PeopleSoft HRMS Version 8

This version of the PeopleSoft Human Resource/Payroll/Benefits systemis a web-based application versus a client/server application and providesself-service capability, allowing employees to make their own personaldata changes over the Internet. In addition, there are a number ofenhancements to the current version in operation at the District including arecruitment module, workflow functionality and better labor relationstracking.

ACD Telephone Upgrade

The current Automatic Call Distribution (ACD) system is over 15 yearsold and lacks required capabilities such as automatic recording of all callsfor quality control, broadcasting of forecasted wait times for callers on

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hold and transit information. With the upcoming integration of the 511Interactive Voice Response program with MTC and TravInfo, the ACDsystem will need upgrading to match its call center requirements.

3.3 Key Projects

From the list of project applications, certain key projects have beenidentified that have special circumstances:

� Projects already funded and approved but subsequently postponed dueto the current economic climate.

PeopleSoft Financials Version 7.5

Risk Management Information

� Projects required to support current projects already underdevelopment and scheduled for implementation this year.

Network Infrastructure Upgrade

Windows 2000 Upgrade

EAMS Shop Floor Hardware

� Projects required because of contractual or regulatory agreements.

Paratransit Automatic Vehicle Location

� Future projects within a three-year time frame required to maintain theexisting investment in software already purchased.

PeopleSoft HRMS Version 8

PeopleSoft Financials Version 8

� Projects of urgent or critical need to support ongoing operations.

Bus Arrival Information (Next Bus)

Traffic Signal Priority

Bus Stop Database

Disaster Recovery

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ACD Telephone Upgrade

Website Enhancements

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Appendix A. IT Steering Committee Charter

Included in this appendix is the approved Information TechnologySteering Committee Charter.

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AC TRANSITINFORMATION TECHNOLOGY STEERING COMMITTEE

CHARTERMay 10, 2001

INTRODUCTION

The Information Technology (IT) Strategic Planning Process places the creationof the IT Steering Committee as a central tenet of the District’s new ITManagement Structure. The Committee has been constituted to set District-widepolicy for IT and create a single focal point for strategic decision-making in theacquisition and deployment of IT. To fulfill this role, the Committee is comprisedof senior management representing all functional areas of the business andchaired by the Chief Technology Officer (CTO). The charter and responsibilitiesof this Committee need to be clearly established and distinguished from othercommittees.

ROLE AND RESPONSIBILITIES

It is expected that the specific role and responsibilities of the IT SteeringCommittee would include:

� Recommend to the General Manager key District policies andstandards for IT

� Create a single focal point for decision-making in the acquisition anddeployment of IT

� Recommend to the General Manager, through a strategic prioritizationprocess, a District-wide IT Capital Program

� Establish clear linkage to the annual budget process� Establish clear linkage to the procurement process� Establish cost/benefit methodology and standards for all IT investment� Prioritize, schedule and monitor the progress of IT projects toward

achievement of the IT Strategic Plan� Arbitrate disputes regarding policy, standards or IT projects, if required,

between user departments as well as between user departments andthe IT Department

CHARTER

The IT Steering Committee needs to exercise appropriate control over theDistrict’s IT investment and deployment. The definition of IT needs to be broadlybased and include all those technologies that are information based, generatedata that have applications across the enterprise, and/or involve standardcomputing platforms running on common communications infrastructures. The

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principals that require an enterprise-wide approach to IT investment anddeployment include:

� Architectures – common technical platforms, software and databaseenvironment

� Standards – consistent protocols for the movement of data� Interoperability – IT solutions that apply across the whole enterprise� Integration – systems need to be acquired with planned integration� Data Management – data entered once at the point of ownership and

made available to all authorized users

By developing this specific IT Steering Committee charter, the Committee’sfunction and arena of responsibility becomes clearly delineated. At a minimum,the proper purview of the Steering Committee should include the followingtechnologies:

1. All Mid-Range/Mainframe Computer Programs and Systems

� Data Bases� Operating Systems� Applications

2. Personal Computer and Network Hardware/Software

3. Communication Technology

� Telecommunications Architecture� Data Communications Architecture� Wide Area and Local Area Networks (WANs and LANs)� Wireless (radio) Technology� E-commerce

3. Other Technologies

� ITS (APTS) Architectures (e.g. AVL/AVM, fare box technology,passenger information systems, computer aided dispatch)

� Maintenance/Material Management� Cash Handling Systems� Bar Coding� Geographical Information Systems� Document Management Systems

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Appendix B. Consolidated IT Implementation Plan

Included in this appendix is the consolidated development andimplementation plan for IT capital projects in progress. It displays atimeline of milestones and major tasks of each capital project over the next90 days and the progress to date against those tasks.

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..\..\..\..\Share\IT Working Group\Consolidated IT Project Plan.mpp

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Appendix C. Capital Projects In Progress

Included in the appendix are the initial project briefings of IT CapitalProjects currently in progress.

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AC Transit 25 May 2001I.T. Working Group

Project Status Briefing: TransLink

Project Manager: John R. Rudniski

Project Objective:To evaluate the costs and benefits of a regional SmartCard fare payment system.

Project Schedule:The Phase 1 demonstration of the project will begin in August 2001. It isdesigned to operate for a six-month period.

Project Budget:No District capital is required.

Project Team:Sharon BenatarDan LillinTery RemyVictoria WakeBernie Reeed

Contractual Deliverables:124 Bus Sets of SmartCard Fare Payment Equipment (All Buses at RichmondDivision)Wireless LAN at Richmond DivisionWorkstation in TreasuryServer at G.O.Customer Service Workstations at !600 Franklin and TransBay terminalSmartCard Distribution To Employees and Public

Project Status:The Demonstration will begin in August 2001. It will be conducted for a six-monthperiod. Installation of equipment is underway. The proposed transactional feestructure is unacceptable to the District. The District will not participate in furtherdeployment of TransLink unless the costs to the district are reduced.

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Project Status Briefing: SATCOM Project Manager: John R. Rudniski

Project Objective: To replace the District’s existing bus radio communicationssystem with a state of the art Computer Aided Dispatch/Automatic VehicleLocation (CAD/AVL) system.

Project Schedule: The original UNIX-based CAD/AVL system contract wasexecuted on 10/30/97. The original project completion date was 8/99. TheDistrict’s Contractor, Orbital Sciences Corporation (OSC), has discontinueddevelopment of the original system.

The new version of SATCOM, known as ORBCAD-NT, was contracted for on10/16/00. The new schedule is as follows:

Project Milestone CompletionDate

Complete Mini-Fleet Testing and Radio Communications 6/15/01Complete Vehicle Installations 10/12/01Complete Schedule Adherence & Automatic StopAnnouncements

1/29/02

Complete Mobile Data Terminals 4/9/02Complete Data Communications 5/1/02Complete Availability Test 5/16/02Deliver Final Documentation 5/20/02Complete System Acceptance 5/20/02

Project Budget:Original Contract Value $12,834,995Change Order #1 $ 25,985Change Order #2 $ 0Change Order #3 $ (56,537)Change Order #4 $ 412,843Change Order #5 $ 333,401Change Order #6 $ 582,827

Contract Total $14,133,514

Expended to Date $ 8,126,770.57 or 57.5%

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Project Team:Pat CannonJoe KinchenAthena BurnsEric PaschJim CaterSylvester MoselyMike Malone

Contractual Deliverables:700 Bus Sets of CAD/AVL Equipment3 Sets of Mountaintop Radio Transmit and Receive Equipment7 Dispatching Workstations9 Remote SATCOM Terminals15 Supervisor Car Sets of CAD/AVL Equipment48 Mobile Radios

Project Status:The SATCOM project schedule is dependent on OSC’s ability to expeditiouslyresolve issues that were identified during the March 2001 Mini-Fleet Test. OSCmust also succeed at solving issues regarding the radio system. These tasks arescheduled to be complete on 6/15/01. Any delay in the resolution of these issueswill result in a day-for day schedule slip.

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Project Status Briefing: NextBus Demonstration


Project Objective:To evaluate the accuracy and practicality of the NextBus bus arrival informationsystem. Routes 72, 72L and 73 will be evaluated.

Project Schedule:The project began in April 2001. The system will be operational in July 2001. Thedemonstration will be conducted for a six-month period.

Project Budget:This is a complimentary demonstration. The District’s only obligation is to provide12 Watts of electrical power to each of the bus stop displays. This expenseshould be under $50,000.

Project Team:Nathan LandauSan Pablo Corridor Committee

Contractual Deliverables:30 Bus Sets of Tracking Equipment15 Bus Stop Displays

Project Status:Bus installations are complete. The website, “actransit.nextbus.com/actransit/private/map.html”, isposted on the Internet. Bus stop display sign installations are in the planning stage. Drivers havebeen trained to logon to the system.

The critical path is with regard to identifying display sign locations and providing electrical powerfor them.

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Project Status Briefing: GFI Farebox


Project Objective:To replace the District’s revenue collection system and add the capability to usemagnetic stripe fare media.

Project Schedule:The Contract with GFI was executed on 10/9/98. Fareboxes and relatedequipment were installed on the entire fleet during the year 2000. Conversionfrom paper to magnetic stripe fare media is in progress. Transfers have beenconverted to magnetic stripe. Monthly passes will be converted in July of 2001.

Project Budget:Original Contract Value $7,709,156.15Training Credit $ (4,000.00)Amended Contract Value $7,705,156.15

Amount Paid to Date $6,674,492.43 or86.62%

Retained Pending Final Acceptance $1,030,663.72 or13.38%

Project Team:Sharon BenatarDan LillinTerry RemyAthena BurnsSandra LewisVictoria Wake

Contractual Deliverables:774 FareboxesInstallation of Fareboxes on Entire Fleet23 Revenue Collection Vaults50 Mobile Collection BinsRevenue Management Computer SystemInterface With SATCOM CAD/AVL System

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Project Status:

The project is virtually complete. The remaining deliverables from GFI includeimprovements to the Network Manager software and verification of the interfaceto the SATCOM Computer Aided Dispatch/ Automatic Vehicle Location(CAD/AVL) system. These items are expected to be complete by 12/01.$1,030,663.72 is being retained pending Final Acceptance.

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Project Status Report:Enterprise Asset Management System (EAMS)

Project Objective:The EAMS project will replace the current MMMIS and will implement a newhardware/software system in support of:

� Fleet Maintenance (includes performance monitoring)� Facilities Maintenance� Materials (includes remanufacturing)� Purchasing� Warranty alerting, tracking and billing� Electronic Documents (maintenance manuals, parts books, etc.)� Project Management (Campaigns)� Workflow (separable)

Project Schedule:Mincom’s proposed schedule calls for a seven month implementation:

� Month 1 – 2 Business Process Review and Solutions Design Phase:Work Management Requirements; Configuration Workbook

� Months 3 – 5 Configuration Phase:Data Interchange Mapping & Programming; Configure Table Files, SecurityStructures & Production Database; Manual Data Conversion

� Months 5 – 7 Rollout Phase:Acceptance Test; Develop Go-Live Checklist; Mock Go-Live; Training

� Months 7 – 8: Operational and Support PhaseGo-Live; Follow-on Training; Support

Project Budget:The authorized project budget is $3,000,000 which consists of $2,655,000 in FTAgrant funds via the MTC and $345,000 in District matching funds. The totalcontract award is to be negotiated over the next few weeks.

Contractual Deliverables:� Mincom’s Ellipse Enterprise Asset Management application.

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� Mincom’s AreNA Business Integration Framework “…for the measurement,monitoring and reporting of performance across an integrated enterprise”

� “LinkONE – Mincom’s fully integrated publishing system for electronicdocuments, maintenance manuals, and illustrated parts catalogs.”

� “e.POWER WorkManager – a graphical workflow engine to monitor workvolume, criticality, assignment, and backlogs”

� An Electronic Defect Card System that we specified as an Option. The designand components are to be determined during the Study Phase.

Project Team:The project team will be determined over the next several weeks. Tom O’Neill willbe the Project Manager. Joe DeProspero, Deborah McClain and Charlie Kalbmust decide over the next couple of weeks who will represent their respectivefunctional areas.

Current Status:The EAMS Negotiation Team has been identified and will consist ofJoe De Prospero, Charlie Kalb, and Tom O’Neill. The RFP’s Scope of Work andRequirements Matrix were quite detailed so negotiations will focus on optionalitems, minor adjustments, and updated pricing due to the length of time sinceproposals were submitted.

Negotiations will likely begin the week of June 4th at CMF.

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Appendix D. Capital Project Summary/Rating Worksheets

Included in the appendix is the worksheet used by each member of the ITWorking Group to rate and rank project applications that have beensubmitted for approval according to the evaluation factors previouslydefined.

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AC TRANSIT

INFORMATION TECHNOLOGY CAPITAL PLANSCORING SHEET

This Scoring Sheet will be used by the Information Technology Working Group to scoreProject Applications submitted under the I.T. Capital Plan.

Project Name: _______________________________________________________________

Project Number: _______________________________________________________________

Reviewer: _______________________________________________________________

Evaluation Criteria Points Project Score

Supports District and/or Department CBOs 20

Generates Revenue and/or Lowers Costs 20

Consistent with I.T. Capital Plan Business Strategies 15

Security 15

Replaces Older/Obsolete Technology 10

Improves Inter-Departmental Business Efficiencies 10

Risk Assessment 10

Total Points 100

Comments: ___________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

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..\..\..\..\Share\IT Working Group\Project Applications\IT Applications Rating.xls

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Appendix E. Call for IT Projects

Included in this appendix is the memorandum from the General Managerto all District managers requesting Project Applications for newtechnology projects that require capital funding and the associatedtemplate to be completed.

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Date: October 22, 2001

To: Department Managers

From: Rick Fernandez

Subject: Call for Information Technology (IT) Projects

As you know, in May of this year the Information Services Department established a Steering Committeeand Working Group to oversee all information technology projects and develop an Information TechnologyCapital Plan. The Steering Committee and Working Group are comprised of executive staff and managerswho, together, represent every department of the District. They have been charged with evaluating andrecommending a strategic direction for the District’s investment and information technology over the nextfive years.

The Working Group will develop a process to evaluate and prioritize technology projects across theDistrict. This new process will help them and the Steering Committee objectively assess and rate allpertinent projects based on the business benefit and the return on the investment to the entire District aswell as the specifics as to why a department is making the request.

To submit a request for a new technology project, complete the attached IT Capital Plan ProjectApplication and forward the completed application to Joe Kinchen, Acting Chief Technology Officer, byNovember 9, 2001. Further refinements of the details of project applications and an assessment of the entireset of District requests for new systems will be conducted in the November/December timeframe. TheSteering Committee and Working Group will use the results of this assessment to create and recommend anIT Capital Plan for the District.

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AC TRANSIT

INFORMATION TECHNOLOGY CAPITAL PLANPROJECT APPLICATION

(This is a required submission for all Information Technology capital funding requests.)

1. Project Name:

[Provide a descriptive project name.]

2. Project Sponsors:

Project Application Author:

[Identify the principal project application author.]

I.T. Working Group Contact:

[Identify the I.T. Working Group member that has reviewed and agreed to sponsor thisproject.]

I.T. Steering Committee Contact:

[Identify the I.T. Steering Committee member that has reviewed and agreed to sponsorthis project.]

3. Background:

[Describe the situation which has necessitated the project, any significant technical orpolicy issues, and any other relevant information that will help the reader understand thecircumstances which makes the project necessary. ]

4. Description of Recommended Project:

[Describe the scope and purpose of the project.]

5. Primary User Departments:

[Identify the department(s) that will be the primary user(s) of the project.]

6. Potential Impacts:

[Identify potential impacts on the primary user and other departments (e.g., timeliness ofinformation needed or supplied, and maintenance or update issues)]

7. Business Process Reengineering:

[Describe the Business Process Improvements that will be realized by this project. Howwill business process re-engineering be accomplished?]

8. Project Costs:

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a. Approximate One-time Costs:

[Estimate the one-time costs including hardware, software, installation,configuration, data conversion, and training. Attach any supportingdocuments.]

b. Approximate Recurring Costs:

[Estimate the recurring costs including training, licensing and upgrade fees. Attach anysupporting documents.]

c. Approximate Staff Workload Costs:

[Describe the project’s impact on existing staffing or workload.]

9. Critical Business Outcomes (CBOs):

[Describe how the project will help the District better meet one or more of its CBOs.]

10. Key Issues and Risks:

[What are the implications for the District of the project is not approved?]

11. Alternatives Considered:

[Describe alternatives considered, discussing the reasons why they were notrecommended. Continuing the status quo must be explicitly addressed among thealternatives.]

12. Project Time Table:

[Describe the proposed project timetable, including any applicable regulatoryrequirements or dependencies upon other systems or processes not yet fully in place.ASAP is not acceptable.]