Lesson

Establish a forum for decision-makers and project managers to come together to receive project updates, work through critical project issues, make decisions, and support successful institutional collaboration in a project involving multiple agencies.

Orlando, Florida's experience with a Field Operational Test (FOT) on using a single smart card for transportation payments at facilities operated by multiple regional agencies.


8/1/2004
Orlando,Florida,United States


Background (Show)

Lesson Learned

The implementation team for the ORANGES project created a core management steering group that was used to collaborate effectively on a variety of technical and operational issues associated with the FOT. Activities included bi-weekly management committee meetings and quarterly executive management committee meetings. These committees were used to work through various business, operational, and technical issues associated with establishing joint operations to support the FOT.

Agencies participating in the ORANGES demonstration established successful technical and interagency operations with a multimodal electronic payment system. This significant and groundbreaking achievement largely resulted from extensive and ongoing institutional collaboration efforts. Project champions took the initiative for ongoing outreach, which helped maintain support from senior management and foster the required new interagency working relationships.

The Central Florida Regional Transportation Authority (LYNX) and Orange-Orlando County Expressway Authority (OOCEA) with the Parking Bureau demonstrated that diverse and multimodal transportation agencies in a region can work together to establish an operational smart card payment system for regional multimodal transportation using a third party clearinghouse service provider. To accomplish this, agency management needed to work through a variety of issues related to establishing roles/responsibilities and building trust relationships.

This success was accomplished through an ongoing commitment from top management to foster the success of the project, and frequent communications amongst a core management steering group. The ongoing commitment from top management was fostered through frequent briefings from the management steering group. In addition to other on-going communication mechanisms, monthly meetings were conducted for the purpose of coordinating the evaluation activities with the FOT implementation team.

This ORANGES experience suggests the following effective approaches to managing regional initiatives:
  • Ensure that each participating agency has a management champion;
  • Create a forum for project champions to meet regularly;
  • Ensure consistency of participating agency project managers, to promote progress and team cohesiveness;
  • Utilize a standard meeting schedule (weekly/bi-weekly/monthly) to build relationships and clarify roles and responsibilities;
  • Identify and resolve specific collaboration issues with an agreed upon conflict resolution approach; and
  • Inform executive management on project progress and key issues with regular briefings.

Developing a regional smart card payment system is related to the ITS Goal of improving customer satisfaction, through making payments for multimodal travel easier by establishing a regional payment method. Demonstrating this type of collaboration between diverse transportation agencies had a positive impact on this goal.

The overall project was completed behind schedule. The ongoing efforts to build and maintain interagency consensus that were used successfully are not considered a significant cause for the delays.

The participating cardholders generally expressed a positive opinion about the technology, with concerns focusing primarily on the limited scale of deployment. Some cardholders took advantage of the opportunity to use their smart card with more than one mode, which was only possible as a result of the interagency collaboration.

The ORANGES experience demonstrated that establishing a forum for decision-makers and project managers to work together through various technical and operational issues can help drive the success of the project. The success of this collaboration demonstrated that diverse and multimodal transportation agencies in a region can work together to establish an operational smart card payment system. It is anticipated that similar collaboration among multimodal transportation agencies associated with other ITS projects could have similar positive benefits and results.


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Source

Orlando Regional Alliance for Next Generation Electronic Payment Systems (ORANGES) Evaluation Final Report: Electronic Payment Systems Field Operational Test

Author: Moniz, Leisa M. (Volpe) et al.

Published By: U.S. DOT Federal Transit Administration

Source Date: 8/1/2004

EDL Number: 14268

URL: http://ntl.bts.gov/lib//jpodocs/repts_te/14268.htm

Other Lessons From this Source

Lesson Contacts

Lesson Contact(s):

Leisa Moniz
U.S. DOT/RITA/John A. Volpe National Transportation Ctr
(617) 494-3793
moniz@volpe.dot.gov


Agency Contact(s):

Doug Jamison
Central Florida Regional Transportation Authority (LYNX)
(407) 254-6071
djamison@golynx.com

Lesson Analyst:

Jane Lappin
Volpe National Transportation Systems Center
617-494-3692
jane.lappin@volpe.dot.gov


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Notes

Lesson of the Month for March, 2006 !


Benefits From This Source

In Central Florida, focus group participants involved in a smart card study using a single card for multiple payment applications indicated that the card provided convenience and improved their transportation experience.

Lessons From This Source

Develop a detailed cardholder recruitment plan in the planning phase of the project, to provide guidance on processes to set pricing, and to ensure high user involvement and loyalty.

Establish a clear understanding among all partners on the level of technical support to be provided by suppliers and integrators, as equipment provided in-kind or at a reduced cost is often provided with minimal technical support.

Establish a forum for decision-makers and project managers to come together to receive project updates, work through critical project issues, make decisions, and support successful institutional collaboration in a project involving multiple agencies.

Include significant planning and development time in the overall project schedule to accommodate identifying and addressing the various compatibility issues, to integrate existing legacy system equipment across multiple agencies.

Provide for large sample sizes when conducting before/after data collection efforts, to avoid impacting the ability to reveal statistically significant differences during the evaluation's statistical analysis.

Seek assurances from your suppliers and sub-contractors, that their production and manufacturing schedules will meet your project schedule and inventory requirements throughout the lifecycle of the project.

Lesson ID: 2006-00187