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Successfully Implementing Change and Building Consensus

Successfully Implementing Change and Building Consensus. Debbie McGlasson,Transit Director Brian Barger, Assistant Transit Director Lisa Boren, Data Coord ./ RouteMatch Project Mgr. Pelivan Transit & Northeast Oklahoma Tribal Transit Consortium.

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Successfully Implementing Change and Building Consensus

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  1. Successfully Implementing Change and Building Consensus Debbie McGlasson,Transit Director Brian Barger, Assistant Transit Director Lisa Boren, Data Coord./RouteMatch Project Mgr. Pelivan Transit & Northeast Oklahoma Tribal Transit Consortium

  2. Pelivan Transit & Northeast Oklahoma Tribal Transit Consortium • Owned and Operated by Grand Gateway Economic Development Association • Serving 6 cities and 7 counties in Northeastern Oklahoma • Developed two consortiums with 10 tribes in Northeastern Oklahoma to provide tribal transportation throughout Northeastern Oklahoma • www.pelivantransit.org

  3. The Only Thing That is Constant is CHANGE! Heraclitus

  4. Is it an Upcoming Succession TIDAL WAVE: • Pelivan grew from 20 vehicles/20 employees to 74 vehicles/90 employees in 6 years. • Multiple Projects increased to 10 tribes, 6 cities, 7 counties, and numerous special contracts requiring real-time data collection and reporting demands • Increase of same-day ridership demands caused longer wait times and an inability to accommodate all ride requests.

  5. OR…Is it a Tsunami? • One Call/One Click Call Center for Veterans • Multiple Vanpooling Projects • Partnership with Area Mental Health Agency for 6,000 clients • CNG Infrastructure and a Vehicle Maintenance Facility and Expanded Office Space Project

  6. How we gonna pay for all this Paw? Come and listen to a story about a man named Jed A poor mountaineer, barely kept his family fed, Then one day he was shootin at some food, And up through the ground came a bubblin crude. Oil that is, black gold, Texas tea. Well the first thing you know ol Jed's a millionaire, Kinfolk said "Jed move away from there" Said "Californy is the place you ought to be" So they loaded up the truck and moved to Beverly. Hills, that is. Swimmin pools, movie stars. Well now its time to say good by to Jed and all his kin. And they would like to thank you folks fer kindly droppin in. You're all invited back a gain to this locality To have a heapinhelpin of their hospitality Hillybilly that is. Set a spell, Take your shoes off. Y'all come back now, y'hear? Sing-Along

  7. WE HIT SOME TARGETS! Tribal ARRA Grant Funded RouteMatch ITS Program! 5309 State Good Repair Grant Funded Flex Fuel VehMaint Facility, Transit Offices, Call Center & new Telephone System! VTCLI Grants Rounds 1 & 2 Funded 170 Mobile Tablets, Fixed Routes & IVR Software!

  8. Technology Advances • RouteMatch with a Mobility Management Platform was selected through RFP/Committee • Patrick Cheek, Regional Sales Representative • A scheduling and route optimization system integrated with data management modules. • Automated dispatching, automated billing and cost allocation, and enterprise reporting and data analysis. • Can be deployed in client/server or web based environment. Pelivan installed their own servers.

  9. Modular Design Intelligent Transportation Software • Customer Management Module • Vehicle Management Module • Reservations Module • Schedule Module integrated with the RouteMatch Scheduling Engine • Automated Dispatching Module • Verification Module • Funding Source Module • Services Module • Address Module • Configuration Module • Reporting and Ad Hoc Module • Geographic Information Systems

  10. RouteMatch was tailored to meet Pelivan Transit’s Diversified Needs… • RouteMatch created Data Interchanges especially for Oklahoma and Pelivan Transit for the following items: • Logisticare “patch” for Medicaid Rides • To access rider manifest information via Imports/Exports. • Veterans Adminstration and Mobility Management Data Interchange “patches” • Importing rider manifest information from both agencies • ODOT Transit Assist/Myleonet NTD statewide rural database export “patch” • To export internal information to outside database for reporting

  11. Mobile Data Device 170 Samsung Galaxy 10.1 Tablets were procured through Verizon Wireless. Floor mounted adjustable holders were obtained through Brite Computers.

  12. PELIVAN CALL CENTER LISA BOREN Pelivan Data Coordinator & RouteMatch Project Manager

  13. Phase One • Pelivan went “LIVE” the week of April 9, 2012. • We brought up one dispatch location at a time throughout the implementation start-up week. • Drivers Manifests were printed during interim period awaiting Mobile Data Devices to be interfaced between the Centers and Vehicles. • Phase Two • Integration of Mobile Data Devices & Program • Went “LIVE” week of October 22, 2012. • Phase Three • Addition of Fixed Routes Software Program • Addition of Integrated Voice Recorder (IVR) • Addition of 100 more Mobile Data Devices with collaboration project with GLMH (Fall 2014).

  14. Changing Communication Methods and Styles: • The paradigm shift to 24-hour advance scheduling and the requirement to build a “rider profile” at the onset of the call caused longer telephone call times and frustrated riders trying to call into a single telephone line at each dispatch center. An advanced telephone system was needed to accommodate a centralized Call Center with multiple telephone lines that roll from one CSR to the next available line as well as connecting all outlying telephone systems together through one switchboard.

  15. Pelivan Dispatch Centers’ Changes… • Centralizing a Call Center (Spring 2014) • Customer Service Representatives, Route Schedulers, and Verifyers will be located at Grand Gateway/Pelivan Transit’s Headquarters in Big Cabin, OK. • Advanced scheduling will occur at a centralized location with a VOIP Telephone System. • Five De-centralized Dispatch Centers • Located throughout Pelivan Transit service area (Big Cabin, Claremore, Grove, Miami, Owasso, OK offices) utilizing only one 800# for entire system. • Staff available in these facilities to provide “same day” and “will call” dispatching services with the drivers.

  16. Redesigned Roles/Creating New Jobs… • Customer Service Representatives (CSR) • Take the calls and books the trips, • Route Schedulers & Verifyers • Optimizes the booked trips and finalizes driver manifests • Same Day Dispatchers & Route Supervisors • Work in outlying areas for same-day dispatching and daily transit needs in each of the communities.

  17. Mobile Data Devices Needed: • Verizon Wireless was awarded the IFB for purchase and connectivity of 170 10.1” Samsung Galaxy tablets to be installed in the Pelivans throughout our system. • Candice Phillips, Government Accounts Executive, Verizon Wireless • Pelivan chose an adjustable floor mounted bracket manufactured by Brite Computers.

  18. Mobile Data Devices Needed: • 10.1” Galaxy Tablets by Samsung were purchased through Verizon through a WSCA (governmental multiple states contract) with $39.00 unlimited data plan per unit. Tablets cost $429 each.

  19. Technology issues unforeseen: Our current internet bandwidth was limited (T1/T2) and we needed to upgrade to fiber-optic cable to speed up our internet connections. Solicitation of a vendor for this upgrade took 3 months of negotiations in the midst of our technology upgrade. We are scheduled to convert to fiber in March 2013. Brian Barger, Assistant Transit Director

  20. Building Consensus for Change: • Employees: Memos, Newsletters, E-mails, personal visits, telephone calls, training Sessions, field testing, incentives, and follow-up meetings. • Riders: Flyers, Newspaper, Newsletter publications, public forums, civic meetings, one-on-one through drivers, CSRs, Dispatchers and Staff. • Community Leaders and Stakeholders: Letters, Press Releases, Open meetings, council, board and civic meetings.

  21. Change - Diverse Generations: • How do you help a driver embrace the idea of replacing his paper and pencil driver log sheet with a mobile tablet using a touch screen? • We chose some of our more positive and innovative drivers to introduce and train on the tablets first. Then, we worked with them in the field to ensure a successful launch. This helped to expose the other drivers in the drivers’ pool before we brought them in to train. Every driver learned the procedure in a short time frame. Trainers rode with drivers to help them feel more secure when they went LIVE onboard with the tablets. • They are liking the change when everything works perfectly, however, it is not a PERFECT WORLD and issues are worked through daily.

  22. Change – Job Descriptions/Roles • How do you help a CSR or Dispatcher understand the importance of gathering all the necessary data to create a “rider’s profile” and explain how these demographics affect reports for grant writing and reports to Stakeholders? • We explained their new job duties and process utilizing RouteMatch and the new advance scheduling approach. Their skill sets were challenged more utilizing this new technology. • We rewarded them with gift cards and incentives when goals were met.

  23. Change – Diverse Management • How do you build a TEAM Management approach to successfully enact changes necessary for your transit? • We had to clearly define our goals for the changes. Be united. • We created a new Management Team empowering responsibility and accountability in their new leadership roles. • Lead by example and remain committed to the vision to steer all employees toward the goals..

  24. Change – Rider Resistance • How do you convince a rider that advance scheduling is beneficial to them? • We took the time to explain to the riders that the changes will help us in organizing the rides to improve their service as well as savings in operational costs for a more efficient transit. • Developed a reduced fare as an incentive for pre-scheduling. • Continually report feedback during process for adjustments needed.

  25. Lessons Learned… • It is important to build a TEAM who are united and committed to promoting the changes needed in your transit. • When dealing with technology be VERY PATIENT! • Create data interfaces BEFORE going LIVE to prevent backlog of inputting and errors in quality assurance data input. • Be willing to make adjustments through the evolution of change. • Start months earlier to communicate the upcoming changes: • Employees- • Effectively TRAIN and help them cope with fear and frustrations associated with change! • Be a good LISTENER and provide ongoing support. • City Managers, Tribal Administrations, and All Stakeholders • Educate on software and its potential for efficiency. • Educate on any changes needing to be address on a municipal level and why changes were necessary. • Public- • Make sure the public and riders are well informed of the changes and most importantly how it is going to affect THEM. • Provide rewards and incentives where possible to employees and public.

  26. TIME FOR QUESTIONSOR A QUICK EXIT!THANK YOU!

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