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TO: |
Board of Trustees |
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THROUGH: |
Jay Fox, Executive Director |
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FROM: |
Alisha Garrett, Chief Enterprise Strategy Officer |
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William Greene, Chief Financial Officer |
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PRESENTER(S): |
Monica Morton, Fares Director |
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Kyle Brimley, IT Director |
TITLE:
title
TBA2022-05-01 Technical Budget Adjustment - Revenue Fare Collection System Replacement - Program Manager
end
AGENDA ITEM TYPE:
Discussion
RECOMMENDATION:
Approve the addition of one FTE to oversee the management of the Revenue Fare Collection System Replacement Project.
BACKGROUND:
UTA intends to procure a new integrated, vendor-hosted, account-based, electronic fare collection (EFC) system. This system must support UTA’s fare structure, including flat fares, discounted fares, station-based fares, transfer credits, and fare caps.
This system must also support three account types: 1) closed-loop, 2) open-loop, and 3) sponsored accounts. Additionally, this system must integrate with existing trip planning, operations management, and reporting systems. Finally, this system must support core functions such as fare validation, trip construction, fare calculation, and payment processing.
UTA expects the implementation of this new, integrated, vendor-hosted, account-based, electronic fare collection system to be a multi-phased effort that will span multiple years. UTA expects the selected firm to fully plan and coordinate all implementation, integration, and migration activities that will be required to smoothly transition from UTA’s existing fare subsystems to the new fare system described above.
The adopted 2022-2025 5-Year Capital plan includes $47 million to plan, procure, and install the new fare collection system.
This request would provide an FTE for a program manager responsible for successful acquisition, installation, and implementation of the new system.
DISCUSSION:
The program manager will be responsible for:
• Project Integration Management
• Project Scope Management - ensure that the project includes all the work required, and only the work required, to complete the project successfully
• Project Cost Management - planning, estimating, budgeting, financing, funding, managing, and controlling costs, so that the project can be completed within the approved budget
• Project Quality Management - incorporate the organization’s quality policy regarding planning, managing, and controlling project and product quality requirements, in order to meet stakeholders’ expectations
• Project Resource Management - identify, acquire, and manage the resources needed for the successful completion of the project
• Project Communication Management - ensure timely and appropriate planning, collection, distribution, storage, retrieval, management, control, monitoring, and ultimate disposition of project information
• Project Risk Management - conducting risk management planning, identification, analysis, response planning, response implementation, and monitoring risk on a project
• Project Procurement Management - purchase or acquire products, services, or results needed from outside the project team
• Project Stakeholders Management - identify the people, groups, or organizations that could impact or be impacted by the project, to analyze stakeholder expectations and their final impact on the project, and to develop appropriate management strategies for effectively engaging stakeholders in project decisions and execution.
ALTERNATIVES:
Manage the project with existing UTA staff. Program management of this project is a full time job. Not providing the necessary resources for project management would put this project at risk.
FISCAL IMPACT:
A project manager would cost about $200,000 per year in labor and another $25,000 in other costs. These costs will be charged to the project. There is no impact to the existing budget or adopted fund balances.