������

Regular scheduled meetings between the ������ and agency project teams are foundational to each partnership, facilitating open communication and providing opportunities to review program performance, address challenges in a proactive manner, and collaborate on efforts to drive continuous optimization and program improvement. The ongoing meeting cadence is in addition to quarterly business reviews (QBRs), when the project and management teams come together to discuss program alignment with the agency’s strategic goals and objectives, and future planning to support the program’s growth.

Throughout the program and customer lifecycle, agency partners benefit from the ������ project team’s support in their decision-making processes. Improvement opportunities identified during regular scheduled meetings leverage insights from the Data Reporting Suite and are reviewed using detailed analyses conducted by the ������ project team. These inform adjustments to program parameters and settings, including the implementation of new ������ products or features to further enhance operations and service delivery. Empowered by recommendations from the ������ project team, the agency’s project and management teams can make data-informed decisions that ensure the program hits its KPIs and overall goals.

Alongside  ������’s commitment to the continuous optimization of its paratransit and  microtransit technology, the ������ project team is dedicated to setting the  agency’s project team up for effective utilization and helping drive the  continuous improvement of the program. With both teams working together in  close collaboration, improvement opportunities are proactively identified and  then implemented to ensure the program’s full potential is realized. As  agency partners reach greater efficiency in operations and service delivery,  the efficiencies gained can be used to scale the program itself or expand to  other public transit use cases.

From supporting deployments with the largest urban transit agencies in North America, like Southeastern Pennsylvania Transportation Authority (SEPTA), to rural systems and communities like Concord Kannapolis Area Transit (Rider Transit), each ������ project team is made up of highly experienced team members that have planned, implemented, and managed programs across a portfolio that encompasses every size, use case, and requirement. Leveraging their collective experience from all other ������ deployments, insights and best practices are used to guide the agency’s project and management teams in their decisions, ensuring the delivery of a successful and sustainable program that meets the mobility needs of their city or community.

Integral to the long-term success of each ������-empowered program is a comprehensive reporting suite that provides the agency’s project and management teams with the insights needed to make informed, data-driven decisions. All metrics and data from each program are compiled into different formats, such as standardized emailed or stored canned reports, raw data exports, and customized reports when needed.

The reporting suite also supports agency partners with external requirements from governing bodies like the Federal Transit Administration (FTA) or the Canadian Urban Transit Association (CUTA). It simplifies compliance with records such as the FTA’s National Transit Database (NTD) through streamlining the data submission process.

Throughout the program lifecycle, the ������ project team continues to monitor the service, working together with the agency’s project team to proactively address areas of improvement and promptly respond to service issues. In leveraging the Performance Dashboard and data reporting suite, as well as recommendations from the ������ project team, agency partners are able to continuously deliver service that both meets and exceeds the expected KPIs.

An essential tool during the training process is ������ University, an online learning portal that offers a high-level introduction to the ������ platform. Assigned to the operations team prior to pre-launch training, ������ University incorporates self-paced courses and assessments, which they can return to as often as needed. Familiarity with the ������ platform through ������ University encourages team members to actively participate during pre-launch training, resulting in more productive and helpful sessions.

Led by  ������’s Training Manager, pre-launch training can be conducted in person and  virtually in the days leading up to the program launch. Delivered through  user-specific courses that match the agency’s updated standard operating  procedures, the project and operations teams participate in sessions that  include guided instruction and hands-on practice using the ������ platform.

As technology and the ������ platform evolve, agency partners can find opportunities to improve on service delivery through leveraging new products and features. To support this, training tools and resources are continually updated, empowering the agency’s project and operations teams to build on their competencies and further expand their skills. Continuous learning, when the agency and ������ are aligned on the approach, is foundational to the long-term success of the program.

Using information and insights gained from the discovery and data collection process, the ������ project team designs the service within the ������ platform, configuring service parameters and settings to address the program’s specific use case and requirements. Emphasis is also placed on a design that can both achieve the agency’s goals and objectives, and meet the mobility needs of their riders.

To  validate the service design, the ������ project team runs simulations using  vehicle schedules provided by the agency, loading in both real and simulated  trips. This is an iterative process that includes fine-tuning the program’s  parameters and settings to test the design’s ability to meet the agency’s  goals and objectives. Once validated, it provides a defined roadmap to  successful implementation and service delivery.

The service modeling and simulation results are presented and discussed with the agency’s project team to confirm the service design and expected KPIs align with their goals and objectives. With their approval, both project teams can move ahead with the implementation process, confident that the program can meet its KPIs and goals, and is set up for long-term success.

The ������ project team offers ongoing consulting throughout the planning process, providing guidance for program decisions using insights and best practices learned from their experience with various service designs across ������’s broad customer base. As with all aspects of the partnership, consulting is a collaborative process that includes balanced and constructive discussions that prioritize delivering the best outcomes for the end users: from the agency’s functional teams and operational partners, to riders.

All inquiries are submitted through the Help Desk, where the ������ technical support team promptly reviews the ticket. Following an automatic reply that provides recommended Knowledge Base content related to the inquiry, the technical support team works with the user to address the request or resolve the ticket. Response time to inquiries adhere to the program’s service level agreement, ensuring timely resolution of critical or urgent issues.

Using a rotating all-hours emergency response system supported by the ������ project and technical support teams, on-call team members are immediately notified of critical issues to ensure prompt resolution. An emergency phone line is also available to agency partners, in the event that a ������ team member needs to be contacted outside business hours. Demonstrating ������’s commitment to customer success, this level of customer support ensures high system reliability in helping maintain 99.99% uptime.

Using the collected data, the ������ project team configures the platform to match the service model determined during the planning process. This step includes additional simulations, testing, and iteration until the ������ project team is confident that the system is set up to achieve the expected KPIs as defined by the agency’s project team.

Change can be challenging for agencies, especially when it comes to transitioning from legacy systems that have been in place for years, or even decades. Recognizing this, each paratransit program includes a change management lead on its ������ project team, a resource focused on supporting the agency in navigating the transition.

The change management lead works with both the project and functional teams to understand the existing standard operating procedures (SOPs), helping them update the existing SOPs or develop new ones that account for the changes that will be introduced with ������’s paratransit software. Alongside a comprehensive training program, the functional teams are educated on the ways they can use the technology to improve their operations.

Empowered with the right resources and knowledge, each team becomes more confident in their ability to deliver the service using ������’s paratransit software—building trust that this change is a positive one.

Marketing is essential to the success of any program and the ������ marketing team is available to support agency partners with consulting and execution services. In collaboration with the agency’s project and marketing teams, they will develop comprehensive strategies, create targeted campaigns, and provide marketing templates and assets to support the program’s launch. Post launch, the ������ marketing team can assist with initiatives to enhance service awareness, improve customer retention, and increase ridership.

The planning and implementation process has led to this pivotal point—launch day. In the week leading up to the launch, the final training sessions are completed, and outstanding questions or concerns are addressed. Depending on the program, the ������ project team will be on site to support the agency’s project team, with the ������ technical services team monitoring the launch remotely, on hand to adjust program settings as needed.

This extensive level of support is provided to ensure a successful launch, one where the agency’s operations team is confident in the transition to the ������ platform, and the project team is empowered to lead the operations team in the days and weeks to come.

For eight weeks following the launch, the ������ project team will actively monitor the program and its KPIs, offering guidance and recommendations on how the agency’s project team can use the tools and data within the ������ platform to further enhance operations and service delivery. There to address questions, investigate scenarios, and adjust program settings as needed, the ������ project team is committed to the continuous improvement of the program during the hypercare stage, and throughout the entire program and customer lifecycle.