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Staff Report #2March 2, 2016

To All Commissioners

Re: Technology Plan

Recommendation

The Commission APPROVE the Technology Plan as set out in Enclosure I, noting the Technology Plan iscongruent with the approved 2015-2018 Business Plan and associated 2015-2018 Financial Plan.

Background

The draft Technology Plan was approved in principle by the Commission at the January 25, 2016 meeting.Subsequent to approval in principle, Task 3 of the plan was completed. Task 3 expanded upon the list ofpriority items included in the draft plan. The technologies and activities that have been identified to be

addressed in the short to medium term include: Addressing staff resource issues

Fixed route CAD/AVL enhancements

Specialized Scheduling and Dispatch System

Development of IT policies

Refresher training

Disaster recovery plan

Telephony system replacement business case

Interactive Voice Response system replacement business case

Radio way-forward business case

Server and storage infrastructure update

The tasks associated with the completion of each of the items set out above have been identified in the finalplan as well as the estimated costs and timelines associated with each task.

Steps are underway with respect to addressing the staff resource issues, it is anticipated that an additional ITresource will be added to the complement by mid to late March.

The request for proposal for the replacement of the Specialized Scheduling and Dispatch system has closedand bids are being assessed. Recommendation for contract award will be tabled at the March Commissionmeeting. Subsequent to contract award, the project will begin, noting the implementation is anticipated totake three to five months.

Given the pressing current storage and server needs associated with the Specialized Scheduling andDispatch system implementation as well as other upcoming needs, it should be noted that several of the initialsteps in Project D IT are already underway. Pilot VM/SAN platforms have already been researched and willbe installed in the near future.

Depending on the nature of the work involved with the remaining activities, they have either been included inthe final 2016 Work Program as set out in Staff Report #1, dated March 2, 2016, or will be addressed as partof the day to day operation and implementation of the Technology Plan. Updates on progress will beprovided to the Commission via quarterly update reports or as specific reports depending on the nature andextent of the update.

Enclosure

I Technology Plan

Recommended by:

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London Transit CommissionTechnology Plan

ask 3: Technology Plan

Prepared for London Transit Commissionby IBI Group

February 24, 2016

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IBI GROUPLONDON TRANSIT COMMISSION TECHNOLOGY PLANPrepared for London Transit Commission

Document Control Page

February 24, 2016

CLIENT: London Transit Commission

PROJECT NAME: London Transit Commission Technology Plan

REPORT TITLE: London Transit Commission TechnologyPlan

IBI REFERENCE: 36814

VERSION: 2.0

DIGITAL MASTER: J:\36814_LTC_Technolo\5.0 Design (Work) Phase\3.0 TechnologyPlan\STR_TechnologyPlan_All_v2_2015-02-24.docx

ORIGINATOR: D. Duong, M. Mandelzys; G. De Santis; M. Sawaf; S. McDermott

REVIEWER: D. Parker; A. Leslie

AUTHORIZATION: D. Parker

CIRCULATION LIST:

HISTORY:

0.1 Report Outline to Client ............................................. 2016-01-210.9 Internal Draft ............................................................. 2016-02-191.0 Draft for Client Review .............................................. 2016-02-192.0 Final Consolidated Report ........................................ 2016-02-24

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IBI GROUPTASK 3 TECHNOLOGY PLAN (OUTLINE)Prepared for London Transit Commission

Table of Contents

February 24, 2016 i

1 Introduction ......................................................................................................................... 1

2 LTC Technology Vision ...................................................................................................... 2

3 Technology Plan ................................................................................................................. 5

3.1

Project AFixed Route CAD/AVL Enhancements ................................................. 6

3.2

Project BParatransit Scheduling and Dispatch .................................................... 7

3.3

Project CStrategies .............................................................................................. 7

3.3.1

Social Media Policy ..................................................................................... 8

3.3.2

Refresher Training ...................................................................................... 9

3.3.3

Open Data Policy ........................................................................................ 9

3.3.4

Security Plan ............................................................................................. 10

3.3.5

Disaster Recovery Plan ............................................................................ 11

3.4

Project DIT ......................................................................................................... 12

3.5

Project ETelephony ............................................................................................ 15

3.5.1

VoIP Telephony System Upgrade ............................................................. 15

3.5.2

Interactive Voice Response (IVR) System ................................................ 16

3.5.3

Initial Actions ............................................................................................. 16

3.6

Project FRadio ................................................................................................... 17

3.6.1

Initial Actions ............................................................................................. 17

3.7

Plan Summary ....................................................................................................... 18

3.7.1

Initial Deployment Actions ......................................................................... 18

3.7.2

Overall Future Vision................................................................................. 18

3.7.3

Project CSocial Media ........................................................................... 20

3.7.4

Project COpen Data .............................................................................. 21

3.7.5

Project CSecurity Plan .......................................................................... 22

3.7.6

Project CDisaster Recovery Plan .......................................................... 22

4 Staffing ............................................................................................................................... 23

5 Deployment Considerations ............................................................................................ 24

5.1

Deployment Steps and Actions .............................................................................. 24

5.1.1

Concept of Operations and Business Case Stage ................................... 24

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IBI GROUPLONDON TRANSIT COMMISSION TECHNOLOGY PLANPrepared for London Transit Commission

Table of Contents (continued)

February 24, 2016

ii

5.1.2

Plans Stage ............................................................................................... 24

5.1.3

System Specifications Stage .................................................................... 24

5.1.4

Procurement Stage ................................................................................... 24

5.1.5

Implementation Stage ............................................................................... 25

5.2

Projects Costing ..................................................................................................... 26

5.2.1

Alternate Cost Scenarios .......................................................................... 27

5.3

Timelines and Capital Program Budgets ............................................................... 27

5.4

Staffing Phasing ..................................................................................................... 29

5.5

Regular Review of Technology Plan ...................................................................... 29

Appendix A Task 1: Existing Conditions and Needs Assessment

Appendix B Task 2: Technology Analysis

Appendix C Radio Technology Comparison

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LONDON TRANSIT COMMISSION TECHNOLOGY PLAN

Prepared for London Transit Commission

February 24, 2016 1

1 Introduction

The London Transit Commission (LTC) has retained IBI Group to develop a Technology Plan(herein known as the Plan). Various technologies deployed at LTC are approaching end-of-lifeand LTC will need to decide whether to re-invest or migrate to newer systems. Additionally, theTransit Technology and Information Technology landscape has seen significant advancements.Hence, the Plan will assess how well current and available technology addresses LTC needs.

The work consists of the following three tasks:

Task 1: Existing Conditions and Needs Assessmentdocuments existing technologyconditions and identifies LTC technology needs (Appendix A).

Task 2: Technology Analysisconsiders what gaps need to be addressed to enhancetechnology relative to the identified needs, and available technologies that could bedeployed to do so (Appendix B).

Task 3: Technology Planstructures the selected technologies and activities into asequence of projects detailing timelines, capital/ancillary/operational costs, anddependencies (present report).

This Task 3 report combines the findings from the Task 1 and Task 2 documents to establish aframework for executing six project packages to improve LTC internal operations and delivery ofservice to customers.

This report is divided as follows:

Section 2 presents a system concept that captures all technologies and activitiesidentified in the plan;

Section 3 describes each project package including key functionality and initial

deployment actions; Section 4 highlights staffing considerations for supporting current and future

technologies. In particular, it looks at suggestions related to new hires and/oroutsourcing support models; and

Section 5 outlines the typical project deployment methodology and provides a proposedimplementation schedule for the next 5 years, with corresponding capital and operatingcost estimates for each year.

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February 24, 2016 2

2 LTC Technology Vision

In Task 2, technologies and activities to address LTC needs were evaluated. The technologiesand activities were classified into categories based on priorities and costs, for (1) short to

medium term and (2) longer term.

Technologies and activities for short to medium term deployment include:

New Hires and/or Outsourcing;

Fixed Route CAD/AVL Enhancements;

Paratransit Scheduling and Dispatch Management Procurement;

Social Media Policies;

Refresher Training;

Regular Review of the IT Infrastructure and Strategic Plan;

Disaster Recovery Plan;

Telephony System Business Case;

IVR Business Case;

Radio Way Forward Business Case; and

Server and Storage Infrastructure Update.

Technologies and activities for longer term deployment include:

Centralized Data Warehouse & Business Intelligence; and

Yard Management System

Only technologies and activities for short to medium term deployment are evaluated in this

report.

Exhibit 1andExhibit 2show the existing system vision diagram and short to medium termdeployment system vision diagram, respectively.The existing system vision diagram shows ahigh level overview of all ITS, IT, telephony and communication systems currently existing orbeing deployed at LTC. The future system vision diagram illustrates all new systems and alsoshows where there will be change to existing systems, if applicable.

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ONDON TRANSIT COMMISSION TECHNOLOGY PLAN


ebruary 24, 2016 3

Exhibit 1 Existing System Vision

Central System (Highbury)

LTC Website(WebWatch)

CAD/AVL(Trapeze)

Scheduling andDispatch

Paratransit

(TransView)

MaintenanceManagement

System (Enrich)Central System (Wonderland)

Voice

(Spectrum)

Paratransit On-board SystemsTraveller Information System

Wayside

DynamicSigns

Conventional Bus On-board Systems

CAD/AVL

(Trapeze) APC**

On-boardCameras

(Seon)

TSP Emitters

(Opticom)Routers (Digi)

Farebox

System (GFI

CENTSaBILL)

Smart Card

System (S&B)

Workstations (Highbury)

Scheduling

and DispatchRadio Radio

Console

Online

Information

(WebWatch)

IVR (Ontira)

GTFS DataFeed

Existing, Requires

Reconfiguration or

Replacement

LEGEND

Central VideoSoftware

**Deployed on new buses as purchased

Fibre

(Bell) CAD/AVL(Trapeze)

Fare Collection

(GFI)

On-Board

Cameras(Seon)

Security

Cameras (dvtel)

Phone System(Avaya)

Radio

ConsoleCrystal

ReportingSystem

Smart CardSystem Oracle

Database (S&B)Radio

Existing

Being Deployed

Cellular

(Rogers)

Phone System

(Siemens HiPath)

Radio Console

Back-up

Radio

(Spectrum)

Existing

Outsourced

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ebruary 24, 2016 4

Exhibit 2 - Future Systems Vision


LTC Website

(WebWatch)

CAD/AVL

(Trapeze)

Scheduling

Paratransit

Maintenance

Management

System (Enrich)

Central System (Wonderland)

Voice

(Spectrum)



CAD/AVL

(Trapeze)APC

On-Board

Cameras

(Seon)

TSP Emitters


Farebox

System (GFI

CENTSaBILL)

Smart Card

System (S&B)


Scheduling

and DispatchRadioRadio

Console

Online

Information

(WebWatch) Central Video

Software

Fibre

(Bell)

CAD/AVL

(Trapeze)

Fare Collection

(GFI)

On-Board

Cameras

(Seon)

Security

Cameras (dvtel)

Phone System

(Avaya)

Crystal

Reporting

System

Smart Card

System OracleDatabase (S&B)

Radio

(Spectrum)

Dispatch

Paratransit

Radio

GTFS Data

Feed

Wayside

Dynamic Signs

IVR (Ontira)

GTFS RealTime Data

Feed

Alerts Data

Feed

Cellular

(Rogers)

On-Board

Computer

Radio

Console

Field Systems

Portable

Smart Card

Readers

Phone System

(Siemens HiPath)

Radio Console

Back-up

Radio

or

WiFi

LEGEND

Existing

Existing

Outsourced

Upgraded

New

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February 24, 2016 5

3 Technology Plan

The technologies and activities identified as for short to medium term deployment have been

grouped into six (6) project packages. Each is described in the following sections with specificfocus on:

Goals;

Technologies and Capabilities;

Benefits; and

Initial Deployment Actions.

For deploying most of the IT and transit technology projects, IBI Group recommends followingthe System Engineering V model as illustrated inExhibit 3.This methodology flows frominitiation of a project (i.e. business case derived from the Concept of Operations and High-levelRequirements), through establishing detailed system specifications, and on into deployment,

testing, and final close out.Exhibit 3 System Engineering Life Cycle

The System Engineering V model supports traceability to business needs and systemrequirements through all stages of project implementation and testing. For example, test plans

are reviewed against system specifications to verify that testing will demonstrate the deployedsystem meets all requirements. The ultimate goal is to ensure that the system being deployedmeets the business needs as laid out in the business case.

The core underlying concept is that the upward steps in the integration, verification and

validation leg involve assessment that traces back to the system requirements (at the same

vertical level in the downward leg for definition and decomposition). So the initial integration

and testing assessment level traces back to the detailed design requirements, to assess that

the system was implemented in accordance with the design. But then a su bsequent verificationassessment should assess whether the system addresses the business needs (as representedby the higher level requirements).

Concept of Operations Operations & Maintenance

High-Level Requirements

System Verification

Detailed Requirements

High-Level Design

Subsystem Verification

Implementation

Detailed Design Integration & Testing

Time

Integration,Verification,and

Validation

Definitionand

Decomposition

AssessmentBusiness Case

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February 24, 2016 6

By the time a project has progressed through to operations and maintenance the assessmentshould be considering whether to update the original concept of operations to reflect theevolution in business needs and the overall operational environment. An updated concept ofoperations could then be used to reconsider the higher-level requirements, to determine whetherchanges to the system implementation are warranted.

3.1 Project AFixed Route CAD/AVL Enhancements

LTCs existing Trapeze TransitMaster Computer Aided Dispatch/Automatic Vehicle Location(CAD/AVL) system was implemented in the late 2000s, with subsequent changes limited toadding custom report functionality. The CAD/AVL system has improved operational control fordispatchers. However, the large volume of real-time information creates challenges related toprioritizing issues and also to responding consistently and optimally to the variety of events thatoccur during transit operations.

Replacement of LTCs CAD/AVL system is not necessary at this time, and this project looks at

enhancing the existing system to more effectively utilize it. For example, the Trapeze IntelligentDecision Support (IDS) system module includes newer functionality that incorporates real-time

and archived data to prioritize issues for dispatchers andindicate predefined action plan steps for dispatchers tofollow in various situations.

Key Functionality

Prioritize information presented to dispatchers sothat high impact items are acted on first;

Recommend dispatch actions (e.g. short turns,additional trips, detours) based on real-time dataand pre-defined business rules, to improveservice delivery;

Provide recommendations on actions to recover

from emergency situations; and

Document dispatcher actions and demonstrateimpacts (audit trails)

Initial Deployment Actions

Since the CAD/AVL system will not be replaced, initial actions would focus on investigating thefeasibility of acquiring this functionality from Trapeze via their IDS module.

More detailed fact finding (including a request for information and demonstrations from Trapeze)would be undertaken to better understand the functionality available in the IDS module andclarify pricing. Based on this, a business case would be developed to determine if projectedbenefits justified the costs.

If yes, Trapeze could be contracted to provide, configure, and train LTC on the IDS module. Thecontract would identify specific functionality required to be delivered so that Trapeze would beaccountable. A key IDS characteristic is providing a toolkit that enables an agency-specificconfiguration to support a specifically selected set of situations. There will be key decisions onwhich situations IDS should cover (at least initially) and on what configuration Trapeze would dorelative to in-house configuration by LTC or its consultants (which IDS also enables).

If no, the feasibility of other options for providing the functionality requested by LTC could beinvestigated, such as integration with third party software using APIs.

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February 24, 2016 7

3.2 Project BParatransit Scheduling and Dispatch

LTC is currently deploying a paratransit scheduling and dispatch system to replace their existingEnghouse Transportation TransView software. The scheduling and dispatch system will enableLTC and its contracted service provider(s) to manage, schedule, and dispatch specialized transit

services with high efficiency (in light of the continuous growth in demand for these services).This project is currently in the procurement stage.

The new system will address a number of existing software limitations, in particular related tominimizing manual effort in trip booking, scheduling and auditing, as well as for enabling easiercustomer booking and improved vendor support.

Key Functionality

Track clients during the registration process through to acceptance;

Real-time trip booking;

Phone and internet trip management;

Integration with conventional transit to support multi-modal trip booking;

Automated manifest creation, with physical and electronic distribution;

Predefined and ad-hoc report capabilities;

Vehicle tracking; and

Live manifest updates and text communications to/from vehicles


Requirements for this system have already been defined and the procurement is underway.Next steps for this project are to select and contract with a preferred vendor, followed by movingforward with implementation.

3.3 Project CStrategiesThis project packages together developing organizational policies and plans including:

Social Media Policies;

Refresher Training;

Open Data Policies;

Security Plan; and

Disaster Recovery Plan.

Developing and implementing these plans and policies will directly affect the use of certain ITand transit technologies that support LTC operations, and user responsibilities. Specific systems

affected by each policy are identified in each section below, and illustrated in the diagrams ofSection3.7.

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February 24, 2016 8

3.3.1 Social Media Policy

The objective of Social Media Policy is to provide another channel where LTC can reach out toto keep riders better informed. Social media also helps target a younger demographic.

Key Functionality

As part of Social Media Policy development, the following areas should be considered:

What is the overarching goal for use of social media?

Who is the target audience?

Which social media channels will LTC use?

What is the purpose of the communications?

o Will communications be made for service announcements?

o Will route-specific delays over a certain threshold be communicated? And whatwould the appropriate threshold be?

o

Will communications be made for general information? What will the communication schedule be?

How will LTC promote its social media channels?

Who will generate the communications for LTC social media channels?

How will communication format and content be standardized? Both for allcommunications on a single channel, and with communications disseminated throughother means.

Affected Technologies and User Groups

The list of technologies and user groups affected by Social Media Policies will be addressed inthe final definition of policies. Technologies and user groups potentially affected are illustrated in

Exhibit 7and listed below:

CAD/AVL System;

Real time customer information feeds;

Dispatchers; and

Customer service personnel.

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February 24, 2016 9

3.3.2 Refresher Training

This sub-project will formalize the lunch-n-learns that LTCis already undertaking to maintainuser proficiency. We recommend that LTC consider including Training Voucher options as partof future technology deployment projects. Training Vouchers will allow LTC to bring in their

vendors to perform additional training as required. Additionally many vendors offer onlinewebinars and host user conferences for customers, which can be leveraged as part of therefresher training plan.

Key Functionality

What would be the format, frequency and duration of the lunch-and-learns?

How would staff proficiency be gauged before and after?

o Currently Survey Monkey is used for self-assessment

What types of systems would LTC train their staff on using the lunch-n-learn approach?

Will lunch-n-learns be open to all? Or will enrollment eligibility be governed by a list foreach topic/subject area?

Which vendors provide online webinars? Which LTC staff should attend thesesessions? How frequently should they attend?

Should LTC be attending product user conferences? If yes which staff should beattending the conferences, of which vendors and at what frequency?


Refresher Training would be essential for all systems existing at LTC and hence all systemswould be affected by the strategy.

3.3.3 Open Data Policy

Open Data can be freely used, re-used and redistributed by anyone without restrictions.

Generally this information is made available in a consistent documented structure and ismachine readable to facilitate open use.

For transit agencies open data most commonly refers to schedule data, system usage data (e.g.ridership), and real time data (e.g., vehicle location, predicted stop arrival times, service alerts).Not all agency data should or can be shared openly (e.g. employee personal information).

Many government organizations and transit agencies have published open data polices thatcould be used as a starting point for LTC to develop their own.

Key Functionality

The following areas need to be considered in creating LTCs Open Data policy:

Who is the target audience (e.g. app developers)?

What data will be provided?

What are the data sources?

o Conventional CAD/AVL (GTFS-realtime feed)?

o Conventional Scheduling (GTFS export)?

In what format will the public get this information (e.g., XML, GTFS-realtime)?

o How will LTC create the feed from its multiple data sources?

How frequently is each type of data updated?

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February 24, 2016 10

Do users have to agree on an open licence agreement? Do users have to beregistered? This is especially important for frequently updated (real time)data, since itallows LTC to limit data usage to limit abusive data requests that can interfere with useby others.

Affected Technologies and User GroupsThe list of technologies and user groups affected by Open Data Policies will depend on their finaldefinition. Technologies and user groups potentially affected are illustrated inExhibit 8andlisted below:

CAD/AVL System;

Real time customer information feeds;

GTFS static data feed; and

Customer service personnel.

3.3.4 Security Plan

A security plan will define a minimum set of security controls to protect information systems. Theplan will allow LTC to understand its security vulnerabilities, system owners, and mitigationstrategies.

Key Functionality

The following areas should be considered when drafting the security plan:

What are LTCs IT assets? This can be initially derived from the three Technology Plandeliverables

Perform an IT security risk assessment. This should include a table top exercise onscenarios (e.g. virus, hacking, physical damage, mistakes by personnel that affect thesystem).

Prioritize IT systems. Which systems are critical to LTC operations?

Who is the system owner? Who will be responsible for managing issue resolution?

Develop the appropriate precautions. How will LTC protect its assets from the identifiedrisks (e.g. access controls)?

Possible remedial steps:

o Changing passwords where default passwords are used

o Eliminating shared User IDseach person should login with their own

o Implementing User Access Control and logging of system access

o Tightening security policies implemented on firewalls

o Implement change management discipline to prevent unauthorized systemchanges


A Security Plan for all IT systems would be adopted during this project, which in turn wouldaffect all systems in the vision diagram.

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3.3.5 Disaster Recovery Plan

The Disaster Recovery Plan (DRP) would encapsulate all the necessary information to help LTCmaintain operations after a disaster event, in some capacity. The DRP should be written toenable LTC to restore critical systems even without an IT user on hand.

Key Functionality

The following are areas that need to be considered during development of the DRP:

Define the scope of the DRP.

Define the Disaster Recovery Teams and Responsibilities, including but not limited to:

o Disaster Recovery Lead, responsible for all decisions related to the DR efforts;

o Disaster Recovery Management Team, responsible for overseeing the DRprocess;

o Facilities Team, responsible for the physical facilities that house IT systems;

o Applications Team, responsible for ensuring that all critical enterprise

applications operate during a disaster; and

o Communications Team, responsible for all communications during a disaster.

Organizational processes for dealing with a disaster (i.e., steps to be followed).

List and rank all IT system, to identify which are mission critical and may need to besupported by a Disaster Recovery (back-up) site

Describe steps to achieve active back-up sites for all critical systems

Describe steps to achieve the ability to restore all IT functionality for all systems

Distinguishing between redundancy and high availability.

Encompassing Disaster Recovery as a system solution for high availability, and also as

processes to work-around system unavailability.

Defining the RTO and RPO for each critical application:

o RTORestore Time Objectivehow long can pass before application recovers

o RPORestore Point Objectivehow much data can be lost while app recovers


The Disaster Recovery Plan will need to encompass all IT systems. Though only criticalsystems may require mirroring in a Disaster Recovery site, all systems need to be evaluatedthrough plan development to establish which require this and which do not.

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3.4 Project DIT

In the pursuit of delivering safer and more efficient service to customers, LTC has or iscontinuing to deploy additional supportive technologies. These include scheduling, dispatching,automatic passenger counting, automated announcements, and maintenance systems. In the

current generation IT and transit technology deployments the central system for each applicationand database is generally tied to distinct hardware (seeExhibit 4).

Exhibit 4 Example of an older CAD/AVL IT deployment model

The older model for IT and transit ITS deployments is generally referred to as 3-tier(workstations, applications, databases). This is not an optimal use of support personnel andphysical IT resources. Server infrastructure is often underutilized and the ability to change thedatabase resource configuration quickly is limited. Many agencies spend a large portion of theirIT resources maintaining such legacy systems.

Virtualization technology allows multiple servers or databases to be consolidated as multiplevirtual machines (VM) on each physical server. This model allows the same number of systemsto be deployed on fewer physical servers. Storage Area Networks (SAN) similarly allowed a poolof storage on the network to used in a flexible manner by multiple servers. Exhibit 5 shows anexample of a CAD/AVL system deployment using a VM/SAN model.

VM technology will allow LTCs IT department to optimize the utilization of physical IT resourcesby applications servers and databases, based on the real-time needs of each individualapplication. CPU, memory, storage, and I/O devices can be dynamically shared betweendifferent VM application servers and databases. Database sizes can be easily adjusted asneeds grow. There will also be an overall reduction of physical hardware, since when eachapplication server or database has dedicated physical hardware each much have dedicatedspare capacity while in a VM/SAN model access to the spare capacity can be shared. SuchVM/SAN infrastructure can also be designed for redundancy (i.e., with cold back-ups or mirroredVMs/storage on distinct physical hardware).

Clients

Admin

OS OSOS

APP APP APP

LTC Network

LTC Network

Real-time Database Reporting Database

Real-timeCAD/AVLserver

PublicInfoServer

Reportingserver

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Key Requirements

Define and deploy the physical and software infrastructure going forward (e.g.,enterprise servers and storage hardware, VM and VM/SAN software) to support LTCsshift towards virtualization;

Put-in place mechanisms to specify virtualization requirements for each future LTCproject; and

Consider vendor hosted VM/SAN solutions for future projects, where it makes sense.

Exhibit 5 Example of a CAD/AVL VM deployment model

Clients

Admin

OS OSOS

APP APP APP

LTC Network

LTC Network

Real-timeDatabase

ReportingDatabase

Real-timeCAD/AVLserver

PublicInfoServer

Reporting server

VM/SAN

Virtualization SW

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LTC should develop a Concept of Operations (ConOps) and business case, to define high-levelrequirements for the VM/SAN infrastructure and justify funding this endeavor. Someconsiderations that will need to be reflected in requirements for future projects include:

Application virtualization software environment requirements: Primary vendors forapplication virtualization software are VMware vSphere, Microsoft Hyper-V, and CitrixXenServer.

Virtualized storage environment requirements: Solutions for storage virtualizationinclude VMwares Virtual SAN and Microsofts Clustered Storage Spaces.

Enterprise (host) VM-aware server and storage hardware requirements.

Virtual Machine monitoring and management tools requirements, based on identifyingLTC monitoring and management requirements.

The first step for developing the ConOps would be a detailed inventory for the current state ofthe IT system. This would include reviewing all system documentation and interviewing LTC

stakeholders. The primary purpose of the review will be to identify gaps in the current systemand stakeholder needs. Gaps would be used to identify and quantify potential benefits that canbe achieved through an IT system upgrade.

The second step for developing the ConOps would be a technology review. Each of thetechnologies and technical considerations identified above would be evaluated based onestimated costs and ability to meet stakeholder needs. The technology review would alsoprovide an opportunity to refine benefit estimates based on the capabilities of each technology.

High level system specifications would be created based on the needs and gaps identifiedthrough these preparatory steps. These specifications would constitute the core of the ConOps,and enable developing preliminary implementation and migration plans.

The ConOps will feed into the later stages of the IT infrastructure deployment, as shown inExhibit 3.

Costs and benefits identified in developing the ConOps would be used to create a benefit costanalysis for the business case backbone. The business case would help establish if the benefitsjustify the costs.

With a positive business case, LTC could continue with procuring an updated IT system basedon the implementation plan identified in the ConOps.

Without a positive business case, the feasibility of other projects identified in this plan should stillbe evaluated through developing their business case and ConOps. The business case for thisparticular project would be periodically revisited when the Technology Plan is being updated,Evolving needs and technology options may make the project feasible in the future.

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3.5 Project ETelephony

This project includes steps towards evaluating and possible implementing a Telephony SystemReplacement, and an IVR Replacement.

3.5.1 VoIP Telephony System Upgrade

A ConOps and business case for upgrading the LTC telephony system to a Voice over InternetProtocol (VoIP) based system will provide information needed for deciding whether to proceedwith the procurement. VoIP systems provide several benefits over traditional telephony systemsincluding but not limited to:

IP based multimedia applications to improve the user experience;

Integration with multiple messaging systems (e.g. e-mail, SMS, voicemail) through aunified interface to improve productivity;

Lower phone service costs;

Easier maintenance;

Built-in disaster recovery and business continuity capabilities; and

Feature rich functionality, such as caller ID and taking calls using workstations.

The ConOps should consider Private Branch Exchange (PBX) and Session Initiation Protocol(SIP) Trunking systems. All VoIP technologies enable communication among multiple physicaloffices/sites connected over the internet, making telephony reliant on sufficient and reliableinternet connectivity for each site.

PBX systems can be deployed on premise or hosted remotely, and provide dedicated hardwaremaintained by the agency or service provider. Generally Hosted PBX solutions haveconsiderably lower capital costs, and provide built in disaster recovery and business continuitycapabilities.

SIP systems offer the features available from PBX systems with the added ability to channelmultiple forms of media (e.g., voice, text, video), through a single connection. These systemsprovide for more flexible configuration and greater bandwidth efficiency.

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3.5.2 Interactive Voice Response (IVR) System

Currently the LTC IVR server provides a single point of failure, a concern for the reliability of thiscustomer facing system. Additionally LTC generally has difficulty receiving responses from thecurrent IVR vendor. Improving the reliability and redundancy of the IVR system would be the

primary point of evaluation for a new IVR system. However, this would also provide anopportunity to evaluate expanded IVR functionality.

Three IVR architectures should be considered as part of the ConOps:

On premise solution;

Hosted solution; and

Incorporated into new VoIP telephony system.

3.5.3 Initial Actions

The first step for developing the ConOps would be a detailed inventory of the current state of thetelephony system. This would include reviewing all system documentation and interviewing LTC

stakeholders. The primary purpose of this review will be to identify gaps in the current systemand stakeholder needs. Gaps would be used to identify and quantify potential benefits that canbe achieved through a telephony system upgrade.

The second step for developing the ConOps would be a technology review. Each technologydiscussed above would be evaluated based on estimated costs and ability to meet the identifiedneeds. The technology review would also provide an opportunity to refine benefit estimatesbased on the capabilities of each technologies. Evaluation of VoIP technologies should becoordinated with developing business continuity and disaster recovery plans, as the telephonysystem will be integral to these plans.

High level system specifications would be created using the needs and gaps identified in thecurrent state inventory and information gathered in the technology review. These specificationswould constitute the core of the ConOps, and enable developing preliminary implementation and

migration plans.

The ConOps will feed into the later stages of IT infrastructure deployment, as shown inExhibit3.

Costs and benefits identified during ConOps development would be used to create a benefit costanalysis providing the business case backbone. The business case would be used to determineif benefits justify the costs.

If yes, LTC could continue with procuring an updated Telephony and IVR systems based on theimplementation plan identified in the ConOps.

If no, the feasibility of other projects identified in this plan could be evaluated through developinga business case and ConOps. The business case for this project would be periodically revisitedwhen the Technology Plan is updated, as evolving needs and technology options may make the

project feasible in the future.

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3.6 Project FRadio

This project looks at possible replacement of the radio system and the general way forward. Thecurrent Tait 400MHz radio system is meeting LTC needs, and with excess voice traffic capacity.Immediate action is not required. However, the radio system will be nearing end of life within five

years and a way forward plan is required. This report outlines the steps for evaluating the wayforward through developing a ConOps and business case as the radio system nears its end oflife. The ConOps would consider future data/voice needs, and other actions such as moving to atrunked system and adding a second antenna site to address minor coverage issues.

Additionally it should consider the feasibility of moving to a newer radio technology such as:

P-25;

DMR; and

TETRA.

3.6.1 Initial Actions

The first step for developing the ConOps would be a detailed inventory of the current state of theradio system. This would include reviewing all system documentation and interviewing LTCstakeholders. The primary purpose of this review will be to identify gaps in the current systemand stakeholder needs. Gaps identified through this process will be used to identify and quantifypotential benefits that can be achieved through a radio system upgrade.

The second step for developing the ConOps would be a technology review. A preliminarytechnology review has been conducted (included as Appendix C). Further work would berequired to expand this analysis to include cost estimates, and to refine benefit estimates.

High level system specifications would be created using the needs and gaps identified in thecurrent state inventory and the information gathered in the technology review. Thesespecifications would constitute the core of the ConOps and enable developing preliminaryimplementation and migration plans.

The ConOps feeds into the later stages of the IT infrastructure deployment, as shown inExhibit3.

Costs and benefits identified developing the ConOps would be used to create a benefit costanalysis providing the business case backbone. The business case would be used to determineif benefits justify the costs.

If yes, LTC could continue with procuring an updated radio system based on the implementationplan identified in the ConOps.

If no, the feasibility of other projects identified in this plan could be evaluated through thedevelopment of a business case and ConOps. The business case for this project would berevisited periodically when the Technology Plan is updated, as evolving needs and technology

options may make the project feasible in the future.

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3.7 Plan Summary

This section summarizes the projects described in sections3.1 to3.6 using updated systemvision diagrams. The summary is presented from two perspectives: (1) summary of all futurehardware systems, and (2) summary of systems affected by implementing the strategies in

Project C.

Separate vision diagrams have not been provided for the following strategies, which would needto consider and would likely affect all systems identified within the vision diagrams:

Refresher Training;

Security; and

Disaster Recovery.

3.7.1 Initial Deployment Actions

The initial actions needed will serve to start developing the strategies, which would include:

Confirm the initial scope of strategies to be addressed (e.g., social media policies,refresher training, open data, security plan, and disaster recovery plan).

o Would LTC like to pursue addressing more policy and strategy related areas?

o Consider combining this with an analysis of what peer agencies have in-place(i.e., best practices).

Interview key internal stakeholders for high-level needs

o Due to interconnections between strategies (e.g., Security Plan and DisasterRecovery; Open Data and Social Media Policies) these interviews can bestructured in a consolidated manner to reduce the total time needed (versusinterviewing separately for developing every individual policy/strategy)

Develop each policy/strategy

Adjust the Technology Plan, if needed, to account for needed supporting IT or transittechnology updates or new projects, if needed to implement policies or strategies

During the scoping of this project package, development for some of these policies/strategiescould be deferred at LTC discretion.

3.7.2 Overall Future Vision

Exhibit 6below illustrates LTCs future system vision that will be reached after implementingProject A, Project B and Project C. Project D will not affect the system vision diagram. Projects Eand F were not included as part of the future vision diagrams as they currently are in the processof evaluation and a decision to proceed with the projects in the future has not been made yet.

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ebruary 24, 2016 19

Exhibit 6 - Hardware Future System Vision



CAD/AVL(Trapeze)

Scheduling

Paratransit

MaintenanceManagement

System (Enrich)


Voice

(Spectrum)



CAD/AVL(Trapeze)

APCOn-BoardCameras(Seon)

TSP Emitters


FareboxSystem (GFI

CENTSaBILL)

Smart CardSystem (S&B)


Schedulingand DispatchRadio

RadioConsole

Online

Information(WebWatch) Central Video

Software

Fibre

(Bell)

CAD/AVL(Trapeze)

Fare Collection(GFI)

On-BoardCameras(Seon)

SecurityCameras (dvtel)

Phone System(Avaya)

CrystalReportingSystem

Smart CardSystem Oracle

Database (S&B)

Radio

(Spectrum)

Dispatch

Paratransit

Radio

GTFS DataFeed

WaysideDynamic Signs

IVR (Ontira)

GTFS RealTime Data

Feed

Alerts DataFeed

Cellular

(Rogers)

On-Board

Computer

Radio

Console

Field Systems

PortableSmart Card

Readers

Phone System

(Siemens HiPath)

Radio Console

Back-up

Rad

or

WiF

LEGEND

Existing

Existing

Outsourced

Upgraded

New

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ebruary 24, 2016 20

3.7.3 Project C Social Media

Exhibit 7below identifies all systems to be affected by implementing the Social Media policy.

Exhibit 7 - Social Media Policy Future System Vision


Scheduling

Paratransit

Maintenance

ManagementSystem (Enrich)


Paratransit On-board Systems


APCOn-BoardCameras

(Seon)

TSP Emitters(Opticom)

Routers (Digi)

Farebox

System (GFICENTSaBILL)

Smart CardSystem (S&B)


RadioRadio

Console

Central VideoSoftware

Fibre

(Bell)

Fare Collection

(GFI)

On-Board

Cameras

(Seon)

Security

Cameras (dvtel)

Phone System

(Avaya)

CrystalReporting

System

Smart Card

System Oracle

Database (S&B)

Radio

(Spectrum)

Dispatch

Paratransit


CAD/AVL(Trapeze)

CAD/AVL(Trapeze)

CAD/AVL

(Trapeze)

Scheduling

and Dispatch

Traveller Information System

OnlineInformation

(WebWatch)

Radio

GTFS Data

Feed

WaysideDynamic Signs

IVR (Ontira)

GTFS RealTime Data

Feed

Alerts Data

Feed

Cellular

(Rogers)

On-BoardComputer

RadioConsole

Field Systems

PortableSmart Card

Readers

Phone System(Siemens HiPath)

Radio Console

Back-up

Voice(Spectrum)

Radio

or

WiFi

LEGEND

Existing

Existing

Outsourced

Upgraded

New

Affected by

Policy

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ebruary 24, 2016 21

3.7.4 Project C Open Data

Exhibit 8below identifies all systems to be affected by implementing the Open Data policy.

Exhibit 8 - Open Data Policy Future System Vision


LTC Website

(WebWatch)

SchedulingParatransit

Maintenance

ManagementSystem (Enrich)


Voice

(Spectrum)



APC

On-Board

Cameras

(Seon)

TSP Emitters


Farebox

System (GFI

CENTSaBILL)

Smart Card

System (S&B)


RadioRadio

Console

Central Video

Software

Fibre(Bell)

Fare Collection

(GFI)

On-Board

Cameras

(Seon)

Security

Cameras (dvtel)

Phone System

(Avaya)

Crystal

Reporting

System

Smart Card

System Oracle

Database (S&B)

Radio

(Spectrum)

DispatchParatransit

CAD/AVL

(Trapeze)

CAD/AVL

(Trapeze)

CAD/AVL

(Trapeze)

Scheduling

and Dispatch


Online

Information

(WebWatch)

Radio

GTFS DataFeed

Wayside

Dynamic Signs

IVR (Ontira)

GTFS Real

Time DataFeed

Alerts Data

Feed

Cellular

(Rogers)

On-Board

Computer

Radio

Console

Field Systems

Portable

Smart Card

Readers

Phone System(Siemens HiPath)

Radio Console

Back-up

Radio

or

WiFi

LEGEND

Existing

Existing

Outsourced

Upgraded

New

Affected by

Policy

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ebruary 24, 2016 22

3.7.5 Project C Security Plan

A Security Plan for all IT system will be adopted during this project and will in turn affect all systems in the vision diagram.

3.7.6 Project C Disaster Recovery Plan

The Disaster Recovery Plan is critical to the operation of the agency during disaster times. The systems affected by the policy are identified inExhibit 9.

Exhibit 9 - Disaster Recovery Plan Future System Vision


Maintenance

Management

System (Enrich)


Voice

(Spectrum)



APC

TSP Emitters



Radio

Fibre

(Bell)

Phone System(Avaya)

Crystal

Reporting

SystemRadio

(Spectrum)

Dispatch

Paratransit

Farebox

System (GFI

CENTSaBILL)

On-Board

Cameras

(Seon)

Smart Card

System (S&B)

CAD/AVL

(Trapeze)

CAD/AVL

(Trapeze)

CAD/AVL(Trapeze)

Radio

Console

Scheduling

and Dispatch

LTC Website

(WebWatch)

Scheduling

Paratransit

Central Video

Software

Fare Collection

(GFI)

SecurityCameras

(dvtel)

On-Board

Cameras (Seon)

Smart Card

System Oracle

Database (S&B)


Online

Information

(WebWatch)

Radio

GTFS Data

Feed

Wayside

Dynamic

Signs

IVR (Ontira)

GTFS Real

Time Data

Feed

Alerts Data

Feed

Cellular

(Rogers)

On-Board

Computer

Radio

Console

Field Systems

Portable

Smart Card

Readers

Phone System

(Siemens HiPath)

Radio Console

Back-up

Radio

or

WiFi

LEGEND

Existing

Existing

Outsourced

Upgraded

New

Affected by

Policy

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4 Staffing

This section reviews LTC staffing needs, currently and associated with future projects

implementation. In particular, it looks at suggestions related to a new hire and/or outsourcing tosupport LTC. Currently LTC has one full-time management employee and one full-timesupporting IT employee, for operations and project deployments. As the number of systems hasincreased; including the current deployment of Smart Card and Paratransit Scheduling andDispatch systems, it is no longer possible to support systems at the desired level with existingresources.

Shortfalls in system support include the lack of a hardware replacement schedule, the lack of acomplete system architecture representation, and the inability to keep up with regular servermaintenance. Increased resourcing would allow LTC to improve in these areas. Maintaining ahardware lifecycle replacement schedule would reduce unplanned downtime. Maintaining asystem architecture representation would reduce the required effort for integrating new systems.Performing regular server maintenance would generally improve system performance.

An initial step has been made to address the resource gap by hiring for a new full time position.This position is expected to be filled by the end of the first quarter 2016. As the technologiesidentified in the Plan are implemented additional full time support may be required.

In addition to ongoing maintenance considerations, there are one-time costs associated withimplementing new systems and developing additional plans. Examples of the work associatedwith these efforts includes: developing detailed system specifications, drafting requests forproposals, bid assessment; and implementation assistance. One-time effort is more difficult toaddress with a full time position and we recommend this type of work continue to be outsourcedas required.

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5 Deployment Considerations

5.1 Deployment Steps and Actions

This section provides an overview of a typical methodology for technology deployments. Actualtasks required during each stage will vary based on the technology involved. This methodologyis divided into four stages: ConOps and Business Case; Planning; Procurement; andDeployment. Specific tasks associated with each stage are discussed in further detail below.

5.1.1 Concept of Operations and Business Case Stage

The ConOps and business case stage will determine if the benefits of a potential project justifycosts, and facilitate budget approval for each justified technology project. Generally this stagewill involve detailed review of LTCs current state (e.g. processes and systems) and anassessment of needs and gaps. This information will be used to develop a benefit-cost analysisof technology options, a system ConOps (e.g. changes to the current process) and a high-levelimplementation plan. Each business case will be assessed as to whether it is justifiable to move

forward with system procurement.

5.1.2 Plans Stage

Some projects are actually to develop new plans (see Section 3.3: Project C Strategies) orupdate existing plans (see Section 5: Regular Review of Technology Plan). These plans mayeventually feed back into the ConOps and Business Case Stages since new projects could arisefrom their development.

5.1.3 System Specifications Stage

Thorough planning will ensure LTC procures systems that meet the needs of all stakeholders.Tasks will include: specifications development and RFP packaging.

Detailed functional/performance and deployment process specifications will form the core ofeach contract between LTC and a vendor. It is essential these specifications be comprehensiveand concise. Specifications development will require input from all LTC stakeholders to use ormaintain the new system. Specifications should be functional/performance oriented to facilitatetesting during the implementation stage.

Front end and contractual material will be combined with the specifications as part of this task tocreate the overall RFP package for release to the vendor community, working in collaborationwith LTC Procurement. We recommend the best value procurement approach for deployingtechnology systems, as the state of the practice approach among transit agencies.

5.1.4 Procurement Stage

The procurement stage will facilitate selecting the most appropriate commercially available

solution for LTC needs. This stage may include a pre-proposal conference to discuss the projectwith potential proposers, as well as to address questions about the RFP and procurementprocess.

Proposals once received will be evaluated against criteria defined in the RFP. This initialevaluation stage may be supplemented using shortlist interviews with top ranked proposers, andthe evaluation process will ultimately conclude with selection of a preferred proposer. Once apreferred proposer is selected, contract negotiations will begin to finalize all aspects of thecontract including specifications, costs, and the terms and conditions.

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5.1.5 Implementation Stage

The implementation stage will commence after the contract is signed and conclude with finalsystem acceptance. Primary tasks include design review, testing, and installation.

During the design review the contractor will finalize documentation that explains how the system

will operate and meet the contract requirements. System configuration and requireddevelopment will also be defined as part of this task.

Testing will involve the contractor demonstrating that the installed system meets contractrequirements. There will be multiple testing stages throughout the implementation period. Thespecific testing stages required will vary with the nature of the system. Typically systems withequipment installed on the vehicle will have a Factory Acceptance Test (pre-installationintegrated testing), a Mini-Fleet Test (small scale post-installation integrated testing), and aSystem Acceptance Test (full scale integrated testing). All testing stages use test proceduresagreed in advance that are also mapped to which contract requirements they serve todemonstrate.

Factory Acceptance Tests are performed (usually at a contractor facility since this step occurs

pre-installation) to provide LTC with confidence the system is ready for installation.Mini-Fleet Tests are performed on LTC premises after some initial small scale portion of thesystem is installed, intended as a microcosm of the full scale system. In practice this usuallymeans that the central system is installed as well as a representative portion of wayside andonboard equipment. The purpose of this testing stage is to provide LTC with confidence that therest of the installation seems ready to proceed.

System Acceptance Tests are performed after the system has been fully installed, todemonstrate that the full required functionality is in place. Once System Acceptance Testing iscomplete and all other key contract requirements have been demonstrated or delivered, theFinal System Acceptance is granted and the system contractual warranty period and otherongoing vendor technical support begins.

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5.2 Projects Costing

This section summarizes estimated costs for each project package. Some project packages could be terminated after the businesscase, concluded as no-go based on the assessment. Project C may lead to new projects based on the plans developed, outside thescope of this current plan development. No-go projects periodic reassessment and proceeding with additional projects resulting fromdeveloping Project C plans would be revisited during the regular reviews of this Plan (see Section 5.5).

Exhibit 10 Estimated Costs

PROJECTPLANS/BUSINESS

CASE COSTS

SYSTEM

SPECIFICATIONSPROCUREMENT

IMPLEMENTATION

CLIENT-REP

COSTS

IMPLEMENTATION

CAPITAL COSTS

ANNUAL

OPERATING

COSTS

Project A: FixedRoute CAD/AVLEnhancement

$7,000 $10,000 $3,000 $21,000 $410,000 $20,0001

Project B:ParatransitScheduling andDispatch

$25,000 $23,500 $14,500 $61,000 $480,000 $30,000

Project C:Strategies

$68,500 N/A N/A N/A N/A N/A

Project D: IT $11,500 $14,500 $8,000 $22,500 $260,0002 N/A

Project E:Telephony/IVR

$11,000 $12,000 N/A N/A $200,0003 $12,000

Project F: Radio $29,000 $23,000 $17,000 57,000 4 5

Regular Reviewof TechnologyPlan

$60,0006 N/A N/A N/A N/A N/A

1Additional cost beyond existing warranty with Trapeze

2Annual operating costs are factored into the hardware/software capital costs

3The assumption is that this is hosted at LTC with the addition of the IVR option.

4,5The deployment of the radio system falls outside of the 5-year horizon. The capital and annual costs for this project will be determined during the planning stages of

Project F

6The Regular Review of the Tech Plan costs is over the course of the 5-year horizon (i.e. two [2] updates at $30,000 each)

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5.2.1 Alternate Cost Scenarios

For Exhibit 10, it was assumed that deployments for Project D IT and Project E Telephony/IVRare agency-hosted solutions. Generally, agency-hosted solutions have higher upfront capitalcosts since infrastructure have to be installed. Projects D and E can both be vendor-hosted

solutions with little upfront capital cost, but will have recurring monthly costs. Exhibit 11showsthe general recurring monthly costs range for vendor-hosted solutions.

Exhibit 11 Recurrent Monthly Costs for Projects D and E

PROJECT MONTLY COSTS

Project DIT $15,000 to $45,000

Project ETelephony/IVR $40$80 per line (user)

The recurring monthly costs for offsite hosted VM/SAN solutions (Project D) depends on thecomplexity of the systems being hosted (e.g. how many application and database servers),

along with availability (uptime) and system performance requirements stipulated by LTC. A morecomplex system and higher (stricter) thresholds for availability and system performance will bothincrease the costs. Recurring costs for vendor-hosted Telephony/IVR systems depend on thenumber of lines that LTC wants to open for its employees and the IVR subsystem.

Note, for Projects D and E, vendor-hosted solutions will be explored as options. This will feedinto the business cases that LTC will develop with consultant assistance.

5.3 Timelines and Capital Program Budgets

As discussed in Section5.1 transit technology project deployment schedules are generallydivided into four stages: Concept of Operations and Business Case; Planning; Procurement; andImplementation.

Exhibit 12shows the projected project schedule and associated capital and maintenance costsfor the recommended deployment plan. The program has been designed to distribute the projectdeployments in a relatively even manner over the 5 year duration, as summarized in the tablebelow. At no point are there more than 3 simultaneous projects in progress, with most yearshaving no more than 1-2 simultaneous projects. The Plan estimates average annual capitalexpenditures of $375,000 (min $325,000 [Year 5]/max $443,750 [Year 1]), with ongoingoperational costs projected as approximately $56,000 per annum once all project packageshave been completed.

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ebruary 24, 2016 28

Exhibit 12: Project Implementation Schedule and Budgetary Plan

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Proje ct A - Fixe d Route CAD/AVL Enhance ments $7,000 $10,000 $3,000 $21,000 $410,000 $20,000 4 1 2 3 3 3 0 0 0 0 0 0 0 0 0 0

Proje ct B - Paratransi t Schedul ing and Di spatch $25,000 $23,500 $14,500 $61,000 $480,000 $30,000 2 3 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Project C - Strategies $68,500 4 4 4 4 0 0 0 0 0 0 0 0

Project D - IT $11,500 $14,500 $8,000 $22,500 $260,000 4 4 1 1 2 2 3 3 3 3 0 0

Project E - Telephony/IVR $11,000 $12,000 $200,000 $12,000 4 4 1 2 3 3 0 0

P roj ect F - Rad io $29, 000 $23,000 $17, 000 $57, 000 4 1 1 2

Re gu lar Re vi ew of Te chn ol ogy Pl an $60, 000 4 4 4 4

0 0 0 0 2 1 2 2 0 0 0 0 1 1 0 0 1 0 0 0

0 0 0 0 0 1 0 0 1 1 0 0 0 0 1 0 0 1 1 0

1 0 0 0 0 0 1 0 0 0 1 1 0 0 0 1 0 0 0 1

0 1 1 1 1 0 0 1 1 1 0 0 1 1 1 1 1 1 0 0

1 1 1 1 3 2 3 3 2 2 1 1 2 2 2 2 2 2 1 1

$12,000.00 $40,000.00

Year 5Total 5 Year Expenditure

$29,000.00$11,000.00

Captial Budget (System Specification/Procurement)

Capital Budget (Business Case or Plans)

Capital Budget (Implementation)

Operations and Maintenance

Total Budget

$278,917.00 $287,333.00

$127,000.00 $0.00 $87,000.00 $0.00

$125,500.00 $38,000.00 $13,000.00 $22,500.00

Year 4

$50,000.00

$282,500.00

Year 1 Year 2 Year 3

$325,000.00

$200,000.00$1,454,500.00

$168,500.00

$1,875,500.00

Stage

$56,000.00

Year 1 Year 2 Year 3

System Specification Stage

Procurement Stage

Implementation Stage

$443,750.00

Business Case or Plans

$401,417.00 $349,833.00 $355,500.00

$22,500.00 $40,000.00

Year 4 Year 5

ProjectYear 1 Year 2 Year 3 Year 4Implementation

Client-Rep Costs

Operations and

Maintenance

Project Capital Costs

(Implementation)Procurement

System

Specifications

Plans/Business Case

Costs

Total Projects Underway

Year 5

$405,750.00

$0.00

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5.4 Staffing Phasing

As time progresses and projects identified in this Plan become implemented, the supportdemands on IT personnel will continue to grow. Over the course of the 5 year period, one

additional full time IT support position should be required if all technologies are implemented.We recommend this new position be filled, as IT support responsibilities increase and onceadequate funding is available.

In addition to the full time support needed, there will continue to be spikes in demand forresources; in particular during project implementation. As these spikes would not necessitate thehiring of a full time employee it is recommended that LTC continue to outsource additionalsupport as required. This support can come from the City of London, or through third-partyorganizations.

5.5 Regular Review of Technology Plan

This Plan proposes to prepare several business case and deploy various technologies over thenext 5 years. Based on a current snapshot of LTC needs and technologies commercially

available. As time progresses, business cases will be developed, projects will be completed, andthe state of needs/technologies will evolve.

It is recommended that LTC revisit this report approximately once every two years to update thereport based on changing conditions. This update should:

Review agency stakeholder needs and identify which have been addressed bycompleted project implementations;

Identify new stakeholder needs and relevant technologies and actions to address them;

Update the system vision diagram to account for deployed technologies and any newtechnologies that become intended;

Identify and prioritize technologies for the next 5 years;

Re-evaluate projects currently classified as long term priorities; and

Review past business cases that did not justify technology deployment and evaluate ifthese should be reviewed within the next 5 year period; and

Reflect upcoming expected funding availability; and consider technology advancementsthat have recently become mature enough to consider deploying.

Reviewing the Plan every two years will ensure that it remains up-to-date and serves effectivelyto track project status and support budgeting activities.

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February 24, 2016

Appendix ATask 1: Existing Conditionsand Needs Assessment

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IBI Group is a group of firms providing professional services and is affiliated with IBI Group Architects

IBI GROUP

5th Floor230 Richmond Street West

Toronto ON M5V 1V6 Canada

tel 416 596 1930 fax 416 596 0644

ibigroup.com

MemorandumTo/Attention London Transit Commission Date January 2, 2015

From IBI Group Project No 36814

cc Kelly Paleczny, LTC

Patrick Cormier, LTC

Pavel Stoev, IBI Group

Tibi Gherghel, IBI Group

John George, IBI Group

Michael Mandelzys, IBI Group

Doug Parker, IBI Group

Subject LTC Technology Plan

Task 1: Existing Conditions and Needs Assessment

Introduction

The London Transit Commission has engaged IBI Group to develop a Technology Plan. Various

technologies are approaching end of life and LTC will need to decide whether to re-invest or

migrate. Additionally, the plan will assess how well current and available technology addresses

LTC needs. The plan will serve as an Appendix to LTCs Asset Management Plan.

The work consists of:

Task 1: Existing Conditions and Needs Assessment (present memo)document

existing technology conditions and identify LTC technology needs.

Task 2: Technology Analysisconsider what gaps need to be addressed to

enhance technology relative to the identified needs, and available technologies that

could be deployed to do so.

Task 3: Technology Planstructure the selected technologies into a sequence of

projects.

This Task 1 document combines the findings from onsite interviews conducted with Kelly

Paleczny and Patrick Cormier on July 30 with IBI Groups knowledge of LTC systems based on

past experience.

The work focuses on the following four areas:

Transit ITS

IT Infrastructure

Phone Systems

Data Communications

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IBI GROUP MEMORANDUM

London Transit CommissionJanuary 2, 2015

2

Transit ITS

Existing Transit ITS

LTC has a significant amount of deployed transit ITS, centrally at its facilities and across its fleet

of 197 buses (152 in service at peak):

Trapeze CAD/AVL systemThe system has had minimal changes since its

implementation in the late 2000s, mainly limited to adding some custom reporting

functionality.

Enghouse TransView paratransit scheduling and dispatch software.

Passenger informationLTC WebWatch (online), LTC IVR, wayside dynamic signage,

and GTFS schedule data feed to support the Google Maps transit trip planner.

Automatic passenger countersCurrently approximately 40-50 vehicles are equipped. Seon camera systemThere are 4 cameras on 40 buses and 6 cameras on 60 buses,

with the capacity to store two weeks of data on the DVR. Video segments are uploaded

via the shared garage WLAN when triggered by a request using the central video

software (e.g. on demand, G-force trigger events, covert alarm switch events). Uploaded

video segments are stored on servers for 90 days (video segments needed for longer

are burned to disc).

GFI CENTSaBILL fareboxesThe fareboxes were fully refurbished 10 years ago.

Opticom Transit Signal PriorityTSP receiver hardware is currently in place at the

intersection of Richmond Street and Central Avenue. The entire fleet is equipped with

TSP emitter hardware (some configuration and testing remains to be done).

Enrich Maintenance Management SystemThis system has been in use for the pastten years.

In addition, the following transit ITS projects are being deployed:

Scheidt and Bachmann smart card fare system.

Digi RoutersThese are being installed as part of the smart card project, and support

multiple methods of mobile data communications for the onboard smart card system

equipment (including cellular).

Expansion of automatic passenger counter coverage to entire fleetThis is being done

as part of the vehicle replacement project, which is expected to be completed over the

next 5-6 years.

Expansion of Transit Signal PriorityTSP is planned to by the end of 2014 cover everyintersection in the portion of the Richmond Street corridor where the express bus will

run. Further TSP coverage across the remaining Richmond Street Corridor and the

Oxford/Dundas Corridor is planned by the end of 2015.

Finally, the following future projects are expected but not currently in progress:

Replace existing TransView paratransit scheduling and dispatch software, expected in

2015.

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Replace or refurbish GFI CENTSaBILL fareboxesThere is budget in 2016 to replace

or refurbish the fareboxesdepending on smart card customer uptake from the ongoing

smart card program, cash only fareboxes may be sufficient going forward.

Future BRT with onboard fare collection in a mixed use corridor.

Transit ITS Issues and User Needs

The following table summarizes issues raised during transit ITS discussions at the onsite

interviews, and maps them to specific needs and priority levels.

Item Issue NeedIssue

Priority

A.1

As the amount of technology has

increased, it is a challenge to support

technology systems at the desiredlevel.

Resources to support technology

systems. High

A.2CAD/AVL system provides a huge

source of data; but data and reports

are underutilized.

More effective use of data. High

A.3

There has been a significant overturn

in management personnel since the

CAD/AVL system was implemented.

As a result new managers are not

always aware of the

features/functionality of the system,

and there is an impression that it isbeing underutilized.

More complete use of software

capabilities.High

A.4Replacement cycle for systems and

hardware is not planned; tendency is

to be reactive rather than proactive.

Resources to support technology

systems.Medium

A.5Would like to incorporate facilities

management into maintenance

management software.

More streamlined facility

maintenance management

process.

Medium

A.6

Trapeze CAD/AVL software is

outdated and doesnt include the

Trapeze IDS decision support

module.

Support dispatchers in responding

to system issues

Increase dispatcher consistency

Medium

A.7Batch reports are sent out daily, but it

is unclear how they are being used.More effective use of data. Medium

A.8

IT creates one or two new reports a

year. In addition, there are various

one-off requests for which IT mines

data. Institutionally, there is a

tendency to ask IT for reports rather

than individuals self-serving using the

available tools.

More effective use of data. High

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Priority

A.9

There is limited integration between

systems. An overarching SQL

structure that makes it easier to tie in

new applications would be beneficial.

Improved integration between

systems.Low

A.10Locating buses and managing bus

location is a challenge for

maintenance staff.

More efficient physical system

maintenance.Low

A.11

Maintenance is increasingly relying

on technology to diagnose vehicles.

Instead of one support laptop for

diagnosing each onboard system,

could maintenance staff each have

their own laptop loaded with

necessary software, similar to with

other tools?

More efficient physical system

maintenance. Low

A.12Monitoring paratransit hours of

service (for payment purposes) is

currently a manual effort.

Automation of paratransit service

monitoring tasks.Low

A.13Currently no social media presence.

However, deployment needs to be

done correctly and consistently.

Correct and consistent social

media.Low

IT Infrastructure

Existing IT Infrastructure

Central servers are located at the Highbury Facility. These servers host the following

applications:

LTC Website;

Trapeze CAD/AVL;

TransView for paratransit services; and

Enrich MMS

Generally application servers are set up by vendors. LTC is responsible for maintaining them

after installation. Servers are stand-alone with the following system features:

300 GB RAID array file server;

Dual power supplies; and

Tape backup.

The Wonderland facility is connected to the Highbury facility with a point to point fibre connection

leased from Bell. It houses some servers necessary to AVL, Seon (bus cameras), GFI farebox,

dvtel Security Cameras, etc at the remote location. The Satellite facility may present an

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opportunity for remote backup / disaster recovery plans.Internet access uses a 20 MB

upload/download shared connection with 5-7 available IP addresses, provided by AllStream.

Currently only this single Internet Service Provider is being used, and this is currently the onlynetwork access point. Third party vendors, mobile inspectors, and POS terminals all connect to

the network using Virtual Private Network over this internet connection.

Network infrastructure is predominantly Cisco catalyst gear, which is well distributed. Data drops

are performed using Power Over Ethernet. Network traffic is monitored by a Trend Micro

module, for network flow, security and misuse.

Email accounts are maintained by the City of London, which is responsible for hosting the

Exchange server. Apart from this Exchange server LTC hosts all applications on their own

servers.

The smart card system data resides on a vendor controlled Oracle Database. All other

Databases are internal MS SQL.

Crystal Reports as used for reporting is supported in house with 1-2 custom reports requested

each year. The Business Intelligence Initiative using MicroStrategy is intended to automate and

provide self service capabilities.

Patrick and Ryan Telford are responsible for the IT Environment, with occasional help from

Bosko Djuric (TLT Networks) for a wide variety of network/server configuration tasks. TLT

Networks is the primary resource for any and all Cisco / firewall / routing / switch configuration.

SmartNet information for Cisco and HP Warranties for servers are maintained mainly by the

vendors. Typically when hardware fails the vendor is contacted with s/n and they then advise

whether system is under warranty. Most often the 3 year warranty that comes with new

purchases is the only one LTC has for servers, while SMARTnet technical support contracts are

maintained on critical Cisco equipment and renewed through TLT Networks. Warranty

information is not currently being recorded or stored for reference by LTC. SMARTnet contractsare kept on paper file, but are not well organized.

Additional details of LTCs IT infrastructure are included in the appendix.

IT Infrastructure Issues and User Needs


Priority

B.1Variance among the servers,

resulting from unplanned evolutions.Consistent IT Infrastructure Low

B.2 Servers have little redundancy.

Improve reliability/redundancy of

IT infrastructure.More efficient backup processes.

Medium

B.3No complete system architecture

representation.

Inventory of current IT

infrastructure.

Resources to support IT systems.

Low

B.4Unable to keep up with regular server

maintenance.Resources to support IT systems. High

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Priority

B.5

There are many different workstations

(primarily Windows), which makes

managing updates difficult.

Consistent IT infrastructure. Low

B.6No official business continuity or

disaster recovery plans.


IT infrastructure.Medium

B.7

In some instances a single server is

responsible for multiple functions.

This creates a significant impact in

case of failure.


IT infrastructure.Medium

B.8

Data from all applications are

currently siloed (used only within theorganization unit that generated the

data).

Improve integration betweensystems.

Low

B.9

Backup file save storage through

standalone PC with 3 USB ports can

be very slow.


IT infrastructure.

More efficient backup processes.

Medium

B.10 Duplication of video data storage. More efficient backup processes. Low

B.11Servers and other IT infrastructure

are at or approaching end of life

Replace infrastructure as needed,

with up to date long term service

agreements

High

B.12

Mobile terminals (laptops) required

for garage maintenance activities

often require various diff

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