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2001•Unpublished venueRequires access

THE SUCCESSFUL IMPLEMENTATION OF A HYBRID PARATRANSIT ORGANIZATION

D A Erkus, N Promponas

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Abstract

In 1995, MTA New York City Transit (NYCT) decided to initiate new service contracts wholly apart from awarding and implementing a centralized outsourced command center responsibility. Three service providers operated the service prior to centralization for passengers within their geographic areas. Responsibilities included taking reservations, scheduling trips, dispatching drivers and vehicles, and transporting passengers from a contractor facility. NYCT was responsible for the service, but could not guarantee the quality. Recognizing that improvements were needed, a strategy was put together identifying resources and methodologies available to NYCT. Due to the high interborough denial rate, it was obvious to NYCT that a centralized approach to the operation would work best. The aim of this paper is to explain the strategy and the process by which NYCT developed the centralized Paratransit Command Center in New York City.

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What this paper is about

In 1995, MTA New York City Transit (NYCT) decided to initiate new service contracts wholly apart from awarding and implementing a centralized outsourced command center responsibility. Three service providers operated the service prior to centralization for passengers within their geographic areas. Responsibilities included taking reservations, scheduling trips, dispatching drivers and vehicles, and transporting passengers from a contractor facility. NYCT was responsible for the service, but could not guarantee the quality. Recognizing that improvements were needed, a strategy was put together identifying resources and methodologies available to NYCT. Due to the high interborough denial rate, it was obvious to NYCT that a centralized approach to the operation would work best. The aim of this paper is to explain the strategy and the process by which NYCT developed the centralized Paratransit Command Center in New York City.

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Available abstract

In 1995, MTA New York City Transit (NYCT) decided to initiate new service contracts wholly apart from awarding and implementing a centralized outsourced command center responsibility. Three service providers operated the service prior to centralization for passengers within their geographic areas. Responsibilities included taking reservations, scheduling trips, dispatching drivers and vehicles, and transporting passengers from a contractor facility. NYCT was responsible for the service, but could not guarantee the quality. Recognizing that improvements were needed, a strategy was put together identifying resources and methodologies available to NYCT. Due to the high interborough denial rate, it was obvious to NYCT that a centralized approach to the operation would work best. The aim of this paper is to explain the strategy and the process by which NYCT developed the centralized Paratransit Command Center in New York City.

Key concepts: Paratransit, TRIPS architecture, Work (physics), Service (business), Transport engineering, Business, Process (computing), Transit (satellite)

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