NBSIR 75-665

Point-to-Point Trip Management

Program

[Preliminary Analysis)

William G. Kienstra

Daniel J. Minnick

National Bureau of Standards

Institute for Applied Technology

Technical Analysis Division

Urban Systems Program Area

February 7, 1975

Final

Prepared for Department of Transportation

Urban Mass Transportation Administration

Office of Research and Development

Special Projects Division

Washington, D. C. 20590

NBSIR 75-665

POINT-TO-POINT TRIP MANAGEMENT

PROGRAM

(Preliminary Analysis)

William G. Kienstra

Daniel J, Minnick

National Bureau of Standards

Institute for Applied Technology

Technical Analysis Division

Urban Systems Program Area

February 7, 1975

Final

Prepared for Department of Transportation

Urban Mass Transportation Administration

Office of Research and Development

Special Projects Division

Washington/D.C. 20590

U. S. DEPARTMENT OF COMMERCE, Frederick B. Dent, Secretary

NATIONAL BUREAU OF STANDARDS, Richard W. Roberts. Director

PREFACE

The continuing "energy crisis" as well as the provision of new and/or expanded services by

many transit properties have resulted in many people using the transit system for the first

time. Many of these first- time transit users (and regular users as well) probably have

experienced the major deficiency of present transit information centers -- the prompt provision of detailed trip-making information.

Trip itinerary service has been provided for many years by transit system telephone operators who scan city maps , transit system maps and schedules , and update sheets in order to identify a routing which will serve the caller's needs. Since a call for transit trip

information often requires several minutes and the number of telephone requests is increasing, there is a need to shorten the operator response time in order to provide better and more telephone information service to the public.

The Point -to -Point Trip Management (PTPTM) Research Program sponsored by the UMTA Office of

Research and Development is one effort aimed at improving the transit telephone information

system. The PTPIM program is presently envisioned to be composed of four stages. Stage 0 is a feasibility study and initial systems analysis and engineering. Stage 1 is a research

effort requiring only use of the present telephone system and off-the-shelf hardware and

software capability. Stages 2 and 3 are evolutionary improvements providing better user

access to the system and more effective PTPTM information processing.

Prior to undertaking this program, UMTA contracted with the National Bureau of Standards

to assess the requirements for system and software development necessary for establishment

of a PTPTM system. This is the final report of the portion of the contract dealing with

the assessment of system requirements. The final report assessing software requirements

is in the publication process.

i
tmiE OF CONTINTS

Page

1. INTRODUCTION 1 .1.1 Background 1

, 1.2 Purpose of Report. . . .;. 2

1.3 Scope. 2

1.4 Contents of This Report 2

2. STATE-OF-THE-ART 3

2.1 Literature Search 3

2.1.1 Characteristics of Information Centers 3

2.1.2 To Computerize or Not to Computerize 4

2.1.3 Better Information vs. Increased Ridership . 5

2.2 Related Areas - Information Services 5

2.2.1 Airlines 6

2.2.2 Telephone Directory Assistance 6

2.2.3 Railroads 6

2.3 SDC's Passenger-Routing Information System (PARIS) 7

2.4 Economic and Technical Feasibility of PTPTM 7

3. TRANSIT INFORMATION DISSEMINATION 9

3.1 General Information, ....... 9

3.2 Telephone Information Centers 11

3.2.1 Operating Procedures 11

3.2.2 Telephone Systems 12

3.2.3 Incoming Telephone Lines 12

3.2.4 Personnel 12

3.2.5 Volume of Calls 13

3.2.6 Length of Calls 13

3.2.7 Type of Inquiries 13

4. ANALYSIS OF FINDINGS 15

4.1 General Information Provision 15

4.2 Telephone Information Centers -Current Procedures 15

4.3 Operator- Assist Computer Retrieval Systems 16

4.4 Automatic Computer Systems 17

ii
TABLE OF CONTENTS (continued) p^g^

5. CONCLUSIONS AND RECOMMENDATIONS 18

5.1 Conclusions 18

5.2 Recommendations 19

ANNOTATED BIBLIOGRAPHY 20

TABLES AND FIGURES p^g^

Figure 2.1 PARIS SAMPLE TRANSACTION 8

Table 3.1 CHARACTERISTICS OF TELEPHONE INFORMATION CEOTERS 10

Table 3.2 ANALYSIS OF CALLS FOR INFORMATION 14

iii

1. INTRODUCTION

1.1 BACKGROUND

Point- to -Point Trip Management (PTPTM) is concerned with providing prospective riders

with detailed information regarding mass transit use for particular trips. As referenced

in this document, PTPTM refers to a specific system concept for which the Department of

Transportation Urban Mass Transit Administration (DOT-UMTA) has developed a research plan.

The following description of this concept is extracted from the reference document "Pointto-Point Trip Management Description and Plan" (draft document dated May 1974).

PTPTM assistance provides explicit instructions to a prospective rider to accomplish a complete origin to destination trip using public transportation. The nearest available

telephone is used to communicate the following information to the transit system:

° Where you are.

° Where you want to go.

° When you wish to arrive -- either "as soon as possible" or at a stated

later time.

The transit system responds with individualized instructions telling the rider where and

when to enter the system, what transfers to make, if necessary, at what times and at which

stations, and where and when he will exit the system in order to arrive at his destination

by the desired time. The fare necessary for the trip will also be stated.

As further described in the reference document:

"The two major elements necessary to PTPIM are the telephone system and the

transit system's PTPTM Processor."

"In initial PTPTM usage only the standard telephone, with no modifications

or special connections, is required to employ the telephone system element.

Similarly, at the initial stage, only presently off-the-shelf data processing equipment is required for the transit system's PTPTM processor, supplemented by a semi-skilled attendant. The PTPTM processor is then partly

manual operation, partly automatic operation in the initial stage.

"In subsequent stages modifications to the standard telephone may be

undertaken, and certain inherent telephone control system capability

more explicitly called upon to enhance the effectiveness of the telephone

system element of the PTPTM. At this stage completely automatic PTPTM

processor operation is accomplished, eliminating the manual requirement

for the transit- system's portion of the PTPTM system.

"At this stage uniformly located 'Location Posts' with public transitsystem- connected telephones would provide destination locations for

particular sub-areas for use in reaching parts of the urban area other

than residences, or businesses. These posts, with associated numbers,

would appear prominently in the transit system's 'System Map.'

"The PTPTM processor might typically contain static transit system data

(bus routes and schedules...), static telephone system data (telephone

line. numbers with locations), and active programs synthesizing and articulating total origin to destination trips (minimum path algorithms) , and

supplementary digital -to-voice hardware."

The planned UMTA R^D program in PTPTM is as follows:

1
Stage 0 Feasibility Analysis and Program Design

This initial stage will examine the PTPTM concept in the broad sense of

its overall practical potential for user acceptance and eventual implementation, as well as to analyze the particular technical and systan

: engineering requirements of such a system concept. The detailing of R^D

activity will then be based upon the needs and promise projected for this

type of system. This study will be partitioned into three parts: concept

feasibility, technical system analysis, and R^D program design.

Stages 1, 2, 3 Research and Demonstration

Stage 1 is a research and demonstration effort requiring only use of the

present telephone system and off-the-shelf hardware and software capability.

Stages 2 and 3 are evolutionary improvements providing better user access

to the system and more effective PTPTM processing. In each of Stages 1, 2,

and 3 a research facility development and test effort will take place, as well as limited urban demonstration.

This program was estimated to cost 2.3 million dollars over a six year period.

It was decided that further preliminary research and analysis were advisable before

commencing the Stage 0 Feasibility Analysis and Program Design. This preparatory work has

been designated "Pre-Stage 0 Analysis and Planning," and is the subject of this report.

1.2 PURPOSE OF REPORT . . . _ r ,

The broad task objective of this study was to assess the requirements for system

development necessary for the establishment of a PTPTM systan, and to develop conclusions

and recommendations for future work on the PTPTM concept. Major subtasks included: reviewing present state-of-the-art, analyzing the nature of requests for infomation, describing

and estimating benefits of reconmended alternative information systems, and describing any

operational augmentation vdiich would significantly enhance the transit information function.

1.3 SCOPE

The time constraint on performing this preliminary study limited the depth to which

engineering and functional detailed analyses of alternate systans could be conducted. It became evident, however, during the course of this study, that detailed work had already

been performed in the context of such systems as Systan Development Corporation's "PARIS,"

which is subsequently addressed in this report. Further analysis would have been redundant

and, therefore, was not considered to be cost/beneficial.

General transit trip planning information which was uncovered during the course of

this study has been incorporated, even though such information is not directly related to

the main thrust of the computer automated PTPTM concept.

1.4 CONTENTTS OF THIS REPORT

This report is divided into five sections, including this Introduction.

Section 2 presents the results of a literature search on the subject, as well as informal discussions with people familiar with related information provision systems and

the current state-of-the-art.

Section 3 deals specifically with the information collected from existing transit

telephone information centers. This includes a telephone survey of 29 Transit Telephone

Information Centers, on-site visits to three such centers, and information obtained from

recorded tapes of actual telephone inquiries.

Section 4 contains an analysis of the information collected in Sections 2 and 3, and

Section 5 presents the conclusions and recommendations of the study.

2
2. STATE OF THE ART

2.1 LITERATURE SEARCH

Review of literature on the subject of Mass Transit Information Systems uncovered a number of interesting publications. The Annotated Bibliography at the end of this report

lists those most useful in this report, along with brief comments on their content.

As part of the literature search, the Transportation Research Information System was used via the Remote terminal at the Department of Transportation Library. The following

files were searched for the keywords "TRANSIT," INFORMATION," and "SYSTEM" or "SYSTEMS:"

DOT WORK IN PROGRESS

HIGHWAY RESEARCH IN PROGRESS

HRIS ABSTRACTS

RRIS ABSTRACTS

DOT- SPONSORED NTIS REPORTS

TSC TECHNOLOGY SHARING SPECIAL FILES - NOISE

- DIAL-A-RIDE

Although the search yielded 155 hits, most of the information was not pertinent to our specific study.

2.1.1 CHARACTERISTICS OF INFORMATION CENTERS

The two reports by the Mitre Corporation, reference numbers 8 and 9, provided very useful descriptive and statistical information on how a transit telephone information center

operates. Those interested in the subject should read them in their entirety, but the

following summarizes the findings and recommendations of the study entitled "Transit Telephone Information Systems" (8)

° Typical transit properties receive between one and two telephone inquiries

per hundred passengers carried.

° New transit systems may initially receive up to twenty inquiries per

hundred passengers carried- -therefore, companies should postpone

establishment of permanent information centers until inquiry levels

stabilize.

° Between two-thirds and three-quarters of weekday inquiries are received

between 9 AM and 5 PM, and approximately 80 percent of each week's inquiries

are received on Monday through Friday.

° Customers use telephone information services more if transit systems have

many lengthy routes, less if transit systems are compact and have short

routes

° For the typical system, average output is 32 inquiries/clerk/hour, or 64,000 inquiries/clerk/year.

° Part-time staff should be enployed during off-peak hours (e.g., evenings

and weekends) to match staff levels with fluctuations in inquiiy volume.

° Transit patrons ask for two types of information: advance planning

information usually is requested of telephone centers; orientation

information needed during travel is requested at station booths.

° Communication between customers and operators can be standardized,

leading to improved customer understanding and reduction in call time.

° Interviews can be used to evaluate potential information center staff

on the basis of physiological capability, personality, and work capability.

3
" Specialized training will result in better service, increased job satisfaction,

and a desirable public image of the transit property.

° The local telephone company will provide specialized training programs

for operators.

° Information operators should receive compensation equivalent to that of

experienced clerical personnel.

° Telephone equipment configurations should be determined in consultation

with local telephone companies.

° Automatic Call Distribution telephone systems, which automatically

direct incoming calls to the first available information operator,

contribute to efficient allocation of calls in large infomation systems.

° A recorded message requesting the customer to provide specific information is an aid to increased efficiency.

° Reference materials used in information centers should be designed for

quick access by operators, and file access should lead directly from

typical customer queries to the required reference material.

° Human engineering principles can be employed to improve workplace

layout and will lead to an improvement in the operator's performance.

° Work spaces for information operators should allow common use of

reference materials wherever possible.

° System costs vary from $0.15 to $0.30 per customer inquiry, exclusive

of facility costs.

" A new transit telephone information system should receive extensive

publicity, so that potential customers learn of its existence and

how to use it.

® Accural© statistical data describing information system operations

must b© collected as a basis for continuing unproveraent of systan

operating procedures.

" Regional transit information systems can provide information on all

transit service within the region, and furnish customers with an effective means of trip planning.

° In addition to telephone infomation centers, alternate methods of

communicating transit information should be used to provide a more

effective and balanced information program. Such methods include

printed route maps and schedules, mass media advertisements, and

display advertising and information signs.

2.1.2 TO COMPUTERIZE OR NOT TO COMPUTERIZE

In "Application of Computers to Transit Information Services" (9) , Mitre concludes that

computerization is likely to lead to improved service, but is not likely to be cost effective.

Computer advantages cited include:

Consistency of performance

Reduced training time

Less reliance on individual knowledge - more on communication skills.

This report also points out that a computerized system would have obvious advantages in the

trend toward centralized transit information services covering a metropolitan area and

providing information on all transit modes.

4
A document by William Wells entitled "Public Transit Information Systems: What Level

of Sophistication?" (12) bases most of its statistical information on records of the AC

Transit Utility in Oakland, California, and on experiments conducted with mock operator

setups. Three systems were studied. System A was a manual, hardcopy file system containing

maps and schedules color coded for rapid use. System B utilized a microfiche video display

with the route and schedule information on 35 mm film strips which were color coded for easy

retrieval by the operator. System C was an interactive computer system with video display

and light pen interaction. The resultant mean, service times for these systems were 90, 80,

and 60 seconds, respectively. Wells concluded that 45 seconds on the average were required

for communication of request and answer, and therefore the lower bound on the mean service

time is 45 seconds, regardless of the type of information retrieval system available. His

cost data analysis concluded that the computer aided System C did not appear to be cost

effective when compared to either the manual or the microfiche systems. The examples used

to describe System C, however, indicate a much more sophisticated system than the computer

system described by Mitre.

Randolph Buckley in his "Analysis and Design of a Transportation Information Center"

(2) evaluated four computer systems and estimated the equivalent annualized cost of each.

His conclusions closely paralleled those of Mitre, i.e., computerization is not cost- n effective in terms of offering the same service as now available, but would provide better

service and reduce operator training costs. Buckley also recommended: "Further study

into the relationship between better information and increased ridership should precede

installation of a computer system in an Information Center."

2.1.5 BETTER INFORMATION VS. INCREASED RIDERSHIP

None of the studies researched were able to establish a cause-effect relationship

between better information and ridership of a transit system. Lovelock (5) concluded that:

"Ignorance of transit service and faulty perceptions of transit's characteristics appear to

be closely associated with non-use of public transportation." In a study at Northwestern

(7), Sally Liff and Richard Michaels specifically set out to evaluate the hypothesis:

That the ridership on mass transit can be influenced by improvements

in the public information system.

They were unable to prove it on the basis of their research. "It was demonstrated that the

information function does not appear to be a sensitive variable and, therefore, will not

influence people or change their attitudes one way or another toward utilizing public transit."

Most studies on this subject have been part' of a more general attempt to measure the

effect of marketing techniques, with heavy anphasis on the effect of advertising rather

than of pure informational service. Unfortunately, the quantity and kind of data necessary

to arrive at reliable conclusions does not appear to exist. Transit properties which can operate "in the black" are anomalies, and it is not surprising in any financially distressed organization to find only a small percentage of the operating budget devoted to marketing services which are of questionable value.

To some extent, establishing the relationship between information and ridership is

academic, since some type of information provision is necessary, and it is generally

regarded as a service the transit company must provide.

2.2 RELATED AREAS - INFORMATION SERVICES

In examining the state-of-the-art, it is important to look not only at the transit

industry itself, but also at related industries. To a large extent the Point -to -Point

Trip Management (PTPTM) System is just an Infomation Retrieval (IR) system. Since other

industries have been dealing with computerized IR for some time, the transit industry

should try to benefit from their experience.

5
2.2.1 AIRLINES

Airlines have long been noted for their pioneering efforts in the field of computer

applications, and most major airlines currently have fairly sophisticated reservations

systems. At Eastern Airlines, the system used for disseminating information is the same one used for making flight reservations. Their Automatic Passenger Processing System (APPS)

not only provides up-to-the-minute information on flight schedules, but also does ticketing

and seat assignments. While there are many basic differences between the problems involved

in the airline and mass transit industries, there are obvious similarities, and the airline

applications currently in operation are certainly an indication of the technical feasibility

of some of the PTPTM concepts.

Some of the basic differences between the two transportation modes should be kept in

mind. The customer's cost of trip by transit is only a small fraction of the cost of an average plane trip. In fact, it is possible that it could cost the transit company more to tell some customer how to make a trip than the customer will be charged for the trip itself.

On the other hand, the customer is more likely to repeat the trip without again having to

request the additional information. Since the number of nodes or points of origin and

destination of the airlines is considerably smaller than that of most transit companies,

the inquiring airline customer has little difficulty specifying his origin and destination.

The transit customer may have to seek information on the closest stops for origin and destinations. Furthermore, with the exception of Shuttle Flights, an airline passenger must make

a reservation or he will not be able to make the trip. Most transit passengers travel without ever using the telephone information service.

However, there are similar problems in scheduling the flights and in the relationship

of these schedules to information dissemination. The airline systems, at least Eastern's

APPS, are very integrated. It would be difficult to separate the cost of providing information from the cost of providing schedules, making reservations, etc. It is doubtful, for

example, whether seat assignment could be considered a cost effective application as a separate entity, but it is part of an overall system in which most information is available.

It also provides useful information for other reports. Perhaps, it is in this area of integration that Mass Transit can best learn from the airlines' experience. Attempts at determining computer feasibility for transit information provision have not considered the cost

of preparing the manual file schedules, or the side benefits of statistical marketing

information.

2.2.2 TELEPHONE DIRECTORY ASSISTANCE

Another industry that deals with disseminating information via telephones is the

telephone company itself. In terms of the basic elements of Transit Information Services

from the user and operator standpoints. Directory Assistance by telephone operators is very

similar--a Request, Research, and Report. Bell Labs performed an extensive study to evaluate possible use of microfilm or computers for directory assistance, and the resultant

detailed Operator Task Analysis Call Flow Chart could be used to describe the tasks performed by transit operators. Of course, the questions are simpler and the research requirements

much less complex, but the basic elements are the same. The Bell Labs' study indicated

that the average time of a directory assistance call was about 33 seconds, of which

approximately 1/3 is spent on each of the three elements- -Request, Research, and Report.

Their experiments indicated that both microfilm and computer approaches seemed viable in

terms of improved service, but the economic considerations were not part of the study.

Although an extremely simple example, these same three elements are present in the

process of calling for a weather report or time. The research in these cases has been done

ahead of time, and all callers are requesting the same information, but these are examples

that people can and do use automated telephone response.

2.2.3 RAILROADS

"nitr© ar© many examples of related computerization activity which lead to assurance

that the technolo^ for the full dmplanentation of the PTPTM concept is available. For

example, Japan's National Railway is implementing a system in which inquiries on the avail6
ability of tickets as well as reservations can be made from homes and offices through a pushbutton phone.*

"This system is designed so that after calling the audio response unit

at the phone reservation center on the pushbutton phone, one can enter the

desired date, train name and first and last station names, according to the

instructions of the audio response unit.

The request is directly transmitted to the computers (two Hitac 8400s)

a seat is automatically reserved in the Mars 105 and as this is being

recorded in the Mars 150 reservation file, the reservation number is transmitted vocally through the pushbutton phone via the audio response unit.

At the time of purchase, the reservation number is given to the window

clerk who operates the terminal and issues tickets.

The audio response unit of this system is the intermediary between

the pushbutton phone and the central phone reservation unit. Transcribed

human voice, analyzed according to word units, is recorded on a magnetic

drum. It first accepts input data from the phone, then selects the words

necessary for it, edits them, arranges them into a meaningful sentence and

issues vocal output.

Meanwhile, it edits this input data and requests a reserved seat

from the central phone reservation unit from which it obtains a reply,

the contents of which are again converted to voice and issued through

the phone."

2.5 SDC's PASSENGER ROUTING INFORMATION SYSTEM (PARIS)

Probably the best evidence of the technical feasibility of the PTPTM concept is the

fact that one company has developed a system that appears to meet the Stage la specifications. Using the Santa Monica Ntmicipal Bus System as a data base. System Development

Corporation (SDC) has developed an on-line system for determining best route and fare.

Figure 2.1 is a sample of the output from this system. The operator keys in two pairs of

street names or landmarks designating the departure location, arrival location and the

time of departure or arrival. Four possible alternatives are then displayed on the CRT

along with the estimated time and fare of each.

At a demonstration of this system in September 1974, SDC indicated they were making

further refinements to the system and hoped to implement it in a larger city where they

feel it would be cost effective.

2.4 ECONOMIC AND TECHNICAL FEASIBILITY OF PTPTM

In terms of computer state-of-the-art, the transit industry has lagged far behind most

other industries. The reason, however, is not one of ignorance. The studies cited indicate that computers would not be cost-effective for information provision. Although a computerized system is currently being marketed, it has not yet found a customer willing to

pay for that service.

The existence of a computer system on the market is evidence of the technical feasibility of a computer- assist system. The operation of more sophisticated systems in related

industries indiate that the fully automated PTPTM concept is technically achievable.

What has not been adequately investigated, however, is the ability of the PTPTM con- cept to adequately serve the needs for transit information. The following sections of this

report will concentrate on this, rather than on PTPTM' s economic and technical feasibility.

*Computerworld, June 12, 1974.

7
Figure 2,1

PARIS

SAMPLE TRANSACTION

CALLER'S INQUIRY: HOW DO I GET FROM PICO BLVD. AND DOHENY DR. TO WESTWOOD

VILLAGE, ARRIVING AT 9:00 ON TUESDAY?

(IwesTwood village^ 0900 a. ^ I ^

^s/lV 8:U7 a 7(1) - AR PICO S WESTWOOD 8:58 A

LV 9:01 A 8(0) - AR WESTWOOD & WILSHIRE 9:07 A ET 20 MIN FARE 30

Wjutu;t4 ft^- at A.M. >u)Ulx JtU ^^tMM^^Jf^.jO^^

'lV 8:i42 A 5(1) - AR OLYMPIC !k WESTWOOD 8:55 A

LV 9:03 A 8(0) - AR WESTWOOD !k WILSHIRE 9:08 A ET . 26 MIN FARE 30

LV 8:23 A 7(1) - AR PICO A WESTWOOD 8:31* A

LV 8:it6 A 8(0) - AR WESTWOOD A WILSHIRE 8:52 A

ET 29 MIN FARE 30

LV 8:22 A 5(1) - AR SANTA MONICA & SAWTELLE 8:1*1 A

LV 8:U5 A 1(0) - AR WESTWOOD A WILSHIRE 8:53 A

ET 31 MIN FARE 30

READY ^
3. TRANSIT INFORMATION DISSEMINATION

Telephone survey was selected as the most expedient means of obtaining an assessment o£

the operational characteristics of transit information centers. The American Transit Association provided a report (1) which was used to select those transit systems which were sur- veyed. Included in this report are operational data pertaining to 87 North American transit

systems, ordered according to their operating revenue.

The survey was restricted to the larger size transit systems (above $3 million annual

operating revenue) because only the medium to large size transit systems have spent the nec- essary resources to obtain accurate statistics on the operational characteristics of their

telephone information centers. Therefore, the transit systems with an annual operating

revenue of over $3 million were used as the source from which 29 transit systems were contacted.

The major characteristics of the telephone information centers which were surveyed are listed in Table 3.1, in descending order by their operating revenue in 1973. Each transit

system (TS) is coded so that the reader will not be biased by personal knowledge or preferences. Each of these major characteristics is discussed in greater detail in Paragraph 3.2.

Additionally, on-site visits were made to the first, fourth, and tenth largest transit

systems surveyed (TS-1, TS-4, and TS-10) . These visits provided valuable information on the

actual operation of a telephone information center. The most valuable input to this study,

however, came from TS-10. With the cooperation of managerial and supervisory personnel it was possible to obtain tape recordings of actual telephone queries and answers. A one-hour

segment of the conversations of each of two operators was recorded with their knowledge and

permission. In listening to these recordings one gains an appreciation of the value of

good operators and an understanding of those characteristics of calls for information which

may prevent the partial or total automation of a telephone information center.

The information dissemination function is a necessary ingredient in the operation of a transit system. It is discussed in this section by breaking it into two parts: general

information and telephone information centers.

3.1 GENERAL INFORMATION

Most transit systems print and distribute route timetables and maps, and system maps,

to the public. The route timetables and maps are commonly distributed by placing them in

racks located at points of high pedestrian activity, such as banks, department stores, and

shopping centers. IVhile most timetables contain the date of initial validity, no indication

is normally given as to when the timetable is out-of-date. This omission produces many calls

of confimation to the information center.

Maps of entire transit systems are relatively expensive and, therefore, not as freely

distributed as timetables. Some transit systems have experimented with neighborhood timetables and maps which indicate the best way to get to areas of high activity (such as places

of employment and shopping areas). These can be in the form of a one-page flyer, a pocketsize brochure, or a wallet-size card. Although it is assumed that a mass distribution of

these schedules would both increase transit system ridership and decrease the number of calls

to the information center, no data is presently available to support these assumptions.

Some transit systems maintain mailing lists of persons who have indicated a desire to

be kept informed about changes in specific routes. New timetables are mailed automatically

when a route has been changed. TS-9, TS-10, and TS-12 maintain mailing lists of 90,000,

10,000 and 50,000 names, respectively. Periodically these lists are purged by asking those

who receive new timetables to indicate their continued interest. Those not responding are deleted from the list.

TS-8 achieved a 33% reduction in telephone calls by setting up a downtown information

center and by undertaking to make timetables easily available to those who need them. Other

transit systems also make use of the information booth concept. The information centers in

TS-23 are staffed with senior citizens who are paid by United Givers Fund at no cost to the

city.

9
Table 3.1

CHARACTERISTICS OF TELEPHONE INFORMATION CENTERS

(ORDERED BY SIZE OF TRANSIT SYSTEM)

TRANSIT TYPE OF NUMBER OF NUMBER OF NUMBER OF NUMBER OF AVERAGE

SYSTEM T:kLEPHONE TELEPHONE FULL TIME PRIME CALLS MINUTES

SYSTEM* LINES EQUIVALENT SHIFT ANSWERED PER CALL**

. . ,

,

• - • OPERATORS OPERATORS PER WEEK

DU pu 9 UUU 0 7 ALU ly XU 3C 5 ( UU 1 0

rpq o A nri oft oil 1 o Xc 3D 5 UUU 1 1 X . X ID—

A PTl )|Q 0(^ ±o ) UUU

TR-=i dWX OQ^IXIJUctX Q. oc. o ±D—

A PT> 7ft oU 3 A PU 5UUU

mqID-7( ALU A PTl XL) 1 o Xi:: D0 ±J_ ,UUU 1 7 X. (

± o—

1 7-L 1 QO ond.\J noA , UUU X . 0 XO—y key 7

I xu 5 ±d ) OUU X . J ID—XU A PFl on p0 OA Ann ^U jUUU X . D ID—J,X key D

o

eL Q AAA 0 9 UUU A ft mo 1 o ACD 20 25 13 0 ^ A A 20,000 2 .

io— A p'n ALU JO 29 19 36,000 1. 3

TIO 1 )i ib—X4 AOD 1 ft io 2d 10 OA AAA 32 ,000 1.3

n^q 1 c io—X5 switchboard 5 5 ib—XD key 15 10 T

C A A 7,500 d , 1

•PC! ID 1 7 — X I switchboard ), 0 AAA d 5 UUU 0 0

. TS-18 ACD 20 16 8 31,700 0.8

TS-19 key 9 2 1 3,500 0.9

TS-20 key 6 6 1+ T,500 1.3

TS-21 ACD 20 22 11 32,000 1,1

TS-22 key 10 5 2 7,500 1.1

TS-23 ACD 15 11 T 20,000 0.9

TS-2it key 6 6 \ 3,000 3.2

TS-25 switchboard 8 8 TS-26 ACD 26 20 10 7,500 k.3

TS-2T key 1+ l| 3 8,000 0.8

TS-28 key 3 3 5,000 0.9

TS-29 key 3 1 1

*see the footnotes on page 12 **8ee discussion in 3.2.6.

10
Effective identification of bus stops in another primary information source. Attractive

logo are used in many transit systems to make both the buses and the bus stops easily recognizable. Some people call the telephone information center to find out the location of a bus stop. A number of these calls could be eliminated by clearly identifying the bus stops

so that they can be seen from a distance. Other information can also be provided at the bus

stops which may reduce the number of calls for information. TS-19 has provided weatherproof containers for schedules at various bus stops. Other transit systems provide route

numbers and some schedule information as part of the bus stop sign. Another useful tactic

is the display of large transit maps at major transfer points.

TS-28 has developed a personalized planning service which provides trip planning through

the mail in response to complex information requests received by the telephone operators.

This service could be used in other information centers also, where complex requests which

are received during peak hours could be answered either by mail or by telephone during less

busy periods. In promoting such a service, it could be indicated that such requests may be

answered immediately if the call is made during low-volume hours, say before 8AM or after

7PM.

5.2 TELEPHONE INFORMATION CENTERS

3.2.1 OPERATING PROCEDURES

No computerized telephone information center presently exists in any of the 29 transit

systems surveyed. All are presently using manual procedures to answer requests for information. That is, each operator has a personal set of maps, schedules, routes, headway

listings, and street directories necessary for answering information requests.

The fourth largest transit system surveyed (TS-4) is presently using three microfiche

readers in addition to its predominantly manual operations. These readers each have the

capability of storing and retrieving microfiche frames located in an internal revolving

carousel. Once the location of the desired microfiche frame has been detemined, it can be

accessed by pushing appropriate buttons on the front of the viewer. No operator handling

of the microfiche is necessary. The information contained on the microfiche are a detailed

map of the transit system, headway sheets (including detailed schedules, route maps, and

route descriptions), street locations, and indexes for easy location of specific information.

TS-4 has indicated that while an experienced operator can answer requests as effectively

using manual procedures as with the microfiche system, a trainee operator is able to answer

requests much more effectively using microfiche. Two other transit systems (TS-1 and TS-3)

have indicated they would be evaluating the use of microfiche readers for information retrieval in the near future. TS-6 had been told that their transit system was too large for

efficient use of microfiche readers. They stated that they were searching for computer

software which could be used with video display tubes. They ruled out the system developed

by the System Development Corporation in Santa Monica, however, saying the requirement that

origins and destinations be specified by either nearest street intersection or landmark was

too restrictive. They stated that most requests for information use street address. The

tape recording of 74 calls to the TS-10 information center did not indicate that this is

universally true, however. Very few callers to TS-10 used street address as the method of

specifying origin,

5.2.2 TELEPHONE SYSTEMS

About half of the telephone information centers contacted use the automatic call

distributing system (ACDS).* About one- third use a key system** and the remainder channel

all calls through a central switchboard. Eleven of the 14 largest systems surveyed use the

ACD system. The manager associated with TS-10 indicated that the change from switchboard

to ACD has resulted in a very noticeable decline in the turnover of telephone operator

personnel. Job satisfaction has increased because of the impartial way in which the ACDS

distributes calls.

*Footnote is on following page.

**Footnote is on following page.

11
Even ACDS can cause problans, however. TS-8 reported that it had received con^laints

from callers who were in the hold queue for up to one hour. M indication that the problen

may have been in the ACDS, itself, came from TS-10. They reported an incident where callers were m the hold queue (buttons were lighted on the master control panel) with operators

being available. The ACDS did not automatically distribute the calls to the next available

operator.

3.2.5 INCOMING TELEPHONE LINES

The number of telephone lines indicates the maximum number of incoming calls which can

be handled (calls being answered or placed on hold) before a caller gets a busy signal.

Sufficient lines should be made available so that no caller will have an overly long wait

after being placed on hold. An ideal systann would be large enough so that very few callers

get busy signals, and such that no caller has to wait overly long.

In TS-10, about 14% of all callers hang up after being placed in the hold queue, while

an additional 151 receive a busy signal when they attenpt to call for infomation. These

two groups of callers comprise what is referred to as "unanswered calls," Other transit

systems are operating in a similar manner with TS-7 not being able to answer 23% of all

calls, and TS-4 losing 22% of all calls. TS-18, stating that they lose 6-8% of all calls,

turned out to be the most efficient system in this respect (of the seven for which

percentages were obtained) . A transit system may want to increase the number of incoming

telephone lines in order to reduce the number of callers who get busy signals.

5.2.4 PERSONNEL

The number of full-time equivalent operators corresponds to the number of 40 -hour

shifts which are worked each week. A person who only works 20 hours a week, for example,

would be counted as one-half of a full-time equivalent operator.

The number of prime shift operators gives an indication of how many calls can be handled at one time during peak hours before a caller is placed on hold. The maximum number of

calls on hold at one time during the prime shift can be determined as the difference between

the number of telephone lines and the number of prime shift operators.

Experienced, articulate, and pleasant operators are an asset to the transit systems 's public relations program. To obtain such persons, TS-3 promotes qualified bus drivers to

these positions, and pays them about $10,700 per year. TS-1 also fills some of its positions, from the bus driver ranks, and TS-11 uses disabled bus drivers at a slightly

reduced annual wage of about $11,000. While TS-10 does not use bus drivers as telephone

operators, it has been able to obtain very competent personnel by offering a starting

annual wage of about $10,500 (top pay, however, is only about $400 higher).

*ACDS (Automatic Call Distributing System) : Incoming calls are distributed to the next available operator on a first-come, first-served basis. When all the operators are busy, a recorded message asks the caller to wait until an operator is free. When all lines are occupied, subsequent callers will receive a busy signal.

**Key syston: A conventional telephone with the capability of handling more than one line

with switching functions performed by an adjacent or attached panel of buttons, one button

per line. When a call comes in, a button will light up, and an operator who is free depresses the button and processes the call. If all operators are busy when a call arrives, one operator must interrupt her conversation, answer the incoming call and put it on hold.

It is also feasible to assign an extra operator the duty of simply answering overflow incoming calls and placing than on hold. When all incoming lines are occupied with calls

either waiting or being processed, subsequent callers will receive a busy signal.

12
Owens, Vialet, and Wood (9) indicated that personnel costs account for about 95% of all

costs associated with a telephone information center (the other 5% pertains to equipment

rental). This figure was substantiated by the finance manager of TS-10.

5.2.5 VOLUME OF CALLS

Available data indicate that Monday is the bui'iest day in the week by a slight margin

over each of Tuesday thru Friday. Saturday is less busy than these weekdays, and Sunday

is less busy than Saturday. A best estimate of the percent of all calls received on each

day is shown below.

MON TUE^ IVED THU FRI SAT SUN

17% 15% 15% 15% 15% 12% 11%

These data were derived from figures supplied by TS-9, TS-14, and TS-18, from talking to TS-4 and TS-10, and from infomation contained in reference 9.

The peak hours of activity during a weekday were also examined. Information from TS-23

showed that 42% of their daily calls are received between the hours of 8:30 AM and 1:30 PM. The two systems for which data were available in reference 9 showed that 47% of the daily

calls were received between 9:00 AM and 2:00 PM. TS-1 stated that 70% of their daily calls occur in the four-hour period between 8:30 AM and 12:30 PM. It seems safe to assume, therefore, that the peak hours of activity occur in the three hours before noon and the one hour

after noon.

5.2.6 LENGTH OF CALLS

The number of full-time equivalent operators (column 4 in Table 3.1) and the number of

calls answered per week (column 6 in Table 3.1) can be used to calculate an average time

per call. It is assumed that each full-time equivalent operator works 40 hours (or 2400

minutes) every week. From this can be calculated the total number of operator -minutes each

week. This number, in conjunction with the number of calls answered per week, is used to calculate the average minutes per call if every operator is continuously answering calls

every minute of every hour of every working shift.

That would mean that in TS-10, for example, the 20,000 answered calls per week would

average 2.4 minutes per call (20 X 40 X 60 ^ 20,000). A more detailed look into TS-10

provided some information on the amount of time which operators are available, but are not

busy because no calls are coming in. The calls handled by two TS-10 operators were recorded on a tape for a period of about one hour each. The 74 calls handled by these two operators averaged 1.6 minutes each. This would indicate that the operators in TS-10 are actively answering calls only about two- thirds of their working time (1.6 minutes actual

divided by 2.4 minutes possible). This 67% activity rate was used to figure the time per

call for each of the transit systans surveyed. These reduced figures for time per call,

then, are shown in Table 3.1.

3.2.7 TYPE OF INQUIRIES

The tape recordings from TS-10 provided an abundance of information. The 74 calls

which were recorded were on the following types*:

- requests for route and time information 66

- request for fare information 5

- request for schedule to be mailed 2

- request for lost and found information 2

- complaints 1

- calls for other transit systan departments 5.

*Some of the 74 calls contained requests for more than one type of information. Therefore

the sum of the types of calls is greater than 74.

15
The average for these calls was 1 minute and 40 seconds. The median call required 1 minute and 10 seconds. The shortest call was 8 seconds in length, and the longest call

took 12 minutes and 25 seconds.

The information contained in Table 3.2 groups the 74 calls by length. An attempt was made to break each call into three parts: understanding the question, retrieving the information, and answering the question. The task was quite difficult because a large part of

most calls consisted of back and forth conversations between the caller and the operator.

Most callers had to have additional information drawn out of them by the operator. Additionally, answers provided to the caller seemed to stimulate requests for more information, or different information. Most calls were broken down, however, and the percentages are shown in Table 3.2. The time needed to retrieve the information was easily identified by a period of silence. Some callers received "instantaneous" information. For these calls the

retrieval time was counted as zero. Back and forth conversations, where questions and

answers flowed to and from both the operator and the caller, were divided such that half of

the time was counted as understanding the question and half providing the answer. Several

calls had more than one distinct period where the operator was retrieving infoTTnation.

These were added together to get one time of retrieval per call.

The operator needed to be familiar with the transit system routes so that the caller

would be able to have a feeling of confidence in the information provided. Several times

the operator was asked to identify the comer of the intersection where the bus would stop

("in front of the bank") , or the location of a bus stop in mid-block ("across from the car

wash")

Table 3.2

ANALYSIS OF CALLS FOR INFORMATION

LENGTH OF

CALL

groupings

(minutes)

NUMBER

OF

CALLS

PERCENT

OF ALL

CALLS

CUMULATIVE

TIME

(MINUTES)

PERCENT

OF TOTAL

TIME

PERCENT OF

T UNDERSTAND 1 QUESTION

[

TIME REQUIRED TO:

RETRIEVE 1 ANSWER

ENFORMATION 1 Q.UESTION

0:01-1:00 33 h5% 19:05 15^ 32^ 1 27^

j ki%

1:01-2:00 26 35% 37:56 31^ 29%

1 25%

\ k6%

2:01-3:00 6 8% 15:2i+ 13^ 27^ < 31% 1 k2%

3:01-U:00 3 k% 10:05 8% 36% i 30% ! 32%

U:01-5:00 2 3% 8:30 1% 39% 1 22% 1 39%

over 5:00 1+ 5% 31:i+7 26% 32^ 1 39% 1 29%

TOTAL Ik 100% 122:1+7 100% 31% 1 average i 21% 1 average i h2%

average

14
4. ANALYSIS OF FINDINGS

4.1 GENERAL INFORMATION

The primary objective of PTPTM is to provide information to people for efficient use

of public transportation. A telephone information system is just one method of achieving

that objective. As a general policy, most transit companies correctly regard it as one of

the more expensive methods. They, therefore, try to reduce the telephone demand by providing information via other means - distribution of schedules, maps, etc. Although no data

on cost of producing and distributing printed material was gathered, the approach seems valid and should be encouraged. However, it would appear that some of these techniques are not as effective as they might be.

Paragraph 3.1 pointed out that there are many calls in which the caller had a schedule

readily available, but wanted confirmation that it was still effective. It would seem useful, therefore, that schedules contain a time span (e.g., March 1, 1974 to September 1, 1974)

for which they are effective, and be updated on a preplanned and regular basis.

Some of the maps examined were extremely difficult to understand, particularly when

they show numerous routes passing through a downtown area, including route differences

between peak and non-peak hours. It would appear that, in the interests of economy, the

map-makers attempted to get as much information as possible on one piece of paper, with too

little regard for the user's understanding of the information presented. The specialized

neighborhood schedules, with a brief map indicating only the streets travelled, appear to

be more effective.

The other methods of general information provision cited in 3.1, appear to be effective,

though we have no data to measure their effectiveness. Although TS-8 claimed a 33% reduction in telephone calls by setting up a downtown information center and making timetables more readily available, the cost of operating that downtown center was not furnished.

For the most part, the information dissemination function appears to be regarded as a centralized function. Perhaps more emphasis should be placed on decentralization. Two

factors that would indicate the merit of this approach are:

1. Other industries, besides the transit industry itself, can benefit from

good information on public transportation,

2. Most people get personal satisfaction from relaying information they have.

Restaurants, theatres, and other places of public entertainment are examples of

industries that can benefit from disseminating information on the availability of public

transportation. When advertising, they should be encouraged to indicate which transit lines serve their location. Housing developments, particularly planned communities, can use the

information as a selling feature. Schools and places of business should be happy to provide information on public transportation to students and employees.

Most people have had the experience of asking in a small group for information concerning a transit trip. A common result is that too many people try to talk at once. People

are proud of their knowledge, and are happy to disseminate it whenever possible. Although

difficult to exploit, it would seem that more effort should be expended to examine ways to tap this resource.

4.2 TELEPHONE INFORMATION CENTERS - CURRENT PROCEDURES

There is a wide variance in the characteristics of telephone information centers.

While the information gathered from the telephone survey generally supports the conclusions

of the cited Mitre studies, it did not indicate any relationship between number of inquiries and passengers carried. There does not appear to be a "typical" transit information

center.

15
The 29 telephone information centers which were contacted are ordered by size o£ the

transit system in Table 3.1. While the annual operating revenue for these transit systems

ranged from $186 million to $3 million, the operating characteristics of the telephone

information centers are not dependent on the size of the transit syston. For example, the

telephone information centers in TS-2 ($100 million) and TS-21 ($6.4 million) have similar

operating characteristics. This would indicate that some factors other than transit system

size have major influence on the operational characteristics of a telephone information

center. While these influencing factors have not been rigorously determined in this study,

certain logical assumptions can be made. Those factors which may have such an influence

are:

- stability vs. recent reorganization of a transit syston

- publication vs. lack of publication of the information center telephone

number

- adequate vs. inadequate telephone equipment (telephone lines, operator

stations, etc.)

- availability vs. lack of availability of information by other means

(information booths and timetable racks at strategic locations, free

and useful transit maps, etc.)

- a dense vs. a spread out transit system

- experienced vs. novice telephone operators.

The Automatic Call Distributing System (ACDS) is used in most centers averaging 20,000

or more calls per week and with 8 or more operators. Although one of these centers reported complaints of callers being held in queue for up to one hour, this does not seem likely

if the ACD system is operating properly. On an ACD first-come, first-served basis, 8 operators would have to be averaging over 30 minutes per call in order not to be able to handle the 15 calls in queue at any given time.

There is a wide difference in the average length of the calls, from a low of .8 minutes

in several of the centers to 4.3 in two of the centers. Since on-site visits to all cent- ers were not conducted, the available data does not indicate any apparent reasons for the

differences. It apparently has nothing to do with the size of the system itself. One can only speculate that factors, such as experience of operators, complexity of route structure,

and management of personnel might be contributing factors.

It was interesting to note that the few centers which had readily available information on the number of calls per operator per shift experienced relatively low average

lengths of calls (0.8, 1.1, and 1.3). This would seem to indicate that letting personnel

know they are measured and are expected to maintain reasonable standards has a positive

effect on productivity.

Table 3.2 indicates that a large percentage (311) of the total time of a call is

spent in understanding the question. If the caller's questions were well formulated, it

could save the operator from having to draw out necessary information. The recorded message

provided in ACD systems should, therefore, encourage the caller to be prepared to give

origin, destination, and approximate time of travel.

4.5 OPERATOR - ASSIST CCMPUTBR RETRIEVAL SYSTEMS

Both the literature search and the analysis of the tape recordings from TS-10, indicate

that retrieval of information typically represents less than one- third the length of the

entire call. Most of the operator time is spent in communications. Therefore, a computer

retrieval system that still required an operator would have marginal effect on productivity.

Even if it is assumed that a marginal decrease in the average length of call could be

effected, it should not automatically be assumed that operators would then be able to handle a proportionately larger increase in calls. Human factors studies would be beneficial in this area, however, no existing studies on this subject are available.

16
Introducing a computer for retrieval would add two additional elements of translation

into the existing system. The question must not only be translated from customer to operator, but also from operator to computer and vice versa.

After witnessing a presentation on the "Paris" system by Systems Development Corporation, an analyst, familiar with terminal operations and completely at ease "talking with

computers," listened to the tapes of actual questions posed to a transit company.* This

was done with the intention of determining how much time could be saved by a computer

assisted system in an actual situation. The analyst found the exercise almost impossible

to do because so few of the questions were presented with sufficient data for input to the

computer system. It would have been necessary for the operator to ask for more information.

Often, this need for additional information was required in the present manual system, but

not nearly as often as one might expect. The majority of callers knew the name of the bus

line and how to get into the transit system, so it was often not necessary to pinpoint a specific origin. In some cases, the caller was unsure of the exact location and required

assistance from the operator, who had to refer to a map for help. In other cases, the

destination was referred to as "the tliree hundred block of Main." There were often

questions on how many blocks away the stop was, and in some cases this was the determining

factor in whether or not bother with a transfer. The operator was often asked to describe

the identifying sign on the bus, and this usually included both a number and a name. There were very few cases in which the caller had the option of more than one route. This did not seem to bother the caller, who seemed primarily interested in any way that worked within

his time frame.

The caller can learn to present his questions in a manner which would ease the computer

translation problem. As pointed out in 4.2, efficiency would undoubtedly be improved if

people put on hold would receive a recorded message asking them to please be prepared to give the origin, destination, and planned time of day of the trip in question. This practice is currently being carried out at some installations.

Some type of map display is almost a necessity for some kinds of questions. While

computer- produced maps are technically feasible, this capability would be very expensive to

maintain as well as install. Even with this feature, it is unlikely that any computerretrieval system would completely obviate the need for manual reference materials.

4.4 AUTOMATIC COMPUTER SYSTEMS

Currently there is no available information on the cost of providing the manual

research material that operators use. As in the airlines' more integrated systems, it is

conceivable that an integrated system which would be used for other related transit

operations might be cost-effective. However, as a separate operation, computerization of

transit information retrieval does not appear practical.

A completely automated system eliminates the need for operator intervention. However,

it would necessitate teaching the customer to use a telephone system for which he must have

reference material (codes for identification of origin and destination) . It should be kept

in mind that the telephone information centers, for the most part, were set up for people

who did not know how to use a particular system (the transit system itself, e.g. buses) and/

or did not have, or know how to use, the reference material on that system (schedules,

route maps, etc.). It is possible that training and provision of easy-to-use reference

material on the transit system itself may not be significantly more difficult than providing the same training and reference materials for the use of the automated system.

Regarding the suggestion that questions be structured, it is not unusual for people to reject the idea of structuring in manual systems, but accept them in computer systems

because "that's the way it has to be." The fact that the computer ignores "back-talk" can be an advantage over manual systems.

As with an operator- assisted computer system, it appears that some operators would

still be required for certain types of questions. Since operator salary and training costs

represent the major expense of a telephone information center, a major reduction in operator work force would be necessary for the automated system to be cost-effective.

*See 3.2.7 for more information on these tapes.

17
5. CONCLUSIONS AND RECOMNENDATIONS

CONCLlJSIdNS

" There is no evidence that a direct cause-effect relationship exists between

transit infomation dissemination and transit system use.

No transit system is presently using a computer to support its telephone

information center operations.

The primary problem of telephone information centers is "lost calls"

(the number of callers whose attempt to make contact with a transit

information operator is unsuccessful)

Most callers appear satisfied with the routing given and do not request

route options.

The number of calls to a telephone information center can be reduced by

more effective dissemination of general information.

Transit system size does not have a major influence on the operational

characteristics of a telephone information center.

" Making operators aware that they are being measured and are expected

to maintain reasonable standards of performance has a positive effect

on productivity.

No documentation presently exists on the cost and benefits of using

microfiche in telephone information centers.

In discussing feasibility of computerized PTPTM, it is important to

distinguish between an operator -oriented computer retrieval system

and a completely automated system which does not require operator

intervention.

Operator- assisted computer retrieval systems solely for telephone

information centers, while technically feasible, would not be costeffective. . .

Even a substantial reduction in retrieval time would not justify the

cost of any computer system unless staffing requirements are also

reduced.

Computer retrieval systems which do not require operator intervention

(completely automated) are technically feasible but would still require

some operators to handle questions which do not conform to the structure

required by the automated system.

" A completely automated system, which substantially reduces the need for

human operators, may be cost-effective in a telephone infomation center

which has high operating costs for training and salaries of operators.

* The major problem in implementing a completely automated system would

be training the public to accept and use it.

18
5.2 RECCMIENDATIONS

Based on the above conclusions, the following recommendations are proposed. Some are related to the general field of Point- to-Point Trip Management, whereas others are related

to the PTPTM research plan of DOT-IMTA.

° A study to measure the effectiveness of various methods of general

information provision (other than telephone)

° Systems analysis of existing procedures at Transit Information Centers,

concentrating on the more effective use of the communication time

between customer and operator (as opposed to time reduction for retrieval

of information)

° Documentation and analysis of experience with microfiche on those systems

which now use or plan to use this media.

° Suspension of further development of operator-assisted computer- retrieval

systems until PARIS has been evaluated for

a) operational costs, and

b) ability to adequately handle different types of calls.

° Feasibility study of totally automated computer systems to determine:

a) adequacy to handle most types of customer inquiries,

b) requirements for training customers in its use,

c) public acceptance,

d) costs for equipment, software, data base creation, and

data base maintenance, and

e) staffing requirements and costs including operators, and

computer analysts, programmers, and operators.

19
ANNOTATED BIBLIOGRAPPIY

1. American Transit Association, Transit Operating Report , 1973.

Summarizes the financial and operating statistics for multi -mode/rail transit systems

and motor bus transit systems in 1973. Statistics include population served, passengers carried, revenue gained, miles operated, etc., for 87 North American transit

systems.

2. Buckley, Randolph F. , Analysis and Design of a Transportation Information Center , Stanford University, August 1973.

Sponsored by DOT/UMTA. The costs and benefits incurred by computerizing a public

transit information center are outlined and investigated. The study concluded that

computerization would not result in cost reduction for services already offered, that

it would not appreciably decrease labor requirements and may even require additional

personnel, and that the benefits of a computerized system over a manual one are mainly those of increased services - ability to handle complex questions, accuracy and

consistency of replies, and reduced training requirements for operators.

3. Kulp, R. A., and Sheridan, J. A., Proceedings of the 5th International Symposium on Human Factors in Telecommunications , 1970.

Evaluates the human factors design considerations applied to the directory assistance

operator/system interface. A human factors experiment in the design of a computerized information retrieval system for Directory Assistance (Inquiry)

4. Liff, Sally D. and Michaels, Richard M. , Public Information Systems in Urban Mass

Transit, Northwestern University.

Sponsored by DOT/UMTA. The research deals with the broader aspects of public information in urban mass transit systems. Discusses methods and results of an attitude

survey administered to about 200 residents of the Chicago area. Demonstrates that

the information function is not a sensitive variable, and will not influence people

or change their attitudes one way or another toward utilizing public transit.

5. Lovelock, Christopher H. , Consumer Oriented Approaches to Marketing Urban Transit , Stanford University, March 1973.

Sponsored by DOT/UMTA. The study determines the feasibility and efficacy of increased marketing activity in the transit industry. Several fundamental marketing weak- nesses are discussed as well as approaches for correcting these weaknesses. Transit

information aids, including signs, maps, timetables, and telephone information, are discussed as one element of a broadly based marketing program.

6. Mundy, Ray A., Marketing Urban Mass Transit - 1973 , Pennsylvania State University,

January 1974.

An update of the marketing progress that has been made in the 10 years since

Dr. Lewis M. Schneider's study in 1962. Forty-one transit systems are examined in

regard to the extent of their marketing activity. While improvements in marketing

awareness were found, the average expenditure for marketing had not changed. The

decision to create or expand the marketing role had occured more frequently in

medium and small, rather than large, transit systems.

7. National Urban League and Mark Battle Associates, Inc., Marketing Techniques and the

Mass Transit System , July 1973.

Identified marketing and information techniques being used sucessfully to increase

patronage. Also developed a model for evaluating transit information and marketing

systems and for increasing their effectiveness. The study describes the efforts of

five cities to confront transit problems. Recommended improved information on

vehicles, at stops, and at stations to increase ridership. Statistical analysis did

not support the hypothesis that greater promotional effort would result in increased

income and ridership.

20
8. Owen, Catherine S, and Vialet, John L. , Transit Telephone Information Systems , Mitre

Corporation, March 1973.

While intended to be a guide for transit properties considering the establishment of a transportation information service, this report is also useful to transit agencies

that wish to evaluate the effectiveness of existing transit information systems. The

report begins with an analysis of system requirements and data on representative system operating costs. Included are recommendations for system inauguration and maintenance, a discussion of the operation of regional transit infomation systems, and a discussion of the alternative methods of information distribution being used in order

to minimize the use of telephone information retrieval.

9. Owen, Vialet, and Wood, Application of Computers to Transit Information Services, Vol. 1 and 2 , Mitre Corporation, January 1973.

A telephone information service is used by many transit companies to provide information to the public on routes, schedules, and fares. The operation of a number of

transit telephone information services has been investigated to determine whether the

introduction of computer systems would lead to an increase in efficiency. It is con- cluded that a computer system would not be cost effective; but that the standard of

service would be raised if one were introduced into the information system.

10. Port Authority of Allegheny County, Pennsylvania, An Urban Transportation Demonstration

Project, 1972.

Determined the effect of route and schedule information and advertising on transit

ridership. Several pages are devoted to a study of 431 callers. Included is a frequency chart of call purposes.

11. Schneider, Lewis M. , Marketing Urban Mass Transit , Harvard University Press, 1965.

Examined 12 U.S. transit systems and their marketing practices. Weaknesses were

cited, including poor product planning, unwillingness to invest in market research

and extensive promotion, and the failure to market a high quality service to appeal

to the more affluent segments of the traveling public. Recommended improving service

by use of air conditioning, and developing marketing strategies for different classes

or riders.

12. Wells, William R. , Public Transit Information Systems: What Level of Sophistication?, Stanford University, May 1973.

Sponsored by DOT/UMTA, the report discusses three different systems which could be

lased to assist operators in their search for route and schedule information: manual,

microfiche, and interactive computer assisted. Cost analysis indicates that microfiche is least expensive to operate, and computer assisted is most costly.

USCOMM-NBS-OC 21
NBS.114A-(REV. 7-73)

U.S. DEPT. OF COMM. 1. PUBLICATION OR RHPORT NO. 2. Gov't Accession

BIBLIOGRAPHIC DATA No. SHEET NBSIR 75-665

3. Recipient's Accession No.

4. TITLE AND SUBTITLE

Point -To -Point Trip Management Program

(Preliminary Analysis)

5. Publication Date

6. Performing Organization Code

7. AUTHOR(S)

Kienstra, W. G. and Minnick, D. J.

8. Performing Organ. Report No.

9. PERFORMING ORGANIZATION NAME AND ADDRESS

NATIONAL BUREAU OF STANDARDS

DEPARTMENT OF COMMERCE

WASHINGTON, D.C. 20234

10. Project/Task/Work Unit No.

11. Contract/Grant No.

12. Sponsoring Organization Name and Complete Address (Street, City, State, ZIP)

Department o£ Transportation

Urban Mass Transportation Administration

Washington, D.C. 20590

13. Type of Report & Period Covered

Final

14. Sponsoring Agency Code

15. SUPPLEMENTARY NOTES

16. ABSTRACT (A 200-word or less lactual summary of most sigpilicant information. If document includes a significant

bibliography or literature survey, mention it here.)

iiij-b piej-ijuiiiciry analysis or FOint- lo-Foint Irip Management (PTPTM) was prepared for

the Urban Mass Transit Administration in Washington, D.C. PTPTM is concerned with

providing prospective riders of mass transit with the necessary detailed information

for particular trips. This report contains the results of a literature search on automation m the telephone information center, and analyzes the data collected from

29 existing centers. Additionally, on-site visits were made to three operational

centers, and tapes of actual telephone inquiries and responses were obtained and

analyzed. The use of microfiche and computers are examined as an aid to the operators m these centers. Total automation of these centers is also discussed. Conclusions

and recommendations for further study in this area, and an annotated bibliography, are also part of this report.

17. KEY WORDS (six to twelve entries; alphabetical order; capitalize only the first letter of the first key word unless a proper name; separated by semicolons)

Computers; Information systems; Mass transportation; Telephone systems

18. AVAILABILITY fXl Unlimited

[ 1 For Official Distribution. Do Not Release to NTIS

nn Order From Sup. of Doc, U.S. Government Printing Office Washineten. D.C. 20402. SD Cat. No. Cn

[in Order From National Technical Information Service (NTIS)

Springfield, Virginia 22151

19. SECURITY CLASS

(THIS REPORT)

UNCL ASSIFIED

21. NO. OF PAGES

26

20. SECURITY CLASS

(THIS PAGE)

UNCLASSIFIED

22. Price

USCOMM-OC 29042-P74
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