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% The Online BRT Planning Guide
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\chapter{27}{Control Center}
\label{volume:infrastructure:chapter:control-center}
% @ guide/27-control_center/control-center.src: lines 1-5: code points 1-62

\quotation{Everyone in a complex system has a slightly different interpretation. The more interpretations we gather, the easier it becomes to gain a sense of the whole.}{Margaret J. Wheatley, writer and management consultant, 1944–}
% @ guide/27-control_center/control-center.src: lines 3-5: code points 1-62

A centralized management and control of the BRT system affords many advantages to optimize system efficiencies and minimize costs:\par
% @ guide/27-control_center/control-center.src: lines 7-8: code points 1-19

\begin{itemize}
\item Immediate response to changes in customer demand;% @ guide/27-control_center/control-center.src: lines 10-11: code points 1-0
\item Immediate response to equipment failures, safety, and security problems;% @ guide/27-control_center/control-center.src: lines 11-12: code points 1-0
\item Efficient spacing between BRT vehicles and avoidance of vehicle “bunching”;% @ guide/27-control_center/control-center.src: lines 12-13: code points 1-0
\item Automated system performance evaluation;% @ guide/27-control_center/control-center.src: lines 13-14: code points 1-0
\item Automated linkages between operations and revenue distribution;% @ guide/27-control_center/control-center.src: lines 14-15: code points 1-0
\item Efficient response to customer queries.% @ guide/27-control_center/control-center.src: lines 15-15: code points 1-45
\end{itemize}
% @ guide/27-control_center/control-center.src: lines 10-15: code points 1-45

In the case of many conventional bus service operators, vehicle fleets are often depleted, old, and not adequately adapted to existing infrastructure and operational needs, like accommodating the disabled.\par
% @ guide/27-control_center/control-center.src: lines 17-18: code points 1-105

\ifxetex
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	{  % group required to avoid fignote settings escaping
		\img{\hsize}{infrastructure/assets/94fe666c688d7c41a33dfb686b791029571811a1.jpeg}
		\fignote{1}{Control Center in Lanzhou, China.\label{chapter:control-center:figure:control-center-in-lanzhou-china}}{Karl Fjellstrom, Far East BRT.}
	}
\fi

\section{1}{Development of the Traffic Management Center Concept}
\label{volume:infrastructure:chapter:control-center:section:development-of-the-traffic-management-center-concept}
% @ guide/27-control_center/development-of-the-traffic-management-center-concept.src: lines 3-24: code points 1-84

\quotation{Life in LA is not lying in the sun for months. It is having a 4pm meeting and leaving at noon to sit in traffic for four hours.}{Billy Boyd, actor, 1968–}
% @ guide/27-control_center/development-of-the-traffic-management-center-concept.src: lines 5-6: code points 1-26

Initially, localized or decentralized control was implemented, but later gave way to centralized management and control of regional traffic. To facilitate this, the concept of the Traffic Management Center (TMC) was born, with the aim to reduce road congestion, to improve road safety and incident response, and to provide traffic updates to motorists and public transport services about road-related events. The regional TMC serves as the information hub for the public, the police, the traffic services, and the roadside emergency personnel, and it integrates the responses of various services to minimize response time and reduce costs. Today, TMCs worldwide leverage Intelligent Transport Systems (ITS) technologies that significantly improve the efficiency and effectiveness of traffic management and road safety.\par
% @ guide/27-control_center/development-of-the-traffic-management-center-concept.src: lines 8-15: code points 1-79

To ensure a successful BRT system, it is important to establish a BRT Management Center (BRTMC) that can either be developed as an integrated part of a regional Traffic Management Center or stand on its own.\par
% @ guide/27-control_center/development-of-the-traffic-management-center-concept.src: lines 17-19: code points 1-4

\ifxetex
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		\img{\hsize}{infrastructure/assets/8367e0fdc4e77c76885d2898e67d5b68cfc6e8c2.jpeg}
		\fignote{2}{Chengzhou, China’s BRT Control Center.\label{chapter:control-center:figure:chengzhou-chinas-brt-control-center}}{Karl Fjellstrom, Far East BRT.}
	}
\fi

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		\img{\hsize}{infrastructure/assets/b0a83f1ea45f2471a8c5248aeb082f9ee9af3f89.jpeg}
		\fignote{3}{Inside Zhengzhou, China’s Control Center.\label{chapter:control-center:figure:inside-zhengzhou-chinas-control-center}}{ITDP}
	}
\fi

\section{2}{The BRTMC}
\label{volume:infrastructure:chapter:control-center:section:the-brtmc}
% @ guide/27-control_center/the-brtmc.src: lines 3-161: code points 1-60

\quotation{We live in a society exquisitely dependent on science and technology, in which hardly anyone knows anything about science and technology.}{Carl Sagan, scientist and writer, 1934–1996}
% @ guide/27-control_center/the-brtmc.src: lines 5-6: code points 1-45

\subsection{1}{Purpose}
\label{volume:infrastructure:chapter:control-center:section:the-brtmc:subSection:purpose}
% @ guide/27-control_center/the-brtmc.src: lines 8-21: code points 1-14

\ifxetex
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		\img{\hsize}{infrastructure/assets/e219008a65a105fcffe69f69e3b5ee6386911990.jpeg}
		\fignote{4}{BRTMC’s closed circuit television surveillance system in Zhengzhou, China.\label{chapter:control-center:figure:brtmcs-closed-circuit-television-surveillance-system-in-zhengzhou-china}}{ITDP.}
	}
\fi

A BRT system typically uses global positioning systems, communication systems, CCTV (closed circuit television) surveillance systems, and other technologies that enable customers to obtain information about when a vehicle will arrive to know where a vehicle is along its route. The BRTMC is the point from where the total system is managed and controlled.\par
% @ guide/27-control_center/the-brtmc.src: lines 12-15: code points 1-49

The aim of the BRTMC is to ensure optimal BRT operations, to facilitate improved safety and incident response, and to provide real-time information to commuters about BRT-related events. As in the case of the regional TMC, the BRTMC can also serve as the information hub for the public, police, traffic services, and roadside emergency personnel, while integrating the actions of various services to minimize response time.\par
% @ guide/27-control_center/the-brtmc.src: lines 17-21: code points 1-14

\subsection{2}{Functions}
\label{volume:infrastructure:chapter:control-center:section:the-brtmc:subSection:functions}
% @ guide/27-control_center/the-brtmc.src: lines 23-161: code points 1-60

The BRTMC is expected to contain both real-time control and monitoring operations (in an operations room), as well as non-real-time operations like planning, scheduling, and administrative functions (which should be located in the BRTMC).\par
% @ guide/27-control_center/the-brtmc.src: lines 25-27: code points 1-32

The typical functional elements of a BRTMC are as shown in Figure 27.5 and are discussed in more detail thereafter.\par
% @ guide/27-control_center/the-brtmc.src: lines 29-30: code points 1-11

\ifxetex
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		\img{\hsize}{infrastructure/assets/11f40268d3182aed03c1a6a0f6db38e83d4b670d.jpeg}
		\fignote{5}{Typical functional elements of a BRTMC. Diagram\label{chapter:control-center:figure:typical-functional-elements-of-a-brtmc-diagram}}{ITDP.}
	}
\fi

\subsubsection{1}{Automated Fare Collection (AFC)}
\label{volume:infrastructure:chapter:control-center:section:the-brtmc:subSection:functions:subSubSection:automated-fare-collection-afc}
% @ guide/27-control_center/the-brtmc.src: lines 34-57: code points 1-101

The AFC function in the BRTMC has two prime focus areas, namely:\par
% @ guide/27-control_center/the-brtmc.src: lines 36-37: code points 1-0

\begin{enumerate}
\item Ensuring accurate fare collection;% @ guide/27-control_center/the-brtmc.src: lines 37-38: code points 1-0
\item Minimizing any occurrences of fare evasion.% @ guide/27-control_center/the-brtmc.src: lines 38-38: code points 1-51
\end{enumerate}
% @ guide/27-control_center/the-brtmc.src: lines 37-38: code points 1-51

The identification of system\slash{}equipment failures and monitoring for potential fare evasions are real-time operations. The identification of failures is, however, automated to some extent, while CCTV surveillance operators, drivers, and on-site staff are also expected to report equipment\slash{}system malfunctions and fare evasions.\par
% @ guide/27-control_center/the-brtmc.src: lines 40-43: code points 1-9

Other personnel that are involved with the AFC system are the conductors who check for fare evasion in stations and on vehicles. While these persons may not need permanent accommodation, it might be advantageous to accommodate them in the BRTMC, the depot(s), or alternatively in a customer care facility and possibly in a shared area.\par
% @ guide/27-control_center/the-brtmc.src: lines 45-48: code points 1-17

The apportionment of fees and the analysis of travel data might have to be performed according to the type of vehicle-operating contract. This task should be performed by a person in the BRTMC.\par
% @ guide/27-control_center/the-brtmc.src: lines 50-51: code points 1-91

Other AFC-related functions are:\par
% @ guide/27-control_center/the-brtmc.src: lines 53-54: code points 1-0

\begin{itemize}
\item Auditing;% @ guide/27-control_center/the-brtmc.src: lines 54-55: code points 1-0
\item Reconciliation of fares;% @ guide/27-control_center/the-brtmc.src: lines 55-56: code points 1-0
\item Stock management (fare media and consumables);% @ guide/27-control_center/the-brtmc.src: lines 56-57: code points 1-0
\item Cash management (for kiosks, automated vending machines, and onboard cash boxes if applicable).% @ guide/27-control_center/the-brtmc.src: lines 57-57: code points 1-101
\end{itemize}
% @ guide/27-control_center/the-brtmc.src: lines 54-57: code points 1-101

\subsubsection{2}{Advanced Public Transport Management (APTM)}
\label{volume:infrastructure:chapter:control-center:section:the-brtmc:subSection:functions:subSubSection:advanced-public-transport-management-aptm}
% @ guide/27-control_center/the-brtmc.src: lines 59-85: code points 1-91

The following functions should be performed in either the BRTMC or the depot(s):\par
% @ guide/27-control_center/the-brtmc.src: lines 61-61: code points 1-80

\begin{itemize}
\item Driver and Vehicle Scheduling (also known as “runcutting”). These persons can be accommodated at either the BRTMC or the depot(s);% @ guide/27-control_center/the-brtmc.src: lines 63-65: code points 1-0
\item Fleet Management and Maintenance Controller. It is recommended to localize this to the vehicle operator’s depot(s);% @ guide/27-control_center/the-brtmc.src: lines 65-67: code points 1-0
\item Schedule Adherence. This function consists of monitoring the progress of the vehicles on the routes and taking corrective action when a vehicle deviates from the schedule. This function should be accommodated in the BRTMC;% @ guide/27-control_center/the-brtmc.src: lines 67-70: code points 1-0
\item Performance Management. This function typically falls within the administrative environment of the BRTMC and is implemented for the vehicle operating contract(s). It entails the monitoring of the processes of the operating contract(s), particularly for such processes that are reflected in Key Performance Indicators, to ensure that the required service levels are met and if not, to take the steps necessary to ensure that the service levels are adhered to. A Performance Manager, accommodated within the BRTMC, should be appointed for this task;% @ guide/27-control_center/the-brtmc.src: lines 70-76: code points 1-0
\item APTM Systems Maintenance Manager. This function is responsible for ensuring that the required APTM systems’ availability is maintained. It would be advisable to appoint an APTMS Maintenance Manager to identify malfunctions as soon as possible and, in the case of a malfunction, be held responsible for logging the fault and ensuring that the problem is resolved within the required time frame. Vehicle operating contracts may use the same systems. This function should be housed within the BRTMC.% @ guide/27-control_center/the-brtmc.src: lines 76-80: code points 1-84
\end{itemize}
% @ guide/27-control_center/the-brtmc.src: lines 63-80: code points 1-84

The above APTM tasks do not necessarily require one person per task, but they can be combined depending on the size of the BRT system.\par
% @ guide/27-control_center/the-brtmc.src: lines 82-83: code points 1-30

\ifxetex
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	{  % group required to avoid fignote settings escaping
		\img{\hsize}{infrastructure/assets/cf52887f1e98a47b7161ac5ca650101fb359ba9d.jpeg}
		\fignote{6}{BRTMC staff members in Rio de Janeiro, Brazil.\label{chapter:control-center:figure:brtmc-staff-members-in-rio-de-janeiro-brazil}}{ITDP.}
	}
\fi

\subsubsection{3}{Traveler Information}
\label{volume:infrastructure:chapter:control-center:section:the-brtmc:subSection:functions:subSubSection:traveler-information}
% @ guide/27-control_center/the-brtmc.src: lines 87-98: code points 1-13

This function is responsible for the following information systems that are controlled from a BRTMC:\par
% @ guide/27-control_center/the-brtmc.src: lines 89-90: code points 1-6

\begin{itemize}
\item Pre-trip information systems, for example, providing schedule and route information;% @ guide/27-control_center/the-brtmc.src: lines 92-93: code points 1-0
\item Personal information systems, for example, providing information via an SMS service, public Call Center, and website;% @ guide/27-control_center/the-brtmc.src: lines 93-95: code points 1-0
\item In-vehicle information systems, for example, audio announcements via the Automatic Voice Annunciators (AVAs);% @ guide/27-control_center/the-brtmc.src: lines 95-97: code points 1-0
\item In-station information systems, for example, BRT schedules, route information, and Variable Message Signs (VMSs).% @ guide/27-control_center/the-brtmc.src: lines 97-98: code points 1-13
\end{itemize}
% @ guide/27-control_center/the-brtmc.src: lines 92-98: code points 1-13

\subsubsection{4}{Transport Demand Management (TDM)}
\label{volume:infrastructure:chapter:control-center:section:the-brtmc:subSection:functions:subSubSection:transport-demand-management-tdm}
% @ guide/27-control_center/the-brtmc.src: lines 100-104: code points 1-78

TDM entails BRT service coordination and transport planning, and it is recommended that is also be housed in the BRTMC. This function typically also acts as an interface to the regional TMC, where applicable, on issues such as traffic signal optimization and traffic control.\par
% @ guide/27-control_center/the-brtmc.src: lines 102-104: code points 1-78

\subsubsection{5}{Transport Safety and Security}
\label{volume:infrastructure:chapter:control-center:section:the-brtmc:subSection:functions:subSubSection:transport-safety-and-security}
% @ guide/27-control_center/the-brtmc.src: lines 106-117: code points 1-66

Safety and security are crucial to the success of any BRT system. As such this function should focus on:\par
% @ guide/27-control_center/the-brtmc.src: lines 108-109: code points 1-9

\begin{itemize}
\item Surveillance to ensure station, on board, and route safety and security;% @ guide/27-control_center/the-brtmc.src: lines 111-112: code points 1-0
\item Vehicle safety systems;% @ guide/27-control_center/the-brtmc.src: lines 112-113: code points 1-0
\item Incident\slash{}disaster management;% @ guide/27-control_center/the-brtmc.src: lines 113-114: code points 1-0
\item Information and Communication Technology (ICT) systems’ security;% @ guide/27-control_center/the-brtmc.src: lines 114-115: code points 1-0
\item Law enforcement.% @ guide/27-control_center/the-brtmc.src: lines 115-115: code points 1-22
\end{itemize}
% @ guide/27-control_center/the-brtmc.src: lines 111-115: code points 1-22

It is recommended that this function be accommodated in the BRTMC.\par
% @ guide/27-control_center/the-brtmc.src: lines 117-117: code points 1-66

\subsubsection{6}{Fleet Management}
\label{volume:infrastructure:chapter:control-center:section:the-brtmc:subSection:functions:subSubSection:fleet-management}
% @ guide/27-control_center/the-brtmc.src: lines 119-130: code points 1-18

The fleet management function is responsible for:\par
% @ guide/27-control_center/the-brtmc.src: lines 121-121: code points 1-49

\begin{itemize}
\item Maintenance of management systems;% @ guide/27-control_center/the-brtmc.src: lines 123-124: code points 1-0
\item {\begin{itemize}
\item Transportation operations systems;% @ guide/27-control_center/the-brtmc.src: lines 124-125: code points 7-0
\item Utilization management systems;% @ guide/27-control_center/the-brtmc.src: lines 125-126: code points 1-0
\item Fleet telemetry systems;% @ guide/27-control_center/the-brtmc.src: lines 126-127: code points 1-0
\item Vehicle guidance.% @ guide/27-control_center/the-brtmc.src: lines 127-127: code points 1-23
\end{itemize}
% @ guide/27-control_center/the-brtmc.src: lines 124-127: code points 1-23

}
\end{itemize}
% @ guide/27-control_center/the-brtmc.src: lines 123-127: code points 1-23

It is suggested that this function could be housed in either the BRTMC or the vehicle operator’s depot(s), or both.\par
% @ guide/27-control_center/the-brtmc.src: lines 129-130: code points 1-18

\subsubsection{7}{Integration and Communication}
\label{volume:infrastructure:chapter:control-center:section:the-brtmc:subSection:functions:subSubSection:integration-and-communication}
% @ guide/27-control_center/the-brtmc.src: lines 132-144: code points 1-60

Due to the diverse complex systems and different entities required to enable an effective and efficient BRT system, integration and communication play a cardinal role in its success. This function facilitates:\par
% @ guide/27-control_center/the-brtmc.src: lines 134-136: code points 1-12

\begin{itemize}
\item Station integration and communications;% @ guide/27-control_center/the-brtmc.src: lines 138-139: code points 1-0
\item Vehicle integration and communications;% @ guide/27-control_center/the-brtmc.src: lines 139-140: code points 1-0
\item Roadside integration and communications;% @ guide/27-control_center/the-brtmc.src: lines 140-141: code points 1-0
\item Back-office integration and communications;% @ guide/27-control_center/the-brtmc.src: lines 141-142: code points 1-0
\item Regional TMC integration and communication where applicable.% @ guide/27-control_center/the-brtmc.src: lines 142-142: code points 1-66
\end{itemize}
% @ guide/27-control_center/the-brtmc.src: lines 138-142: code points 1-66

It is recommended to accommodate this function in the BRTMC.\par
% @ guide/27-control_center/the-brtmc.src: lines 144-144: code points 1-60

\subsubsection{8}{Call Center}
\label{volume:infrastructure:chapter:control-center:section:the-brtmc:subSection:functions:subSubSection:call-center}
% @ guide/27-control_center/the-brtmc.src: lines 146-161: code points 1-60

There are two main components in the call center function, namely:\par
% @ guide/27-control_center/the-brtmc.src: lines 148-148: code points 1-66

\begin{enumerate}
\item An internal component for BRT staff to obtain information or assistance and log issues. It is recommended to accommodate this component in the BRTMC;% @ guide/27-control_center/the-brtmc.src: lines 150-152: code points 1-0
\item An externally focused component facilitating public interaction and interaction with the regional Transport Management Center. This function could be accommodated in the BRTMC or elsewhere as discussed below.% @ guide/27-control_center/the-brtmc.src: lines 152-154: code points 1-6
\end{enumerate}
% @ guide/27-control_center/the-brtmc.src: lines 150-154: code points 1-6

A regional TMC typically already hosts a Transport Information Center (TIC), which might operate a twenty-four-hour call center that provides public transport information to commuters. The TIC normally disseminates information to motorists and commuters by means of radio reports, variable message signs, semi-dynamic message signs, websites, and SMSs. As such, the regional TIC could be used for the BRT Call Center’s public interaction function if the required integration and communication infrastructure is in place or if the BRTMC is collocated in the regional TMC.\par
% @ guide/27-control_center/the-brtmc.src: lines 156-161: code points 1-60

\section{3}{BRT Stakeholders}
\label{volume:infrastructure:chapter:control-center:section:brt-stakeholders}
% @ guide/27-control_center/273brt-stakeholders.src: lines 3-60: code points 1-9

\quotation{Individually, we are one drop. Together, we are an ocean.}{Ryūnosuke Akutagawa, writer, 1892–1927}
% @ guide/27-control_center/273brt-stakeholders.src: lines 5-6: code points 1-40

The stakeholders that typically require accommodation in the BRTMC are presented in Table 27.1.\par
% @ guide/27-control_center/273brt-stakeholders.src: lines 8-9: code points 1-0

\tabletitle{1}{BRT Stakeholders, with a High-Level Indication of Roles and Responsibilities}
\label{chapter:control-center:table:brt-stakeholders-with-a-high-level-indication-of-roles-and-responsibilities}
\halign to 30\tablemodule{%
	\vtop{\sffamily\footnotesize\noindent\hsize=7\tablemodule#}\hbox to 0.5\tablemodule{}&
	\hbox to 0.5\tablemodule{}\vtop{\sffamily\footnotesize\noindent\hsize=22\tablemodule#}\cr
	\color{gray75}\bfseries Stakeholder& \color{gray75}\bfseries Roles and Responsibilities \cr
	\noalign{\vskip 1mm} \hline \noalign{\vskip 2mm} 
	\color{gray50}\highlight{Information Systems and Technology (IS\&T) Contract}; ;&
	\color{gray50}\begin{itemize}
	\color{gray50}\item Operate and maintain the BRT system’s IS\&T infrastructure.;% @ guide/27-control_center/273brt-stakeholders.src: lines 15-16: code points 6-0
	\color{gray50}\end{itemize}
	\color{gray50}% @ guide/27-control_center/273brt-stakeholders.src: lines 15-16: code points 6-0
	\color{gray50}
	\color{gray50}\cr
	\noalign{\vskip 2mm 
}	\color{gray50}\highlight{Operations Control}&
	\color{gray50}\begin{itemize}
	\color{gray50}\item Monitor and control BRT operations, including vehicle tracking and scheduling, driver monitoring, and the vehicle subsystem;% @ guide/27-control_center/273brt-stakeholders.src: lines 18-18: code points 6-135
	\color{gray50}\item Respond to customer demands.;% @ guide/27-control_center/273brt-stakeholders.src: lines 18-19: code points 136-0
	\color{gray50}\end{itemize}
	\color{gray50}% @ guide/27-control_center/273brt-stakeholders.src: lines 18-19: code points 6-0
	\color{gray50}
	\color{gray50}\cr
	\noalign{\vskip 2mm 
}	\color{gray50}\highlight{Automatic Fare Collection}&
	\color{gray50}\begin{itemize}
	\color{gray50}\item Monitor and take corrective action to address AFC system failure and fare evasion;% @ guide/27-control_center/273brt-stakeholders.src: lines 21-21: code points 6-93
	\color{gray50}\item Apportion fees and analyze travel data.;% @ guide/27-control_center/273brt-stakeholders.src: lines 21-22: code points 94-0
	\color{gray50}\end{itemize}
	\color{gray50}% @ guide/27-control_center/273brt-stakeholders.src: lines 21-22: code points 6-0
	\color{gray50}
	\color{gray50}\cr
	\noalign{\vskip 2mm 
}	\color{gray50}\highlight{Safety and Security}&
	\color{gray50}\begin{itemize}
	\color{gray50}\item Perform surveillance of BRT routes, vehicles, stations, and customers;% @ guide/27-control_center/273brt-stakeholders.src: lines 24-24: code points 6-81
	\color{gray50}\item Take corrective measures to negate safety and security risks and fare evasion;% @ guide/27-control_center/273brt-stakeholders.src: lines 24-24: code points 82-165
	\color{gray50}\item Interact with regional emergency management services (EMS), ambulances, and firefighting services;% @ guide/27-control_center/273brt-stakeholders.src: lines 24-24: code points 166-269
	\color{gray50}\item Liaise with law enforcement agencies, e.g., police and traffic police.;% @ guide/27-control_center/273brt-stakeholders.src: lines 24-25: code points 270-0
	\color{gray50}\end{itemize}
	\color{gray50}% @ guide/27-control_center/273brt-stakeholders.src: lines 24-25: code points 6-0
	\color{gray50}
	\color{gray50}\cr
	\noalign{\vskip 2mm 
}	\color{gray50}\highlight{Call Center}&
	\color{gray50}\begin{itemize}
	\color{gray50}\item Interface with internal BRT staff;% @ guide/27-control_center/273brt-stakeholders.src: lines 27-27: code points 6-45
	\color{gray50}\item Interface with the public, the regional TMC (where applicable), and other government departments.;% @ guide/27-control_center/273brt-stakeholders.src: lines 27-28: code points 46-0
	\color{gray50}\end{itemize}
	\color{gray50}% @ guide/27-control_center/273brt-stakeholders.src: lines 27-28: code points 6-0
	\color{gray50}
	\color{gray50}\cr
	\noalign{\vskip 2mm 
}	\color{gray50}\highlight{Facility Management}&
	\color{gray50}\begin{itemize}
	\color{gray50}\item Take responsibility for the facility infrastructure, premises, security, and housekeeping.;% @ guide/27-control_center/273brt-stakeholders.src: lines 30-31: code points 6-0
	\color{gray50}\end{itemize}
	\color{gray50}% @ guide/27-control_center/273brt-stakeholders.src: lines 30-31: code points 6-0
	\color{gray50}
	\color{gray50}\cr
	\noalign{\vskip 2mm 
}}
% @ guide/27-control_center/273brt-stakeholders.src: lines 9-31: code points 1-9

Other BRT stakeholders that might not require accommodation in the BRTMC itself are listed in the table below.\par
% @ guide/27-control_center/273brt-stakeholders.src: lines 33-35: code points 1-0

\tabletitle{2}{Stakeholders Not Necessarily Accommodated within the BRTMC.}
\label{chapter:control-center:table:stakeholders-not-necessarily-accommodated-within-the-brtmc}
\halign to 30\tablemodule{%
	\vtop{\sffamily\footnotesize\noindent\hsize=11\tablemodule#}\hbox to 0.5\tablemodule{}&
	\hbox to 0.5\tablemodule{}\vtop{\sffamily\footnotesize\noindent\hsize=18\tablemodule#}\cr
	\color{gray75}\bfseries Stakeholder& \color{gray75}\bfseries Roles and Responsibilities \cr
	\noalign{\vskip 1mm} \hline \noalign{\vskip 2mm} 
	\color{gray50}\highlight{Financial Services}&
	\color{gray50}Manage assets, budget, treasury, and accounts.;\cr
	\noalign{\vskip 2mm 
}	\color{gray50}\highlight{Vehicle Contract}&
	\color{gray50}Manage and operate vehicles.\cr
	\noalign{\vskip 2mm 
}	\color{gray50}\highlight{Station Services Contract}&
	\color{gray50}Keep the station in good condition.\cr
	\noalign{\vskip 2mm 
}	\color{gray50}\highlight{Emergency Management Services}&
	\color{gray50}Manage incidents and disasters.\cr
	\noalign{\vskip 2mm 
}	\color{gray50}\highlight{Public Transport Regulator}&
	\color{gray50}Regulate with respect to public transport and the BRT system.\cr
	\noalign{\vskip 2mm 
}	\color{gray50}\highlight{Road Maintenance and Civil Works}&
	\color{gray50}Maintain public roads and station works.\cr
	\noalign{\vskip 2mm 
}	\color{gray50}\highlight{Law Enforcement Agencies}&
	\color{gray50}Police and control traffic.\cr
	\noalign{\vskip 2mm 
}}
% @ guide/27-control_center/273brt-stakeholders.src: lines 35-60: code points 1-9

\section{4}{Location of BRTMC}
\label{volume:infrastructure:chapter:control-center:section:location-of-brtmc}
% @ guide/27-control_center/location-of-brtmc.src: lines 3-31: code points 1-82

\quotation{I’m easy. Put me in an interesting location with good people and I’m there.}{Jane Curtin, actress and comedian, 1947–}
% @ guide/27-control_center/location-of-brtmc.src: lines 5-6: code points 1-42

The BRTMC functions remotely from the corridor through its information and communications systems. However, locating it near one of the trunk corridors could be desirable since such a location allows a cost-effective, direct linkage to the system through a fiber optic line at the time of construction. It is recommended that the BRTMC should be situated in a place that has highly reliable communications connections and electrical power connections. Furthermore, since the center may also be receiving information by way of satellite or infrared communications, the center should not be located where signals could be potentially blocked. Additionally, the premises should be located close to public transport amenities to ensure that the staff can easily access their workplace.\par
% @ guide/27-control_center/location-of-brtmc.src: lines 8-15: code points 1-59

There could be some benefits to locating BRTMC staff in management facilities or in terminal facilities. These locations would allow greater interactions between the BRTMC staff and management staff or vehicle operators. This sort of interaction could lead to certain synergies in gaining further insights on system operations.\par
% @ guide/27-control_center/location-of-brtmc.src: lines 17-20: code points 1-11

If possible, it could be advantageous to have the BRTMC collocated in the regional TMC. Such an arrangement might facilitate a better understanding of each other’s areas of responsibility, improve relationships, and reduce response time. This would in turn lead to further effectiveness and efficiency enhancements for the BRT system. Such an approach will also bring cost savings through the sharing of an existing building and certain infrastructure, such as the sharing of the premise’s UPS, generators, security staff, a well-managed Building Management System (BMS), etc. Also, the premises might already have dual redundant municipal electrical power feeds as well as redundant telecommunication infrastructure—for example, redundant fiber optic links and\slash{}or Microwave and Mobile Operator links.\par
% @ guide/27-control_center/location-of-brtmc.src: lines 22-29: code points 1-61

\ifxetex
	% disabled for now
\else
	{  % group required to avoid fignote settings escaping
		\img{\hsize}{infrastructure/assets/30fef1a4822a8e518af721b92915e28216021f6a.jpeg}
		\fignote{7}{BRT Control Center in Lanzhou, China.\label{chapter:control-center:figure:brt-control-center-in-lanzhou-china}}{ITDP.}
	}
\fi

\section{5}{Staffing of the BRTMC}
\label{volume:infrastructure:chapter:control-center:section:staffing-of-the-brtmc}
% @ guide/27-control_center/staffing-of-the-brtmc.src: lines 1-88: code points 1-9

\quotation{Nothing will work unless you do.}{Maya Angelou, author and poet, 1928–2014}
% @ guide/27-control_center/staffing-of-the-brtmc.src: lines 3-4: code points 1-42

A possible organizational structure for a small-to-medium-sized BRTMC that should be able to cater to a BRT system with up to approximately 300 vehicles could be as illustrated in Table 27.3. The example assumes a BRT system that is operational to the public from 06:00 to 21:00 daily (i.e. sixteen hours per day) and a BRTMC that covers the full operating hours of the BRT system.\par
% @ guide/27-control_center/staffing-of-the-brtmc.src: lines 6-9: code points 1-76

To comply with local labor laws, specifically where shift work is concerned (e.g., maximum hours an employee may work per month, etc.), it might be required to have staff for three shifts—that is, one team will be off while two other teams each work an eight-hour shift to cover a sixteen-hour workday. It is further important to note that for critical shift functions where a full-time human presence is required, at least two staff would be required per shift to perform these functions, as time should be allowed for a shift worker to take comfort breaks and to eat.\par
% @ guide/27-control_center/staffing-of-the-brtmc.src: lines 11-16: code points 1-61

\tabletitle{3}{BRTMC Organizational Structure}
\label{chapter:control-center:table:brtmc-organizational-structure}
\halign to 30\tablemodule{%
	\vtop{\sffamily\footnotesize\noindent\hsize=5\tablemodule#}\hbox to 0.5\tablemodule{}&
	\hbox to 0.5\tablemodule{}\vtop{\sffamily\footnotesize\noindent\hsize=24\tablemodule#}\cr
	\color{gray75}\bfseries Group& \color{gray75}\bfseries Staff \cr
	\noalign{\vskip 1mm} \hline \noalign{\vskip 2mm} 
	\color{gray50}\highlight{IS\&T Contract} \highlight{[Headcount = 9]}&
	\color{gray50}This group is responsible for operating and maintaining the BRT system’s IS\&T infrastructure-related equipment and communications infrastructure. It is suggested that this function could be outsourced to an ICT company. However, it is envisaged that the contractor would be required to have approximated the following staff based at the BRTMC: 1 x Site-coordinator\slash{}supervisor; 8 x Technicians. This group should not be required to perform shift work. However, they should be on standby after hours.\cr
	\noalign{\vskip 2mm 
}	\color{gray50}\highlight{Operations Control }\highlight{[Headcount = 16]}&
	\color{gray50}Operations Control Management: 1 x Manager—manage the operations control group, plus manage the vehicle operator and the BRT IS\&T contractor to key performance indicators to ensure compliance with required service-level agreements (SLAs). Driver and Vehicle Scheduling: 1 per vehicle operator contract during BRT operating hours (typically 2 x 8-hour shifts per day). Monitoring and Schedule Adherence: 1 x Supervisor (typically 2 x 8-hour shifts per day); 4 x Operators (typically 2 x 8-hour shifts per day).\cr
	\noalign{\vskip 2mm 
}	\color{gray50}\highlight{Automatic Fare Collection} \highlight{[Headcount = 18]}&
	\color{gray50}AFC Management: 1 x Manager—manage the AFC group to ensure AFC system availability and accurate fare collection, as well as stock and cash management. AFC System Monitoring and Resolving AFC Problems: 1 x Supervisor (typically 2 x 8-hour shifts per day); 2 x Operators (typically 2 x 8-hour shifts per day). Auditing and Fare Reconciliation: 1 x Supervisor; 1 x Finance Officer. Cash and Stock Management: To manage the cash for kiosks, automated vending machines, and on board cash boxes if applicable, plus to manage fare media and consumables, the following staff would be required: 1 x Supervisor; 1 x Finance officer.\cr
	\noalign{\vskip 2mm 
}	\color{gray50}\highlight{Safety and Security} \highlight{[Headcount = 10]}&
	\color{gray50}1 x Manager; 1 x Supervisor (typically 2 x 8-hour shifts per day); 3 x Surveillance operators (typically 2 x 8-hour shifts per day); 1 x Policeman as police liaison officer (typically 2 x 8-hour shifts per day); 1 x Traffic cop as traffic services liaison officer (typically 2 x 8-hour shifts per day).\cr
	\noalign{\vskip 2mm 
}	\color{gray50}\highlight{Call Center} \highlight{[Headcount = 37]}&
	\color{gray50}Call Center Management: 1 x Manager—manage the overall activities and staff of the call center. BRT Internally Focus Call Center: This center should serve BRT staff members who call in to obtain information or assistance and also log issues reported. It would typically require the following staff: 1 x Supervisor (typically 2 x 8-hour shifts per day); 2 x Call center agents (typically 2 x 8-hour shifts per day). BRT Externally Focused Call Center: This center should serve as the interface with the public, the regional TMC, if applicable, and other government departments. It is proposed that the center’s public interaction function should be handled by the transport information center (TIC) normally housed within a regional TMC. If this is not possible, the following is suggested as an initial requirement: 1 x Supervisor (typically 2 x 8-hour shifts per day); 4 x Call center agents (typically 2 x 8-hour shifts per day); 1 x Web administrator (typically 2 x 8-hour shifts per day).\cr
	\noalign{\vskip 2mm 
}	\color{gray50}\highlight{Facility Management} \highlight{[Headcount = 4 staff, plus 20 staff from companies} \highlight{performing work that is} \highlight{outsourced. Thus: }\highlight{Total Headcount = 24]}&
	\color{gray50}To manage the overall facility, including the building management system (BMS) and outsourced security, housekeeping, and catering services, the following staff is recommended: 1 x Facility Manager; 1 x Electrician; 1 x Administrative Officer. The following should be added for the mentioned outsourced services whose personnel will also be on site: 8 x Security guards (2 at the main entrance, 2 at reception, and 4 for perimeter and premises protection, as well as designated staff entrances); 8 x Cleaners to perform housekeeping duties; 4 x Personnel from a catering service provider.\cr
	\noalign{\vskip 2mm 
}}
% @ guide/27-control_center/staffing-of-the-brtmc.src: lines 18-40: code points 1-9

The suggested total BRTMC staff headcount for operating this small-to-medium-size BRT system thus works out to ninety-two, plus twenty for outsourced security, housekeeping, and catering services. It does not, however, imply that office and seating capacity for one hundred and twelve staff would be needed, as seventy-two of the ninety-two aforementioned members are shift workers of whom only a third will be on duty at any given time. Therefore, it is recommended that sufficient capacity be allowed to accommodate at least forty-four BRTMC personnel plus the twenty outsourced service providers at any given time (i.e. a total of sixty-four personnel). It would, however, be advisable to bear any planned future BRT growth in mind and to provide for it from the outset. To prevent a disruptive move to larger facilities at a later stage, it is recommended that implementation agencies should work through a requirements list, use a checklist, and adapt the implementation according to the specific needs.\par
% @ guide/27-control_center/staffing-of-the-brtmc.src: lines 42-51: code points 1-78

Functions that are not listed above are Fleet Management and Maintenance Controlling. However, it is reasoned that it would be better to accommodate these roles at the vehicle operator’s depot and that one person should be sufficient to perform both of these functions.\par
% @ guide/27-control_center/staffing-of-the-brtmc.src: lines 53-55: code points 1-67

Further, the contracting model chosen for the BRT system has a direct impact on the personnel requirement. In the above suggested organizational structure, only one vehicle operating contract and one outsourced BRT IS\&T contract were assumed.\par
% @ guide/27-control_center/staffing-of-the-brtmc.src: lines 57-59: code points 1-31

Table 27.4 provides an indication of other personnel involved with the BRT system that do not need to be accommodated in the BRTMC itself.\par
% @ guide/27-control_center/staffing-of-the-brtmc.src: lines 61-63: code points 1-0

\tabletitle{4}{Other Personnel Involved with the BRTMC.}
\label{chapter:control-center:table:other-personnel-involved-with-the-brtmc}
\halign to 30\tablemodule{%
	\vtop{\sffamily\footnotesize\noindent\hsize=7\tablemodule#}\hbox to 0.5\tablemodule{}&
	\hbox to 0.5\tablemodule{}\vtop{\sffamily\footnotesize\noindent\hsize=22\tablemodule#}\cr
	\color{gray75}\bfseries Group& \color{gray75}\bfseries Roles and Accommodation \cr
	\noalign{\vskip 1mm} \hline \noalign{\vskip 2mm} 
	\color{gray50}\highlight{Financial Services}&
	\color{gray50}Manage assets, budget, treasury, and accounts. Accommodation: These staff may be accommodated in a regional head office environment and do not necessarily need accommodation in the BRTMC.\cr
	\noalign{\vskip 2mm 
}	\color{gray50}\highlight{Vehicle Contract}&
	\color{gray50}Manage and operate vehicles. Accommodation: Accommodated in the vehicle depot(s).\cr
	\noalign{\vskip 2mm 
}	\color{gray50}\highlight{Station Service Contract}&
	\color{gray50}Keep the station in good condition. Accommodation: Own premises.\cr
	\noalign{\vskip 2mm 
}	\color{gray50}\highlight{Emergency Management Services}&
	\color{gray50}Manage incidents and disasters. Accommodation: Own premises.\cr
	\noalign{\vskip 2mm 
}	\color{gray50}\highlight{Public Transport Regulator}&
	\color{gray50}Regulate with respect to public transport and the BRT system. Accommodation: Own premises.\cr
	\noalign{\vskip 2mm 
}	\color{gray50}\highlight{Local Roads and Transport and Civil Works Departments}&
	\color{gray50}Maintain public roads and station works. Accommodation: Own premises.\cr
	\noalign{\vskip 2mm 
}	\color{gray50}\highlight{Law Enforcement Agencies}&
	\color{gray50}Police and control traffic. Accommodation: Own premises.\cr
	\noalign{\vskip 2mm 
}}
% @ guide/27-control_center/staffing-of-the-brtmc.src: lines 63-88: code points 1-9

\section{6}{Floor Space Requirements}
\label{volume:infrastructure:chapter:control-center:section:floor-space-requirements}
% @ guide/27-control_center/floor-space-requirements.src: lines 3-121: code points 1-75

\quotation{Are you really sure that a floor can’t also be a ceiling?}{M.C. Escher, graphic artist, 1898–1972}
% @ guide/27-control_center/floor-space-requirements.src: lines 5-6: code points 1-40

The BRTMC area itself requires specific spatial features. Sufficient space should be allowed for the following areas: control room; open-plan environments; offices; meeting rooms; rest and recreation areas and a cafeteria; ablution facilities, storage space; server and telecommunications room, staging area, vault space, UPS and generator rooms, and walkway space.\par
% @ guide/27-control_center/floor-space-requirements.src: lines 8-11: code points 1-56

\subsection{1}{Control Room}
\label{volume:infrastructure:chapter:control-center:section:floor-space-requirements:subSection:control-room}
% @ guide/27-control_center/floor-space-requirements.src: lines 13-43: code points 1-90

This area should accommodate the following groups:\par
% @ guide/27-control_center/floor-space-requirements.src: lines 15-16: code points 1-0

\begin{itemize}
\item Operations control operators and supervisor;% @ guide/27-control_center/floor-space-requirements.src: lines 16-17: code points 1-0
\item Surveillance operators and supervisor;% @ guide/27-control_center/floor-space-requirements.src: lines 17-18: code points 1-0
\item Call center agents and supervisor.% @ guide/27-control_center/floor-space-requirements.src: lines 18-18: code points 1-40
\end{itemize}
% @ guide/27-control_center/floor-space-requirements.src: lines 16-18: code points 1-40

The size of the area depends on the number of workstations required. As a BRT system is likely to be developed in phases, the control room will most likely be only partially utilized during the initial years. However, it is imperative to plan for future requirements where applicable.\par
% @ guide/27-control_center/floor-space-requirements.src: lines 20-22: code points 1-82

Each BRTMC operator will require space for a computer terminal, voice communications equipment, and additional work space. The number of operator workstations required for the total system is a factor of the size of the system and the number of vehicles each operator can safely control. The nature of the controller software package will also play an important role in determining the number of vehicles a BRTMC staff member can effectively oversee. However, under normal conditions each operator should be able to manage an average of eighty to one hundred vehicles. Additionally, since the Operators should be able to clearly communicate with the drivers, the acoustic arrangement of the workstations should be considered. If noise from one workstation interferes with the communications in another workstation, there could be a potential for lost or misinterpreted communications, which might be problematic.\par
% @ guide/27-control_center/floor-space-requirements.src: lines 24-32: code points 1-97

By using a video wall displaying critical junctures in the system and the positions of the various vehicles, these staff members would be provided with a visual understanding and assessment of the system’s operations. A video wall would also help in circumstances where multiple staff members need to resolve a complex issue together.\par
% @ guide/27-control_center/floor-space-requirements.src: lines 34-37: code points 1-25

\ifxetex
	% disabled for now
\else
	{  % group required to avoid fignote settings escaping
		\img{\hsize}{infrastructure/assets/c8ac8159029249564b8aadf063f59992b696ef6d.png}
		\fignote{8}{A large-screen display and vehicle tracking board can help staff and supervisors quickly assess the situation.\label{chapter:control-center:figure:a-large-screen-display-and-vehicle-tracking-board-can-help-staff-and-supervisors-quickly-assess-the-situation}}{Los Angeles County Metropolitan Transportation Authority.}
	}
\fi

\ifxetex
	% disabled for now
\else
	{  % group required to avoid fignote settings escaping
		\img{\hsize}{infrastructure/assets/226e32cadbccfdb7d40384e6eba06a264d2e425f.png}
		\fignote{9}{Multiple small-screen displays of each critical juncture in the system give the control team a visual understanding of the system’s operation.\label{chapter:control-center:figure:multiple-small-screen-displays-of-each-critical-juncture-in-the-system-give-the-control-team-a-visual-understanding-of-the-systems-operation}}{Queensland Transport.}
	}
\fi

\subsection{2}{Open-Plan Environments}
\label{volume:infrastructure:chapter:control-center:section:floor-space-requirements:subSection:open-plan-environments}
% @ guide/27-control_center/floor-space-requirements.src: lines 45-51: code points 1-28

Open-plan work spaces, separate from one another, are recommended for the following areas:\par
% @ guide/27-control_center/floor-space-requirements.src: lines 47-48: code points 1-0

\begin{enumerate}
\item AFC Operators and Supervisor;% @ guide/27-control_center/floor-space-requirements.src: lines 48-49: code points 1-0
\item Safety and Security Officers and Supervisor, plus Law Enforcement Representatives;% @ guide/27-control_center/floor-space-requirements.src: lines 49-50: code points 1-0
\item BRT IS\&T Contactor;% @ guide/27-control_center/floor-space-requirements.src: lines 50-51: code points 1-0
\item Facility Management.% @ guide/27-control_center/floor-space-requirements.src: lines 51-51: code points 1-28
\end{enumerate}
% @ guide/27-control_center/floor-space-requirements.src: lines 48-51: code points 1-28

\subsection{3}{Offices}
\label{volume:infrastructure:chapter:control-center:section:floor-space-requirements:subSection:offices}
% @ guide/27-control_center/floor-space-requirements.src: lines 53-55: code points 1-50

A separate office for each manager is recommended.\par
% @ guide/27-control_center/floor-space-requirements.src: lines 55-55: code points 1-50

\subsection{4}{Meeting Rooms}
\label{volume:infrastructure:chapter:control-center:section:floor-space-requirements:subSection:meeting-rooms}
% @ guide/27-control_center/floor-space-requirements.src: lines 57-67: code points 1-40

There should be at least two meeting rooms that can accommodate approximately ten people and one that can accommodate twenty people. Furthermore, to assist with public relations as well as interactions with the Media, it is recommended to have a visitor viewing area—that is, an auditorium, overlooking the control room environment with a clear view of the video wall. Additionally, it is suggested to allow space for a Joint Operations Center (JOC) where in the event of an emergency situation key personnel from the BRT team can meet with key staff from various other disciplines, like traffic, police, and emergency service, to plan and direct emergency operations and recovery. Additionally, this can be a space where any required media interaction can be conducted to assist in keeping the public informed about the state of affairs with respect to the emergency situation.\par
% @ guide/27-control_center/floor-space-requirements.src: lines 59-67: code points 1-40

\subsection{5}{Rest and Recreation Areas and a Cafeteria}
\label{volume:infrastructure:chapter:control-center:section:floor-space-requirements:subSection:rest-and-recreation-areas-and-a-cafeteria}
% @ guide/27-control_center/floor-space-requirements.src: lines 69-75: code points 1-68

Control room operators can become fatigued by long hours of looking at monitors and tracking vehicles. Holding focused concentration for long periods of time can be mentally exhausting. Typically, operators should have frequently scheduled breaks in order to maintain their alertness. It is therefore recommended that there should be a relaxation area or break area that allows operators to refresh themselves. Furthermore, it is recommended that space be allowed for a cafeteria environment.\par
% @ guide/27-control_center/floor-space-requirements.src: lines 71-75: code points 1-68

\subsection{6}{Ablution Facilities}
\label{volume:infrastructure:chapter:control-center:section:floor-space-requirements:subSection:ablution-facilities}
% @ guide/27-control_center/floor-space-requirements.src: lines 77-79: code points 1-73

It is recommended to not only provide toilets but also shower facilities.\par
% @ guide/27-control_center/floor-space-requirements.src: lines 79-79: code points 1-73

\subsection{7}{Storage Space}
\label{volume:infrastructure:chapter:control-center:section:floor-space-requirements:subSection:storage-space}
% @ guide/27-control_center/floor-space-requirements.src: lines 81-83: code points 1-86

It is recommended to provide a secure room for the storing of equipment and materials.\par
% @ guide/27-control_center/floor-space-requirements.src: lines 83-83: code points 1-86

\subsection{8}{Server and Telecommunications Room}
\label{volume:infrastructure:chapter:control-center:section:floor-space-requirements:subSection:server-and-telecommunications-room}
% @ guide/27-control_center/floor-space-requirements.src: lines 85-94: code points 1-36

It is suggested that two environments should be provided for, separate from one another, to accommodate the following:\par
% @ guide/27-control_center/floor-space-requirements.src: lines 87-89: code points 1-0

\begin{enumerate}
\item IT data processing equipment, e.g., servers, Storage Area Network (SAN) equipment, data backup devices, etc.;% @ guide/27-control_center/floor-space-requirements.src: lines 89-91: code points 1-0
\item Local Area Network (LAN) and PABX equipment.% @ guide/27-control_center/floor-space-requirements.src: lines 91-91: code points 1-52
\end{enumerate}
% @ guide/27-control_center/floor-space-requirements.src: lines 89-91: code points 1-52

It is further recommended that these two server rooms should comply with international standards such as the TIA 942 Data Center Standard.\par
% @ guide/27-control_center/floor-space-requirements.src: lines 93-94: code points 1-36

\subsection{9}{Staging Area}
\label{volume:infrastructure:chapter:control-center:section:floor-space-requirements:subSection:staging-area}
% @ guide/27-control_center/floor-space-requirements.src: lines 96-99: code points 1-50

An environment should be provided where computer and telecommunications equipment can be configured and set up before they are placed into production.\par
% @ guide/27-control_center/floor-space-requirements.src: lines 98-99: code points 1-50

\subsection{10}{Vault Space}
\label{volume:infrastructure:chapter:control-center:section:floor-space-requirements:subSection:vault-space}
% @ guide/27-control_center/floor-space-requirements.src: lines 101-104: code points 1-20

It is recommended to make allowance for vault space where high-value items and computer\slash{}data backup media can be stored.\par
% @ guide/27-control_center/floor-space-requirements.src: lines 103-104: code points 1-20

\subsection{11}{UPS and Generator Rooms}
\label{volume:infrastructure:chapter:control-center:section:floor-space-requirements:subSection:ups-and-generator-rooms}
% @ guide/27-control_center/floor-space-requirements.src: lines 106-109: code points 1-16

Separate areas for housing the Uninterruptable Power Supply (UPS) and generator equipment, respectively, are recommended.\par
% @ guide/27-control_center/floor-space-requirements.src: lines 108-109: code points 1-16

\subsection{12}{Other Utility Rooms}
\label{volume:infrastructure:chapter:control-center:section:floor-space-requirements:subSection:other-utility-rooms}
% @ guide/27-control_center/floor-space-requirements.src: lines 111-117: code points 1-31

It is proposed that separate areas for the following might also be required:\par
% @ guide/27-control_center/floor-space-requirements.src: lines 113-114: code points 1-0

\begin{enumerate}
\item Municipal power connection to the building’s high-voltage plant;% @ guide/27-control_center/floor-space-requirements.src: lines 114-115: code points 1-0
\item Telecommunication service provider’s equipment—Wide Area Network (WAN) connection point;% @ guide/27-control_center/floor-space-requirements.src: lines 115-116: code points 1-0
\item Fire suppression room to house gas bottles (e.g., FM 200 gas cylinders) and related equipment;% @ guide/27-control_center/floor-space-requirements.src: lines 116-117: code points 1-0
\item Air-conditioning plant.% @ guide/27-control_center/floor-space-requirements.src: lines 117-117: code points 1-31
\end{enumerate}
% @ guide/27-control_center/floor-space-requirements.src: lines 114-117: code points 1-31

\subsection{13}{Walkway Space}
\label{volume:infrastructure:chapter:control-center:section:floor-space-requirements:subSection:walkway-space}
% @ guide/27-control_center/floor-space-requirements.src: lines 119-121: code points 1-75

Walkway space should constitute approximately 25 percent of utilized space.\par
% @ guide/27-control_center/floor-space-requirements.src: lines 121-121: code points 1-75

\section{7}{Layout and Site Planning}
\label{volume:infrastructure:chapter:control-center:section:layout-and-site-planning}
% @ guide/27-control_center/layout-and-site-planning.src: lines 1-42: code points 1-91

\quotation{A goal without a plan is just a wish.}{Antoine de Saint-Exupéry, writer and pilot, 1900–1944}
% @ guide/27-control_center/layout-and-site-planning.src: lines 3-4: code points 1-55

The premises should have easy and unrestricted access twenty-four hours a day. Selection of the site is of critical importance and should take the following into consideration.\par
% @ guide/27-control_center/layout-and-site-planning.src: lines 6-7: code points 1-75

\subsection{1}{Site Selection}
\label{volume:infrastructure:chapter:control-center:section:layout-and-site-planning:subSection:site-selection}
% @ guide/27-control_center/layout-and-site-planning.src: lines 9-17: code points 1-93

The following items should be considered when choosing a site for the BRTMC.\par
% @ guide/27-control_center/layout-and-site-planning.src: lines 11-12: code points 1-0

\begin{itemize}
\item The role of the precinct where the BRTMC will be located;% @ guide/27-control_center/layout-and-site-planning.src: lines 12-13: code points 1-0
\item {Terrain:\par
% @ guide/27-control_center/layout-and-site-planning.src: lines 13-14: code points 8-0

\begin{itemize}
\item When flat, avoid excavation to prevent potential problems with a high water table and\slash{}or unstable bedrock;% @ guide/27-control_center/layout-and-site-planning.src: lines 14-16: code points 1-0
\item If located on a slope, maximize the terrain’s potential when designing the building.% @ guide/27-control_center/layout-and-site-planning.src: lines 16-16: code points 1-90
\end{itemize}
% @ guide/27-control_center/layout-and-site-planning.src: lines 14-16: code points 1-90

}
\item It should to be close to freeways and transport facilities, for example, a BRT station.% @ guide/27-control_center/layout-and-site-planning.src: lines 17-17: code points 1-93
\end{itemize}
% @ guide/27-control_center/layout-and-site-planning.src: lines 12-17: code points 1-93

\subsection{2}{Parking}
\label{volume:infrastructure:chapter:control-center:section:layout-and-site-planning:subSection:parking}
% @ guide/27-control_center/layout-and-site-planning.src: lines 19-22: code points 1-89

Parking requirements should be determined based on location relative to a BRT station and on parking spaces already available in the surrounding area. Secure bike parking should be provided.\par
% @ guide/27-control_center/layout-and-site-planning.src: lines 21-22: code points 1-89

\subsection{3}{Boundary Walls and Fencing}
\label{volume:infrastructure:chapter:control-center:section:layout-and-site-planning:subSection:boundary-walls-and-fencing}
% @ guide/27-control_center/layout-and-site-planning.src: lines 24-30: code points 1-39

Depending on the site configuration, it is recommended that there should be three sides with 2.1-meter high brick walls with security measures\slash{}obstacles on top—for example, electrical fencing—with the street facade and parking preferably not fenced off with a brick wall to increase visibility for the public as well as ideally “undercover” controlled access with a guard building. The street boundary should be made from standard transparent fencing.\par
% @ guide/27-control_center/layout-and-site-planning.src: lines 26-30: code points 1-39

\subsection{4}{Ergonomics}
\label{volume:infrastructure:chapter:control-center:section:layout-and-site-planning:subSection:ergonomics}
% @ guide/27-control_center/layout-and-site-planning.src: lines 32-42: code points 1-91

Ergonomics plays a very important role in the layout and design of the BRTMC. The job of the operator can at times be highly demanding. The consequences resulting from inappropriate operator actions, such as acts of omission, incorrect timing, or following incorrect sequences, could potentially have a grave impact on the BRT system. Therefore, international standards, like the ISO 11064-1 Standard for the Ergonomic Design of Control Centers, should be considered to assist in eliminating or minimizing the potential for human errors.\par
% @ guide/27-control_center/layout-and-site-planning.src: lines 34-39: code points 1-17

\ifxetex
	% disabled for now
\else
	{  % group required to avoid fignote settings escaping
		\img{\hsize}{infrastructure/assets/b85adfda147394ff3a24e9fa349d7e850652838b.jpeg}
		\fignote{10}{BRT Control Center in Bogotá, Colombia. Workstations should provide a comfortable environment within easy reach of all telecommunications equipment Image\label{chapter:control-center:figure:brt-control-center-in-bogot-colombia-workstations-should-provide-a-comfortable-environment-within-easy-reach-of-all-telecommunications-equipment-image}}{ITDP.}
	}
\fi

\section{8}{Building Requirements}
\label{volume:infrastructure:chapter:control-center:section:building-requirements}
% @ guide/27-control_center/building-requirements.src: lines 3-46: code points 1-9

\quotation{If I have to move up in a building, I choose the elevator over the escalator. Because one time I was riding the escalator and I tripped. I fell down the stairs for an hour and a half.}{Demetri Martin, comedian and actor, 1973–}
% @ guide/27-control_center/building-requirements.src: lines 5-6: code points 1-43

Due consideration should be given to the aspects listed in Table 27.5 below.\par
% @ guide/27-control_center/building-requirements.src: lines 8-9: code points 1-0

\tabletitle{5}{Recommended Building Considerations}
\label{chapter:control-center:table:recommended-building-considerations}
\halign to 30\tablemodule{%
	\vtop{\sffamily\footnotesize\noindent\hsize=5\tablemodule#}\hbox to 0.5\tablemodule{}&
	\hbox to 0.5\tablemodule{}\vtop{\sffamily\footnotesize\noindent\hsize=24\tablemodule#}\cr
	\color{gray75}\bfseries Item& \color{gray75}\bfseries Comment \cr
	\noalign{\vskip 1mm} \hline \noalign{\vskip 2mm} 
	\color{gray50}\highlight{Design Approach}&
	\color{gray50}\begin{itemize}
	\color{gray50}\item Internationally accepted guidelines for energy efficiency should be taken into consideration;% @ guide/27-control_center/building-requirements.src: lines 15-15: code points 6-104
	\color{gray50}\item The building should comply as much as possible with internationally accepted green building guidelines and standards;% @ guide/27-control_center/building-requirements.src: lines 15-15: code points 105-227
	\color{gray50}\item Way-finding and signage outside and inside the BRTMC should be integrated in style, appearance, and communication with the rest of the BRT system as part of the branding;% @ guide/27-control_center/building-requirements.src: lines 15-15: code points 228-403
	\color{gray50}\item The building should comply with all universal access requirements for an office building;% @ guide/27-control_center/building-requirements.src: lines 15-15: code points 404-498
	\color{gray50}\item The building should comply with all local authority bylaws, regulations, and policies and procedures.% @ guide/27-control_center/building-requirements.src: lines 15-16: code points 499-0
	\color{gray50}\end{itemize}
	\color{gray50}% @ guide/27-control_center/building-requirements.src: lines 15-16: code points 6-0
	\color{gray50}
	\color{gray50}\cr
	\noalign{\vskip 2mm 
}	\color{gray50}\highlight{Materials}&
	\color{gray50}\begin{itemize}
	\color{gray50}\item Material selection, both external and internal, should be performed with an emphasis on low maintenance along with a balance between cost and longevity. Material selection should be subject to the life-cycle costing model, which should in turn form part of the Quantity Surveyor’s deliverables and reporting.% @ guide/27-control_center/building-requirements.src: lines 18-19: code points 6-0
	\color{gray50}\end{itemize}
	\color{gray50}% @ guide/27-control_center/building-requirements.src: lines 18-19: code points 6-0
	\color{gray50}
	\color{gray50}\cr
	\noalign{\vskip 2mm 
}	\color{gray50}\highlight{Landscaping}&
	\color{gray50}\begin{itemize}
	\color{gray50}\item Landscaping should be performed on a low maintenance and low water consumption basis with a good balance between hard landscaping and plant-scapes.% @ guide/27-control_center/building-requirements.src: lines 21-22: code points 6-0
	\color{gray50}\end{itemize}
	\color{gray50}% @ guide/27-control_center/building-requirements.src: lines 21-22: code points 6-0
	\color{gray50}
	\color{gray50}\cr
	\noalign{\vskip 2mm 
}	\color{gray50}\highlight{Services}&
	\color{gray50}\begin{itemize}
	\color{gray50}\item All ceiling voids should be designed in horizontal zones to make sufficient provision for all the various services, i.e., electrical, sprinkler, HVAC, air-conditioning, drainage pipes, sewer lines, light fittings, data cabling, BMS, etc.;% @ guide/27-control_center/building-requirements.src: lines 24-24: code points 6-249
	\color{gray50}\item Ceiling voids need not be plastered but should be finished neatly, and, where applicable, concrete soffits should be painted and the void area be made as dust free as possible;% @ guide/27-control_center/building-requirements.src: lines 24-24: code points 250-431
	\color{gray50}\item Ceiling voids should have proper access to all equipment that needs maintenance. Give special attention to detailing of service hatches where plastered bulkheads or flush-plastered ceilings are proposed for installation;% @ guide/27-control_center/building-requirements.src: lines 24-24: code points 432-657
	\color{gray50}\item Vertical reticulation shafts should provide enough room for maintenance and installation staff to get in and work in the shafts. Preferably installing a full height door to the shaft area;% @ guide/27-control_center/building-requirements.src: lines 24-24: code points 658-851
	\color{gray50}\item The shafts should have proper lighting and should be plastered and painted inside to control dust and should be ventilated sufficiently;% @ guide/27-control_center/building-requirements.src: lines 24-24: code points 852-993
	\color{gray50}\item Service ducts should be provided between male and female toilets. The service ducts should be a minimum of 900 millimeters wide with screed and waterproofed floors with at least 110 millimeters Ø floor drains to accommodate for flooding emergencies;% @ guide/27-control_center/building-requirements.src: lines 24-24: code points 994-1248
	\color{gray50}\item Service ducts should be plastered and painted with proper lighting for maintenance purposes and proper ventilation;% @ guide/27-control_center/building-requirements.src: lines 24-24: code points 1249-1369
	\color{gray50}\item All geysers should be installed inside the service duct areas with drip trays and proper access to elements and valves;% @ guide/27-control_center/building-requirements.src: lines 24-24: code points 1370-1494
	\color{gray50}\item Each toilet bench, male and female separate, should have its own shut-off valve for maintenance purposes. This valve should be close to the duct entrance;% @ guide/27-control_center/building-requirements.src: lines 24-24: code points 1495-1654
	\color{gray50}\item Equipment rooms should have proper vertical and horizontal cable rack layouts and should have a dust-free finish on the floors for proper cleaning. In the case of trenching, e.g., in a plant room or substation\slash{}HT\slash{}LT room, checker plate finish should be installed flush with the floors;% @ guide/27-control_center/building-requirements.src: lines 24-24: code points 1655-1945
	\color{gray50}\item The server rooms, UPS rooms, and the control room floor should have access flooring of approximately 350 millimeters in depth, and the under floor finish should be a dust-free area. It is suggested to finish this with a power float\slash{}steel trowel finish and a high-quality epoxy paint;% @ guide/27-control_center/building-requirements.src: lines 24-24: code points 1946-2234
	\color{gray50}\item Antistatic floor finish should be provided for access flooring in the server and UPS rooms, but for the control room floor it should be finished with carpet tile.% @ guide/27-control_center/building-requirements.src: lines 24-25: code points 2235-0
	\color{gray50}\end{itemize}
	\color{gray50}% @ guide/27-control_center/building-requirements.src: lines 24-25: code points 6-0
	\color{gray50}
	\color{gray50}\cr
	\noalign{\vskip 2mm 
}	\color{gray50}\highlight{Signage}&
	\color{gray50}\begin{itemize}
	\color{gray50}\item As part of way-finding, care should be taken regarding statutory signage to service-related rooms and room identification of boardrooms, management offices, staff rooms, etc.% @ guide/27-control_center/building-requirements.src: lines 27-28: code points 6-0
	\color{gray50}\end{itemize}
	\color{gray50}% @ guide/27-control_center/building-requirements.src: lines 27-28: code points 6-0
	\color{gray50}
	\color{gray50}\cr
	\noalign{\vskip 2mm 
}	\color{gray50}\highlight{Vertical Transportation}&
	\color{gray50}\begin{itemize}
	\color{gray50}\item The elevator should comply with the universal access requirements. The elevator should be a full stretcher lift, which will also service emergency situations.% @ guide/27-control_center/building-requirements.src: lines 30-31: code points 6-0
	\color{gray50}\end{itemize}
	\color{gray50}% @ guide/27-control_center/building-requirements.src: lines 30-31: code points 6-0
	\color{gray50}
	\color{gray50}\cr
	\noalign{\vskip 2mm 
}	\color{gray50}\highlight{General Access, Access Control, and Internal Surveillance Systems}&
	\color{gray50}\begin{itemize}
	\color{gray50}\item Access should be site specific but preferably such as to avoid congestion at morning and afternoon peak hours;% @ guide/27-control_center/building-requirements.src: lines 33-33: code points 6-121
	\color{gray50}\item The service entrance, specifically for diesel generator refueling, should be separate from the main entrance;% @ guide/27-control_center/building-requirements.src: lines 33-33: code points 122-236
	\color{gray50}\item The Access Control system should preferably use biometric fingerprint readers;% @ guide/27-control_center/building-requirements.src: lines 33-33: code points 237-320
	\color{gray50}\item A CCTV system should be used to monitor all access and perimeter walls and fencing;% @ guide/27-control_center/building-requirements.src: lines 33-33: code points 321-409
	\color{gray50}\item Surveillance security cameras inside the building are also recommended.% @ guide/27-control_center/building-requirements.src: lines 33-34: code points 410-0
	\color{gray50}\end{itemize}
	\color{gray50}% @ guide/27-control_center/building-requirements.src: lines 33-34: code points 6-0
	\color{gray50}
	\color{gray50}\cr
	\noalign{\vskip 2mm 
}	\color{gray50}\highlight{Control Room}&
	\color{gray50}\begin{itemize}
	\color{gray50}\item The control room should require a double volume or at least a one and one-half volume floor to ceiling space to accommodate the height of the video wall (if installed) and services in the ceiling void area as well as the access flooring. The access flooring should provide for sufficient flexibility to allow the operational managers to move staff and furniture on the floor in the shortest possible time with the least possible disruption. It is recommended to use access floor panels with flush-mounted power sockets that connect with fly-leads below the floor to the main backbone of the electrical and data cable feeds;% @ guide/27-control_center/building-requirements.src: lines 36-36: code points 6-634
	\color{gray50}\item Space should be allowed in the front of the control room to enable comfortable sight lines from the floor personnel, i.e., they should not have to bend their heads backward to see the top of the screen. They should be able to do so with eye movement.% @ guide/27-control_center/building-requirements.src: lines 36-37: code points 635-0
	\color{gray50}\end{itemize}
	\color{gray50}% @ guide/27-control_center/building-requirements.src: lines 36-37: code points 6-0
	\color{gray50}
	\color{gray50}\cr
	\noalign{\vskip 2mm 
}	\color{gray50}\highlight{Electrical}&
	\color{gray50}\begin{itemize}
	\color{gray50}\item Due consideration should be paid to the load requirements, emergency generator sizing and provisioning, and lux levels—or the amount of light illuminating the surfaces—inside the standard offices, control center, lobbies, etc.;% @ guide/27-control_center/building-requirements.src: lines 39-39: code points 6-238
	\color{gray50}\item Lamp specifications should comply with the green building requirements and carbon footprint context as well as low energy consumption.% @ guide/27-control_center/building-requirements.src: lines 39-40: code points 239-0
	\color{gray50}\end{itemize}
	\color{gray50}% @ guide/27-control_center/building-requirements.src: lines 39-40: code points 6-0
	\color{gray50}
	\color{gray50}\cr
	\noalign{\vskip 2mm 
}	\color{gray50}\highlight{Air-conditioning}&
	\color{gray50}\begin{itemize}
	\color{gray50}\item Acceptable indoor temperatures should be provided for in server rooms, UPS rooms, control room, meeting rooms, and offices.% @ guide/27-control_center/building-requirements.src: lines 42-43: code points 6-0
	\color{gray50}\end{itemize}
	\color{gray50}% @ guide/27-control_center/building-requirements.src: lines 42-43: code points 6-0
	\color{gray50}
	\color{gray50}\cr
	\noalign{\vskip 2mm 
}	\color{gray50}\highlight{Electronics}&
	\color{gray50}\begin{itemize}
	\color{gray50}\item Consideration should be paid to the data requirements, e.g., wireless, security, audio visual, communications, etc.% @ guide/27-control_center/building-requirements.src: lines 45-46: code points 6-0
	\color{gray50}\end{itemize}
	\color{gray50}% @ guide/27-control_center/building-requirements.src: lines 45-46: code points 6-0
	\color{gray50}
	\color{gray50}\cr
	\noalign{\vskip 2mm 
}}
% @ guide/27-control_center/building-requirements.src: lines 9-46: code points 1-9

\section{9}{Costing}
\label{volume:infrastructure:chapter:control-center:section:costing}
% @ guide/27-control_center/costing.src: lines 3-29: code points 1-6

\quotation{Money often costs too much.}{Ralph Waldo Emerson, essayist and poet, 1803–1882}
% @ guide/27-control_center/costing.src: lines 5-6: code points 1-51

Cost of the BRTMC would be directly related to the facility’s size, the quality of finishes, the level of security and control, the number of services housed in the building, and the size of the BRT system. Cost items for establishing the BRTMC include:\par
% @ guide/27-control_center/costing.src: lines 8-11: code points 1-0

\begin{itemize}
\item Initial design, implementation, and project management;% @ guide/27-control_center/costing.src: lines 11-12: code points 1-0
\item Land;% @ guide/27-control_center/costing.src: lines 12-13: code points 1-0
\item Building;% @ guide/27-control_center/costing.src: lines 13-14: code points 1-0
\item Boundary walls and fencing;% @ guide/27-control_center/costing.src: lines 14-15: code points 1-0
\item Parking requirements;% @ guide/27-control_center/costing.src: lines 15-16: code points 1-0
\item ITS\slash{}ATPMS equipment and applications;% @ guide/27-control_center/costing.src: lines 16-17: code points 1-0
\item Data processing equipment (e.g., servers, SAN equipment, backup devices, etc.);% @ guide/27-control_center/costing.src: lines 17-18: code points 1-0
\item Telecommunications equipment (e.g., LAN infrastructure, PABX);% @ guide/27-control_center/costing.src: lines 18-19: code points 1-0
\item Workstations and video wall(s);% @ guide/27-control_center/costing.src: lines 19-20: code points 1-0
\item UPS and generator;% @ guide/27-control_center/costing.src: lines 20-21: code points 1-0
\item Access control and internal surveillance systems;% @ guide/27-control_center/costing.src: lines 21-22: code points 1-0
\item Air-conditioning plant;% @ guide/27-control_center/costing.src: lines 22-23: code points 1-0
\item Training costs;% @ guide/27-control_center/costing.src: lines 23-24: code points 1-0
\item Staff remuneration;% @ guide/27-control_center/costing.src: lines 24-25: code points 1-0
\item Additional costs: furniture and fittings, signage, outsourced service providers, plus other operational costs like electricity, water, etc.% @ guide/27-control_center/costing.src: lines 25-26: code points 1-35
\end{itemize}
% @ guide/27-control_center/costing.src: lines 11-26: code points 1-35

\ifxetex
	% disabled for now
\else
	{  % group required to avoid fignote settings escaping
		\img{\hsize}{infrastructure/assets/c3fa96ae486547ba595056b978db5eaf35c1a17c.jpeg}
		\fignote{11}{Guadalajara, Mexico BRT control center with surveillance system.\label{chapter:control-center:figure:guadalajara-mexico-brt-control-center-with-surveillance-system}}{ITDP.}
	}
\fi

\section{10}{Operational Requirements}
\label{volume:infrastructure:chapter:control-center:section:operational-requirements}
% @ guide/27-control_center/operational-requirements.src: lines 3-176: code points 1-65

\quotation{The world is not to be put in order. The world is order. It is for us to put ourselves in unison with this order.}{Henry Miller, writer, 1891–1980}
% @ guide/27-control_center/operational-requirements.src: lines 5-6: code points 1-33

For a BRT system that operates for a longer period than normal office hours, it might be required to implement a shift system. In this case there would, however, still be some groups in the BRTMC that would not be required to work outside normal office hours.\par
% @ guide/27-control_center/operational-requirements.src: lines 8-10: code points 1-52

\subsection{1}{Shift Systems}
\label{volume:infrastructure:chapter:control-center:section:operational-requirements:subSection:shift-systems}
% @ guide/27-control_center/operational-requirements.src: lines 12-35: code points 1-43

As discussed earlier, to comply with local labor laws—that is, maximum hours an employee may work per month, etc.—it might be required in the case of a BRT system that operates from say 06:00 to 21:00 (i.e., for sixteen hours per day) to have staff for three shifts. One team will be off while two teams each work a shift. Also, for critical shift functions where a full-time human presence is required, at least two staff would be required per shift to perform these functions, because time should be allowed for a shift worker to take breaks and to eat.\par
% @ guide/27-control_center/operational-requirements.src: lines 14-19: code points 1-41

It is recommended that the following staff should perform shift work (two shifts per day should be adequate for a BRT system that operates for sixteen hours per day as mentioned above, i.e., 05:30 to 13:30 and 13:30 to 21:30):\par
% @ guide/27-control_center/operational-requirements.src: lines 21-23: code points 1-26

\begin{enumerate}
\item Operations Control: Driver and Vehicle Scheduling Officer; Monitoring and Schedule Adherence Operators and Supervisor;% @ guide/27-control_center/operational-requirements.src: lines 25-27: code points 1-0
\item Automatic Fare Collection: AFC Monitoring, Scheduling, and Schedule Adherence Operators and Supervisor;% @ guide/27-control_center/operational-requirements.src: lines 27-28: code points 1-0
\item Safety and Security: Surveillance Operators and Supervisor, plus Police and Traffic Police Liaison Officers;% @ guide/27-control_center/operational-requirements.src: lines 28-30: code points 1-0
\item Call Center: Call Center Agents, Supervisors, and Web Administrator.% @ guide/27-control_center/operational-requirements.src: lines 30-30: code points 1-76
\end{enumerate}
% @ guide/27-control_center/operational-requirements.src: lines 25-30: code points 1-76

It is recommended that the managers of these groups work standard office hours.\par
% @ guide/27-control_center/operational-requirements.src: lines 32-32: code points 1-79

Additionally, it is proposed that the outsourced security service should provide the required on-site security personnel on a 24 x 7 x 365 basis.\par
% @ guide/27-control_center/operational-requirements.src: lines 34-35: code points 1-43

\subsection{2}{Operational Procedures}
\label{volume:infrastructure:chapter:control-center:section:operational-requirements:subSection:operational-procedures}
% @ guide/27-control_center/operational-requirements.src: lines 37-76: code points 1-54

For the BRTMC to function optimally, it is imperative to not only provide the staff with the necessary equipment, but also clear instruction on what to do, when, where, and why. Clear operational procedures that empower the staff to perform their jobs are therefore vital to the success of the BRTMC.\par
% @ guide/27-control_center/operational-requirements.src: lines 39-41: code points 1-93

The BRTMC workflow specification should detail the collective flow of actions over four main functions.\par
% @ guide/27-control_center/operational-requirements.src: lines 43-43: code points 1-103

The four main functions of the BRTMC are:\par
% @ guide/27-control_center/operational-requirements.src: lines 45-45: code points 1-41

\begin{itemize}
\item Collect data\slash{}info;% @ guide/27-control_center/operational-requirements.src: lines 47-48: code points 1-0
\item Configure the data\slash{}info;% @ guide/27-control_center/operational-requirements.src: lines 48-49: code points 1-0
\item Share data\slash{}info with all the relevant stakeholders;% @ guide/27-control_center/operational-requirements.src: lines 49-50: code points 1-0
\item Monitor performance, safety, and security.% @ guide/27-control_center/operational-requirements.src: lines 50-50: code points 1-48
\end{itemize}
% @ guide/27-control_center/operational-requirements.src: lines 47-50: code points 1-48

Operational procedures are required to explain how events would trigger specific actions by certain stakeholders to enable the flow of data and information through the system. It would also specify how reports are to be generated. Operational procedures and protocol would provide instructions on how the operator would act when receiving calls, where to find information, and what to do with it. From a management perspective, workflow would detail how informational meaning may be derived from certain views of data and what options could be followed to ensure it flows through the communication system to its proper destination(s).\par
% @ guide/27-control_center/operational-requirements.src: lines 52-58: code points 1-15

The general Standard Operating Procedures (SOPs) that should be developed include:\par
% @ guide/27-control_center/operational-requirements.src: lines 60-60: code points 1-82

\begin{itemize}
\item Incident detection;% @ guide/27-control_center/operational-requirements.src: lines 62-63: code points 1-0
\item Incident response management;% @ guide/27-control_center/operational-requirements.src: lines 63-64: code points 1-0
\item Incident confirmation;% @ guide/27-control_center/operational-requirements.src: lines 64-65: code points 1-0
\item Maintenance request generation;% @ guide/27-control_center/operational-requirements.src: lines 65-66: code points 1-0
\item Performance management monitoring;% @ guide/27-control_center/operational-requirements.src: lines 66-67: code points 1-0
\item Station monitoring;% @ guide/27-control_center/operational-requirements.src: lines 67-68: code points 1-0
\item Vehicle monitoring;% @ guide/27-control_center/operational-requirements.src: lines 68-69: code points 1-0
\item Safety and security monitoring;% @ guide/27-control_center/operational-requirements.src: lines 69-70: code points 1-0
\item AFC monitoring;% @ guide/27-control_center/operational-requirements.src: lines 70-71: code points 1-0
\item Power failure;% @ guide/27-control_center/operational-requirements.src: lines 71-72: code points 1-0
\item Smoke\slash{}fire in TMC actions;% @ guide/27-control_center/operational-requirements.src: lines 72-73: code points 1-0
\item Security in TMC;% @ guide/27-control_center/operational-requirements.src: lines 73-74: code points 1-0
\item Request for video footage;% @ guide/27-control_center/operational-requirements.src: lines 74-75: code points 1-0
\item BRTMC evacuation plan;% @ guide/27-control_center/operational-requirements.src: lines 75-76: code points 1-0
\item BRTMC disaster recovery and business continuity.% @ guide/27-control_center/operational-requirements.src: lines 76-76: code points 1-54
\end{itemize}
% @ guide/27-control_center/operational-requirements.src: lines 62-76: code points 1-54

\subsection{3}{Operational Scenarios}
\label{volume:infrastructure:chapter:control-center:section:operational-requirements:subSection:operational-scenarios}
% @ guide/27-control_center/operational-requirements.src: lines 78-176: code points 1-65

Three operational scenarios of how the BRT system should work once operational are sketched below to provide a better understanding of the role that the BRTMC plays in the operations of the BRT system.\par
% @ guide/27-control_center/operational-requirements.src: lines 80-81: code points 1-100

\subsubsection{1}{Customer Scenario}
\label{volume:infrastructure:chapter:control-center:section:operational-requirements:subSection:operational-scenarios:subSubSection:customer-scenario}
% @ guide/27-control_center/operational-requirements.src: lines 83-117: code points 1-65

\ifxetex
	% disabled for now
\else
	{  % group required to avoid fignote settings escaping
		\img{\hsize}{infrastructure/assets/8016e08ca42ef3decfb40b8377006e6602dac1d4.jpeg}
		\fignote{12}{A customer uses the fare system at a BRT station in Bangkok, Thailand.\label{chapter:control-center:figure:a-customer-uses-the-fare-system-at-a-brt-station-in-bangkok-thailand}}{ITDP.}
	}
\fi

Sipho needs to use the BRT system, because he has a meeting in town A’s central business district (CBD) at 09:00. Sipho logs on to the Internet and views the BRT website, which is administered by the BRTMC’s call center, to determine if the vehicle schedule is on time. The website indicates that all vehicles are running on time.\par
% @ guide/27-control_center/operational-requirements.src: lines 87-90: code points 1-20

Sipho uses a feeder bus to trunk station Alpha. Arriving at the trunk station, Sipho realizes that his BRT smart card does not have enough money in order for him to make a trip. At the ticket kiosk, Sipho reloads his smart card with enough credit to travel the rest of the week. At the gate, Sipho touches his card and gains access to the station.\par
% @ guide/27-control_center/operational-requirements.src: lines 92-95: code points 1-41

\ifxetex
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\else
	{  % group required to avoid fignote settings escaping
		\img{\hsize}{infrastructure/assets/eee8803bb585ea68e74afc319585810dbb6e28f7.jpeg}
		\fignote{13}{A message board shows departure times of vehicles in Chengdu, China.\label{chapter:control-center:figure:a-message-board-shows-departure-times-of-vehicles-in-chengdu-china}}{ITDP.}
	}
\fi

Sipho looks at the time and sees that the Verbal Message Sign (VMS), which is also administered from the BRTMC, indicates that the next express vehicle traveling to town A’s CBD will arrive in five minutes. Sipho decides to buy a newspaper at the newsstand while waiting for the vehicle.\par
% @ guide/27-control_center/operational-requirements.src: lines 100-102: code points 1-80

The Automatic Voice Annunciator (AVA), again administered from the BRTMC, announces that the vehicle has arrived. Sipho boards and finds a comfortable seat. The VMS on the vehicle and the AVA announcing each station provide Sipho with the comfort to read his newspaper. The vehicle priority allows the vehicle to clear slow-moving traffic at the intersection. The VMS display and the AVA annunciator warn Sipho that his station is up next. Sipho gathers all his belongings and disembarks the vehicle at the station.\par
% @ guide/27-control_center/operational-requirements.src: lines 104-108: code points 1-104

\ifxetex
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\else
	{  % group required to avoid fignote settings escaping
		\img{\hsize}{infrastructure/assets/3990887ecf7689df9f95a65420c5c02c84b8bda4.jpeg}
		\fignote{14}{Customers leave a BRT station in Bogotá, Colombia.\label{chapter:control-center:figure:customers-leave-a-brt-station-in-bogot-colombia}}{Karl Fjellstrom, Far East BRT.}
	}
\fi

Sipho exits the station again through the gate and walks the two blocks to where his meeting is scheduled. Sipho arrives at his meeting on time, relaxed, and without the morning stress of traffic. Figure 27.15 illustrates the movement of the customer scenario as sketched above.\par
% @ guide/27-control_center/operational-requirements.src: lines 113-115: code points 1-68

\ifxetex
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\else
	{  % group required to avoid fignote settings escaping
		\img{\hsize}{infrastructure/assets/aaf45da4c9521f7e0f4f0613bc14f163d68b7dd0.jpeg}
		\fignote{15}{Customer scenario.\label{chapter:control-center:figure:customer-scenario}}{TECHSO.}
	}
\fi

\subsubsection{2}{Maintenance Scenario}
\label{volume:infrastructure:chapter:control-center:section:operational-requirements:subSection:operational-scenarios:subSubSection:maintenance-scenario}
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\ifxetex
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\else
	{  % group required to avoid fignote settings escaping
		\img{\hsize}{infrastructure/assets/3d4771b0421a6e47d9b8b78aab1556182f04f971.jpeg}
		\fignote{16}{Station officer at the card readers in a Bogotá, Colombia, BRT station.\label{chapter:control-center:figure:station-officer-at-the-card-readers-in-a-bogot-colombia-brt-station}}{Karl Fjellstrom, Far East BRT.}
	}
\fi

Vuzi is the station officer at one of the trunk stations. One of Vuzi’s duties is to check all equipment at the station before operations start and determine if anything is broken and needs to be repaired.\par
% @ guide/27-control_center/operational-requirements.src: lines 124-125: code points 1-100

Vuzi arrives at the station and starts to check the equipment. Vuzi first assesses the gates and finds that one of the card readers at the gates is faulty. Vuzi makes a note and continues the inspection. Vuzi checks the Passenger Display Units (PDUs) and AVA and all of them are functioning correctly. Vuzi continues with the assessment of the ticketing kiosks and finds that all is in order as well. Vuzi checks the automatic doors that allow access to the vehicles and finds that they are faulty. All the other equipment is in order.\par
% @ guide/27-control_center/operational-requirements.src: lines 127-132: code points 1-12

Vuzi then contacts the BRTMC immediately and reports to the call center agent that one of the card readers at the gate is not working and that the automatic doors are faulty.\par
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Gareth is the call center agent on duty and logs the call received from Vuzi. Gareth immediately dispatches the card reader and automatic door maintenance teams. They indicate that the problem will be fixed within the hour.\par
% @ guide/27-control_center/operational-requirements.src: lines 137-139: code points 1-9

The respective maintenance personnel arrive at the station where Vuzi shows them the problems. They fix the problems and report to Vuzi who goes to inspect the card reader and automatic doors and finds them fixed.\par
% @ guide/27-control_center/operational-requirements.src: lines 141-143: code points 1-11

The maintenance staff and Vuzi report back to Gareth at the BRTMC that all faulty equipment has been fixed, and Gareth completes the logged call with a short report.\par
% @ guide/27-control_center/operational-requirements.src: lines 145-146: code points 1-64

Figure 27.17 illustrates the maintenance scenario as described above.\par
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\ifxetex
	% disabled for now
\else
	{  % group required to avoid fignote settings escaping
		\img{\hsize}{infrastructure/assets/e92b88620851ed40e40cc1e50079ec6971e6e482.jpeg}
		\fignote{17}{Maintenance process.\label{chapter:control-center:figure:maintenance-process}}{TECHSO.}
	}
\fi

\subsubsection{3}{Emergency Scenario}
\label{volume:infrastructure:chapter:control-center:section:operational-requirements:subSection:operational-scenarios:subSubSection:emergency-scenario}
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Dillon and Cynthia are operators working for the Safety and Security group in the BRTMC’s control room. Both of them have been on duty for only two hours, and they are comfortably watching the monitors.\par
% @ guide/27-control_center/operational-requirements.src: lines 154-155: code points 1-98

Dillon sees on one of the monitors that something has happened that is out of the ordinary. There is an accident at an intersection involving one of the BRT vehicles and a car. Dillon immediately logs a call to fire and rescue stating that an accident has occurred at the Nelson and Main Street intersection and that it involves a BRT vehicle and a car. While Dillon is logging the call to the fire and rescue, Cynthia logs a call to the police in case there are any fatalities. The fire and rescue department and the police immediately dispatch vehicles to the accident scene.\par
% @ guide/27-control_center/operational-requirements.src: lines 157-162: code points 1-63

Once Dillon has completed his call to fire and rescue, he contacts the Traffic Department to dispatch personnel to manage the other traffic. Cynthia has the responsibility to inform the Operations Control group in the BRTMC to reschedule\slash{}relocate vehicles and update all VMS at stations. Operations Control informs all station officers and the depot manager of the current standings and contacts the web administrator at the call center to update the information on the website.\par
% @ guide/27-control_center/operational-requirements.src: lines 164-168: code points 1-60

The entire time that the accident cleaning process is under way, Dillon and Cynthia review the CCTV cameras. Once the clean-up operation is complete, the vehicles are rescheduled, and operations can continue normally.\par
% @ guide/27-control_center/operational-requirements.src: lines 170-172: code points 1-9

Figure 27.18 illustrates the emergency scenario as described above.\par
% @ guide/27-control_center/operational-requirements.src: lines 174-174: code points 1-67

\ifxetex
	% disabled for now
\else
	{  % group required to avoid fignote settings escaping
		\img{\hsize}{infrastructure/assets/37b33b74221ade72607316e51c082fce10dd67c4.jpeg}
		\fignote{18}{Emergency process.\label{chapter:control-center:figure:emergency-process}}{TECHSO.}
	}
\fi

