Innovative GIS - Leveraging Data with New Tools

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18 Νοε 2013 (πριν από 3 χρόνια και 6 μήνες)

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GIS as an Enterprise Solution

Greensboro, NC


Integrating:


Geographic Information System

Asset Management

Call Center

Enterprise Resource Management


Presented by:

Steve Sherman, GISP

City of Greensboro, NC


Agenda


Project Objectives and Drivers


Integration Strategy


Enterprise Asset Management (EAM)


Geographic Information System (GIS)


Call Center (CRM)


Enterprise Resource Planning (ERP)


Project Challenges & Lessons Learned

Project Objectives


Create a single enterprise
-
wide
system:


GIS


Asset/Work Management


GIS: Infrastructure (pipes,
streets, playgrounds)


Non
-
GIS: Infrastructure
(buildings, plant operations


One call center (311 “like”)


Information requests


Service requests


“Comments”


Lawson ERP (Inventory, HR)


Project “Drivers:”


Improved customer
service


Reduction of departmental
silos


Productivity gains

Project Scope


Greensboro, NC


Population:
±
260,000


Area: 131 sq. mi.


Typical range of municipal
services


Roughly 2,800 employees


FY 2008
-
09 Budget of
$426M


Service Areas


Storm water

(5 yrs)


Transportation

(5 yrs)


Solid waste collection

(4 yrs)


Waste water treatment

(2 yrs)


ROW maintenance

(2 yrs)


Parks & Recreation

(1 yr)


Building maintenance

(< 1 yr)


IT Network/Telecom

(< 1 yr)


Zoning Enforcement

(< 1 yr)


In Progress


Water treatment (on hold)


Planned for 2010


W/S distribution & collection

Project Background:

Geographic Information System

ESRI Environment


ArcMap


ArcSDE


ArcIMS


ArcGIS Server


Enterprise wide, centralized
GIS management


Enterprise application & data
servers

System Metrics


Roughly 150 users of ArcMap


Numerous ArcIMS, ArcServer &
ArcReader users


±
200 SDE feature classes (350
at last count)


150,000 address points


18,000 street segments


50,000 storm water inlets


45,000 street signs


2,000 facilities (parks,
buildings, ball fields, etc.)

GIS Integration Value


Inventory of
what

and
where

the municipality has assets



Provide staff with a map “front end” into asset inventory


Identify/Select assets for maintenance


Identify location of work orders (past & present)

Project Background:

Asset Management System

Infor EAM Environment


Base (Asset/Work/Materials
Mgmt)


SQL Server


GIS Module


Databridge (ERP inventories)


Web Services (One Call
Center, SCADA, ERP)


Mobile functionality via Sprint
based wireless network


Enterprise data servers

System Metrics


Asset inventory:
±

500K


Concurrent users:
±
50


Work orders entered
weekly: 2,500


3,000


Replaced six incompatible
departmental work
management systems

Example:


GIS as Asset Management “Front End”

EAM Integration Value


Work Management


Planning


Scheduling


Job Status


Problem/Failure/Cause/Action analysis


Material management


Asset History


Costs (incl. Reimbursement)


Frequency analysis

Project Background:

Contact (Call) Center

System Metrics


Call count:
±
800,000

(
±
5

yrs)


11 CSRs


“373
-
CITY” vs. 450 nos.


Customer Hold Times:


Today: avg. 6 sec.


Previous dept. ctrs: 73 sec.


Abandon Rates:


Today: 5%


Previous dept. ctrs: 16%

Contact (Call) Center
Environment


Developed in
-
house


Integrated with Cisco VoIP
telephones


Enterprise application &
data servers

Call Center Integration Value


Good Customer Service


single point to call


Economies of scale:


Staffing


Technology


Application Software

(built vs. multiple incompatible purchases by departments)


Integration costs of one EAM vs. multiple departmental work mgmt
systems


Data: Single customer database


Unified “Front line” for customer


Unified “Follow
-
up” and reporting to senior mgmt


Knowledge base of 1,300 articles (every CSR is an “expert”)


Web Based Citizen Self
-
Service (limited)

Contact Center Application


Call Entry Form
Community
Events List
“Top Ten”
Daily Items
GIS Map and
Knowledge Database Window
Contact Items
This Call
Bulletin Board of
City news
ERP Integration Value

ERP Environment


Lawson


Financials


HR


Procurement


Inventory


IBM AIX based servers


Oracle RDBMS

Integration Points


Lawson inventories to EAM
warehouses


Lawson HR (payroll) to EAM
salary rates


Not Integrated


Financials/GL


Time sheet


Procurement


Web Services Based

Integration Workflow

text
Contact Center
-

Knowledge database
-

Customer database
-

Contact
/
Call tracking
EAM
-

Work orders
-

Maintenance history
-

Preventive
maintenance
-

Materials
GIS
-

Location of assets
-

Spatial trend
analysis
Asset Location
/
Selection
Asset Location
/
Selection
Lawson ERP
-

Human
Resources
-
Procurement
-

Inventories
Financial
Work Order
Creation
Work Order
Status
Materials
Human Resources
Integration Achievements

Improved Resource Management

Improved Asset Maintenance FY07
-
08 vs. FY08
-
09


Asset change:




21%


Corrective maintenance change:



1%


Preventive maintenance change:


74%


Leverage GIS Investment


15+ years GIS investment (GSO expenditures $7
-

$12 million)


80% GIS features are prospective assets


Forecast costs


Annexation


Service delivery changes


Shared use facilities


Spatial analysis of work orders

Integration Achievements

Improved Customer Service

Streamline citizen service requests


18% of calls generate work orders


69% of work orders originate from Call Center


Improved workflow


Transfer of work orders


inter/intra departmental


Child/Parent work orders

Integration Achievements

Productivity Gains

Mobilized work force


Elimination of traditional dispatch role


Elimination of duplicate data capture via field units


More “wrench” time


Reduced handling of paperwork


Improved job planning


Consolidated view of work requirements


GIS mapping


Asset history


Reservation of parts/equipment/crews

Questions?

Additional Information:

stephen.sherman@greensboro
-
nc.gov