GIS as an Enterprise Solution Greensboro NC Integrating

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 01 -March-2007 NC GIS Conference

Agenda n n Project Objectives and Drivers Integration Strategy • • n Enterprise Asset Management (EAM) Geographic Information System (GIS) Call Center (CRM) Enterprise Resource Planning (ERP) Project Challenges & Lessons Learned

Project Objectives n Create a single enterprise-wide system: • GIS • Asset/Work Management n n GIS: Infrastructure (pipes, streets, playgrounds) Non-GIS: Infrastructure (buildings, plant operations • One call center (311 “like”) n n n Information requests Service requests “Comments” • Lawson ERP (Inventory, HR) n Project “Drivers: ” • Improved customer service • Reduction of departmental silos • Productivity gains

Project Scope n Greensboro, NC n • • • Population: ± 260, 000 Area: 131 sq. mi. Typical range of municipal services • Roughly 2, 800 employees • FY 2008 -09 Budget of $426 M Service Areas § § § • • • n Storm water (5 yrs) Transportation (5 yrs) Solid waste collection yrs) Waste water treatment 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) n Planned for 2010 • W/S distribution & collection (4 (2 (< (< (<

Project Background: Geographic Information System ESRI Environment n n n Arc. Map Arc. SDE Arc. IMS Arc. GIS Server Enterprise wide, centralized GIS management Enterprise application & data servers System Metrics n n n Roughly 150 users of Arc. Map Numerous Arc. IMS, Arc. Server & Arc. Reader 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 n Inventory of what and where the municipality has assets n 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 n n n n 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 n n Asset inventory: ± 500 K 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 n Work Management • • • n Planning Scheduling Job Status Problem/Failure/Cause/Action analysis Material management Asset History • Costs (incl. Reimbursement) • Frequency analysis

Project Background: Contact (Call) Center Environment n n n Developed in-house Integrated with Cisco Vo. IP telephones Enterprise application & data servers System Metrics n n n 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%

Call Center Integration Value n n Good Customer Service – single point to call Economies of scale: • Staffing • Technology n Application Software (built vs. multiple incompatible purchases by departments) n Integration costs of one EAM vs. multiple departmental work mgmt systems n Data: Single customer database n n 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

ERP Integration Value ERP Environment n n n Lawson • Financials • HR • Procurement • Inventory IBM AIX based servers Oracle RDBMS Integration Points n n Lawson inventories to EAM warehouses Lawson HR (payroll) to EAM salary rates Not Integrated n n n Financials/GL Time sheet Procurement

Web Services Based Integration Workflow

Integration Achievements Improved Resource Management Improved Asset Maintenance FY 07 -08 vs. FY 08 -09 n Asset change: 21% n Corrective maintenance change: 1% n Preventive maintenance change: 74% Leverage GIS Investment n n 15+ years GIS investment (GSO expenditures $7 - $12 million) 80% GIS features are prospective assets Forecast costs n n n Annexation Service delivery changes Shared use facilities Spatial analysis of work orders

Integration Achievements Improved Customer Service Streamline citizen service requests n 18% of calls generate work orders n 69% of work orders originate from Call Center Improved workflow n Transfer of work orders – inter/intra departmental n Child/Parent work orders

Integration Achievements Productivity Gains Mobilized work force n Elimination of traditional dispatch role n Elimination of duplicate data capture via field units More “wrench” time n Reduced handling of paperwork Improved job planning n Consolidated view of work requirements n GIS mapping n Asset history n Reservation of parts/equipment/crews

Questions? Additional Information: stephen. sherman@greensboro-nc. gov 01 -March-2007 NC GIS Conference