Leveraging ArcGIS Online for Service Ticket & Work Order Management
A Case Study for How a City Has Enhanced Efficiency and Increased Productivity to Serve Citizens
Managing Work Across the Enterprise
Or ….. How to get your end-users to fall in love with you
“It began with a simple question. How do we see
everything and know where everything is that we need to work on?
We were asked by multiple departments of the cityto help with this challenge
Topics◎The Back Story
◎The Big Hairy Audacious Goal – Go big or go
home
◎The Business process is the start of everything
◎Unique Solution Philosophy
◎Changing mindsets – The Hard Part
◎Integration with Oracle CRM – The really hard part
◎ GIS technology and how ArcGIS Online help save
the day
◎The results
◎Wh t’ t
The Back Story
Work was a very painful
process
Hybrid system: Oracle CRM 311 plus manual paper pushing
Dispatch pain
Work was a very painful
process
Picture placement
Field Work Pain
Writing updates onto the blue paper tickets
Picture placement
More Field Work Pain Collecting data and writing onto the blue paper
tickets
Picture placement
Back Office PainClerk working
with paper system for data
updates into Oracle CRM
Picture placement
Manager Report Pain
Keeping up with what’s happening in the department via
paper system
Picture placement
Understanding the Business Process
Exposing even more pain points
Spend time with the
customerInvested a great amount of time getting a real understanding of their business operational processes. There can be no short cuts here. Consisted of ride-alongs with the field crews, attending department staff meetings, consistently engaging senior management to both understand and set expectations.
The Pain The Cure◎ Non-Spatial DB○ Unable to See on Maps
◎ Database – No
Attachments
◎ Ticket Errors○ Lost Tickets○ Outside Service Area
◎ Duplicates○ Many Trips to Same Location
◎ Billing○ Manual Process
◎ Reports○ Only Monthly Reports
○ Non-Customized Reports
○ Can’t Track Metrics
◎ Job Assignments○ Reactive
◎ Power Outage○ Office Shuts Down
◎ No Workflow○ Processes Non-Existent
◎ Spatial GDB○ View everything on Maps
◎ Related Spatial DB for Attachments
◎ Ticket QA/QC○ Track Location
○ Immediately Locate Ticket
◎ Duplicates○ Ability to Stop or Close Duplicates, Saving
Time
◎ Billing○ Automated Process
◎ Improved Reports○ Daily Reports
○ Customized Reports
○ Track Metrics (SLA, Age, etc.)
◎ Job Assignments○ Proactive
◎ Power Outage○ All Systems accessible
◎ Workflow In Place○ Processes = Efficiency
delays overlaps
bottlenecks misinformation
Paper systems created inefficiency causing disconnect between management, office staff and field crews
We Needed An End-to-End Solution
Bringing together the 311 ticket information, internal activities and planned maintenance, inspections and fixes with the ability for everyone to have a common operating picture to be able to see exactly where the issues are, to work on the issues and then update the statuses
Leveraging A Suite of
TechnologiesWe could not find any one-stop shop solution in the market that met all of our needs and still allowed us to retain the Oracle CRM system that the City had already invested millions into. We had no choice but to develop our own unique solution.
Major Solution Components
BlackGray
Our Solution Leveraged All of These Tools
◎Enterprise GIS Infrastructure
◎Oracle CRM◎Console Program/C#.Net◎Python Scripts◎ArcMap Models◎ESRI Attribute Assistant◎ArcToolbox -Table to
Excel◎MS Excel
◎AGO Collector App◎AGO Web Maps◎AGO Survey 123◎AGO Ops Dashboard◎AGO GeoForm◎Automated Emails◎Custom AGO Widgets◎Oracle/GIS Data Web
Service
Our Challenge ~ Tackle all these departments within 8 Months and make them love us!
◎Code Enforcement
◎Solid Waste
◎Traffic Sign Management
◎Facilities Management
◎Street Maintenance
◎Drain Maintenance
◎Sewer Maintenance
But really, what makes our solution philosophy unique? In other words
how will we make our customers fall in love
with us
Our approach was unique in that we only considered the technology after we fully understood how the customer currently worked, wanted to work and needed to work. Not the other way around where the customer’s work needed to fit the technology. The technology is simply a path.
Example Drain Maintenance Workflow
Oracle Data ETL
Name of the program: Oracle2SQL
Programming language used: C#.NET
Tool Example
Python ScriptsTool Example
ESRI Extension
ESRI Attribute Assistant - ArcMap Extension
Tool Example
Excel ReportsTotal Drain Open Tickets & Stats
Tool Example
Both reports are used by Managers, Supervisors and Dispatchers
Drain Service Level Agreements (SLA) Stats
GIS/Oracle Reconciliation Used by Office Staff
Excel ReportsTool Example
Drain Individual Zone Supervisor RequestsUsed by Supervisors
AGO Web Maps
Drain Web MapView and Research
Used by Managers, Supervisors, Dispatchers and Engineers
Tool Example
Drain Web Map – Create and EditUsed by Supervisors, Field Crews, Dispatchers and Office Staff
AGO Collector App/Operation Dashboard
Collector AppUsed by Field Crews and CCTV Truck
Tool Example
AGO Operation Dashboard
Public Works – Director Dashboard
Used by City Administrators
Tool Example
Automated Email Reports
Drain – Weekly Barricade Reports
Drain – Daily Overview With Report Links
Both used by Managers, Supervisors, Office Staff and Engineers
Tool Example
Training ~ Another unique approach. Spend even more
time with the customer
We invested a great amount of time doing training of every position in the workflow chain. Dedicated personnel to do the training.
We physically help the customer in Adopting the Solution in Every Area of Work
Classroom training plus Robusthands-on training plus cheat sheets resulted in staff within every part of the workflow becoming very comfortable integrating the solution into their day-to-day operations. Follow-up plus more follow-up.
Ride Alongs Helping field supervisor on how to enter service ticket
updates
DispatchAssigning
tickets to field crews and
monitoring work progress
Field Worker
Inputting status change to
service request ticket
Field Worker
Collecting data and syncing
with geodatabase
ManagementReal-time
information monitoring and
decision making
All the cool technology and processes thrown at a problem doesn’t mean success unless there are measurable and significant results that affect a positive change
Yeah, but what about the results?
““Together the ArcGIS Online apps and custom GIS applications haveprovided the ability for my Public Works crews to have access to importantand needed information in the field, plus allowing work to be completed in thefield using the Collector app, while also making it possible for mymanagement team to have access to that same information using theDashboard tool; all of which have changed the way we work and deliverservices to citizens.
Using these apps we have significantly enhanced productivity levels and theefficiency at delivering services as we are now able to make decisions morequickly based on accurate and timely data. Ultimately these ArcGIS Onlineapps are revolutionizing how Memphis Public Works is able to provideservices as increased productivity and accountability, implementing newsustainable practices, and using information in strategic ways have reallymade a difference in how we are able to operate. Given our success we’renow looking to roll out this capability to all areas of Public Works.”
Robert Knecht, Public Works Director, City of Memphis
Drain Maintenance - Service Requests Average Age (Days to Close)
2014 2015 2016 2017 thru May
All Service Requests 12.9 8.3 4.1 3.9
Repairs 15.2 12.9 6.8 8.2
Clean Inlets 13.3 4.4 4.2 1.8
Cavities 25.4 14.3 6.7 9.0
Flooding 7.6 5.3 3.4 1.7
Street Maintenance - Service Requests Average Age (Days to Close)
2015 2016 2017 thru May
All Service Requests 76.13 104.92 15.01
Graffiti 91.80 83.23 44.81
Right of Way Weeds 54.63 119.76 10.75
Roadside Litter 107.41 90.52 13.03
Trees Trimming 107.14 105.66 8.91
Potholes 11.6 5.5 3.7
Environmental Maintenance Service Requests Average Age (Days to Close)
2015 2016 2017 thru May
All Service Requests 248.66 121.24 36.80
Repair Connections 279.70 126.44 37.40
Repair Mainlines 168.29 110.27 36.64
Repair Manholes 223.08 109.90 33.08
Traffic Signs Service Requests Avg Days to Close and SLA%
2015 2016 2017 thru May All Service Requests 27.13 19.39 12.22
SLA Missed 23.30% 21.50% 10.00%
2015 2016 2017 thru May Solid WastePicker
Pile 15.36 14.17 10.39
Solid Waste Management Picker Pile Requests Average Days to Close
This is why we do it ~ Success StoryThe Collins Yard Street Maintainance crew was one of the worse performing departments. Morale was lower than low and frustration was high. They were criticized by upper management, bad press in the news paper.
Collins Over SLA Total % Over SLA
Graffiti > 35 0 5 0.00%Roadside Litter > 90 32 59 54.24%Trees Trimming > 10 85 93 91.40%
Weeds > 90 287 606 47.36%Alley Cutting > 90 74 149 49.66%Alley Debris > 90 0 22 0.00%SLA Stats Total 478 934 51.18%
Collins Over SLA Total % Over SLA
Graffiti > 35 1 3 33.33%Roadside Litter > 90 0 17 0.00%Trees Trimming > 10 0 4 0.00%
Weeds > 90 0 22 0.00%Alley Cutting > 90 0 19 0.00%Alley Debris > 90 0 17 0.00%SLA Stats Total 1 82 1.22%
11/7/2016 4/24/2017
Special Show of Appreciation Honoring Their Great Work
The Future ~ Build it and
they will come
We have approximately 10 city departments in the pipeline that have requested our solution for their operations. Examples include Fire, Grounds Maintenance, Trash Pick-up, Waste Water Plant, the rest of property maintenance to name a few.
Take Aways
Leadership Buy-InMust get Buy-In from the top folks. Without that there is no funding and no support
Worker Buy-InMust get Total Buy In from Department Managers and especially workers on the ground
Find the Pain PointsFind the pain points! From there, tools, application, processes, SOPs etc. can be put into place to make the pain go away.
Paint a VisionWork backwards – help department managers to visualize how they would like their departments to function. Find ways to make it happen.
It Takes TimeThis solution/technology is a radical change from the way most government departments work. It takes a lot of time to change mindsets. Personal involvement (engaging senior management, staff meetings, field ride-alongs, etc.). It takes months, not weeks.
Train Train TrainTraining after implementation of technology solutions is critical. A project is not considered successful unless there is complete adoption and the customer is HAPPY
Thanks!Contact usDella Adams, GIS Program Manager City of [email protected]
Jeff Jackson, GIS Analyst City of [email protected]