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

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Manager Report Pain

Keeping up with what’s happening in the department via

paper system

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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 Memphisdella.adams@memphistn.gov

Jeff Jackson, GIS Analyst City of Memphisjeffery.jackson@memphistn.gov