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HomeMy WebLinkAboutVPA Presentation Q2 2018VPA Q2 May 24, 2018 Department Updates Department Updates •CAPRA Reaccreditation •F&G Work Order SharePoint Site Recreation Program Portfolio Development Goals 1.Identify Gaps & Redundancies 2.Leverage Partnerships 3.Quality & Quantity Measures Program Benefit Analysis 3% 15% 21% 37% 24% 1 Mostly Community Benefit 2 Considerable Community Benefit 3 Balanced Individual/Community Benefit 4 Considerable Individual Benefit 5 Mostly Individual Benefit Program Lifecycle Program Stage Definitions •Introduction stage (New program; modest participation) •Take off stage (Rapid participation growth) •Growth stage (Moderate, but consistent participation growth) •Mature stage (Slow participation growth) •Saturation stage (Minimal to no participation growth; extreme competition) •Decline stage (Declining participation) Benefit Analysis of Mature-Declining Programs 3% 20% 18%49% 10% 1 Mostly Community Benefit 2 Considerable Community Benefit3 Balanced Individual/Community Benefit 4 Considerable Individual Benefit5 Mostly Individual Benefit Community Benefits Target 5% 14% 34% 25% 22% 1 Mostly Community Benefit 2 Considerable Community Benefit 3 Balanced Individual/Community Benefit 4 Considerable Individual Benefit 5 Mostly Individual Benefit Trends •Increase in programming for 50+ adults1 •Teen programming struggles2 •Adult Sports Programs •Middle School Sports •Lack of youth free play options3 •Partnerships as means of expanding reach2 1. Healthy Aging in Parks Survey (National Recreation and Parks Association, 2017) 2. 2017 State of the Industry Report (Recreation Magazine, 2017) 3. State of Play 2017: Trends and Developments (The Aspen Institute Project Play, 2017) Opportunities •Active Adult Programming •Teen Programming •Visual & Performing Arts Programming •Fill SBCSC gap of k-5 athletics offerings •Expanding partnership opportunities Portfolio Decisions •Decrease athletic/sport offerings •Increase offerings for active adult population •Establish Visual Arts Program •With specific target of teen populations •< program redundancies = greater program impact Next Steps •Finalize Portfolio with Recreation team •Help team transition to using SharePoint to enter program data + CAPRA Data •Ensures standardized and accurate data •Accessible by all staff at any time •Identification of partnership opportunities •Redefine the evaluation process for programs •Clarify the measures and impact goals of each program Central Mowing Process Improvement Phase 1 Process Metrics MONEY Hourly rates and material costs ERRORS Defects AMOUNTS How many widgets do you make? TIME How long does it take to make your widget? Any wait time? Process Metrics Review Current State Money Supervisor $44/hr; Seasonal staff $10-13/hr Issue ~4,500 Already Cut By Owner Amount ~3,000 Cut Lots Process Time ~22mins/Lot ~1hr to assign work ~17days to cut •In Q1, we had preliminary metrics of the process •We use these basic metrics as a guide for creating measurable targets Process Deep Dive •2 group process mapping sessions •Using post-its, we “mapped” out the mowing process •From supervisor assigning work •Submitting work completed in Code software Process Waste Identification Highlights of Discovered Waste: -Crews have to walk around facility to get their smaller equipment -Waiting around for other crew members to move their equipment out of the way -Duplicate report generating -Equipment checklist in truck on other side of parking lot -Waiting for other supervisors to finish talking with their crews Motion Analysis Customer Value Identification Value Added No Value, but policy No Value to Customer Total Total Time (mins) 20 40 170 230 # of Process Steps 2 8 63 73 % of process 3%11%86%100% Cause and Effect Analysis Problem Identified: Deployment -Takes Crews 30-35mins to leave garage each morning This was caused by: -Weedwhackers and leaf blowers were far away from mowers -Equipment was sorted by type not crew -Crew had to wait to hear from supervisor for daily work in breakroom -Other VPA equipment in the way of garage overhead doors Process Improvement (phase 1) What do we have control of to fix? -Set up a tidier space for the crew -Mark the space as “theirs” -Create crew “lanes” so their equipment is all together -Move the smaller equipment closer to the mowers -Keep equipment checklist closer to equipment -Crews start day in garage, not breakroom -Moved equipment key box to garage Process Metrics Current State (after process map)Future State With Improvements Problem Crews take too long in the garage in the morning Shorten the amount of time spent in garage Shorten the amount of time spent in garage Money Supervisor $44/hr Crew Member $11/hr Stays the same Stays the same Errors/Mistakes -Equipment checklist incomplete -Forget to clock-in -Forget equipment/materials Decrease by 20%Checklist is near equipment or handed with daily list* Amount ~3,000 Cut Lots Increase by 20%(phase 2) Time 30-35 minutes (175mins/week) Reduce by 30%Takes 17 minutes ~50% less time Annual Cost 1 Supervisor $110/week $2,640/season 6 Crew Members $165/week $3,960/season = $6,600 Reduce by 30%1 Supervisor $55/week $1,320/season 6 Crew Members $82.50/week $1,845/season = $3,165 +$3,435 *Improvements have been made but not evaluated Next Steps: Phase 2 •Observe crews while in the field •Time each step taken •Update first draft of process map to reflect crew observations •Work with crews and supervisors to identify improvement opportunities •Pilot the ideas from the group •Analyze the current rate of “Cut By Owner” •Coordinate with Code+VPA+IT to discuss root cause and brainstorm solutions Project Proposals: Aligning with VPA Strategic Plan Department KPI Development •Strategic Focus Area: All •Summary •In order to best ensure mission alignment, and achieve strategic goals the team needs to be able to measure their progress and success by developing performance indicators •Deliverables •Prioritized objectives will have 1-3 KPIs •Out of Scope •Reporting tool and related KPI dashboard Customer Satisfaction Analysis •Strategic Focus Area: Customer Engagement •Summary •Customer satisfaction data and related processes has been siloed between divisions, and with the Experience division there is a need to determine a standard process for data collection, evaluation, and usage •Deliverables •Recommendations on survey best practices and potential areas for process improvement/standardization •Out of Scope •Redone customer satisfaction survey Facility and Asset Cost Projection Analysis •Strategic Focus Area: Asset Management •Summary •The Facilities & Grounds team needs to be better able to articulate the cost associated with old and new assets/facilities. Using a Facility Cost Index calculation we will help project the budget needs for all VPA assets. •Deliverables •Cost index total for all VPA Facilities •Process to evalute FCI on a regular basis •Out of Scope •Asset inventory Facility Cost Index Maintenance, Repair, Replacement Deficiencies of Facility _____________________________________________________ Current Replacement Value of Facility = FCI Celebrating Our Values •Best. Week. Ever. starts 5/28! •F&G Team’s New Skills •CAPRA Team Visit is Finalized •Partnership with South Bend Code School at MLK Center