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Home My WebLink AboutVPA Presentation Q1 2017SBStat City of South Bend January 26th, 2017 Facilities and Asset Management: Skilled Trades Work Orders ‘16 3 Project Charter | Facilities Management Assessment Project Sponsor: Santiago Garces* Sponsor Department: Innovation Project Manager: Lucy Macfarlane* Executive Summary The City of South Bend is looking to identify opportunities and establish a business case for a facilities management system. This assessment will provide an overview of the current state of technology and vendors in the space. This platform should enable all city facilities be managed in a central platform that assists with the maintenance, repair, and tracking other key data about these expensive assets. The basic facility management should cover facilities in all departments, even though, certain aspects of specific building will be outside of the scope of the assessment i.e. security systems at PD, operational systems in the utility, etc. This project could be combined with the ERP assessment if there is sufficient alignment in technology. Project Timeline Budget and Resources Required • Determine key stakeholders • Problem and Feature Matrix First Iteration (based on existing work) • Preliminary List of Technologies and Architecture (based on existing work) • Establish a baseline for business case and identify opportunities with preliminary GIS inventory • Second iteration • Assessment and next steps for procurement. Aug 30 2017 • 80% GIS inventory. Dec 31 2017 • Functional Units & Proportion of Effort: Deliverables: • Business Analyst • Applications Developer – Enterprise Configuration • Chief Innovation Officer • Parks Maintenance • Central Services • Sustainability • FD Operations • PD logistics bureau • Problem & Feature Matrix • List of potential technologies and vendors • Assessment • Budgetary amount for system and implementation • 80% GIS inventory Risks: Benefits: • Lack of clear ownership • Large number of departments and stakeholders responsible for facilities • Competing timelines • Business Analyst time • Identify opportunities for centralized facilities management • Improved transparency • Identifying potential savings by improving maintenance and repair schedules • Identifying improvements and redundancy and capacity for support of facilities Facilities and Asset Management: Project Charter Accessibility: It Starts with a Question How many people live within walking distance to a City Park? Walking Time (minutes) Total Population 2010 15 -20 22336 10 -15 27709 5 -10 32496 0 -5 22130 Tools to complete analysis in ArcGIS Pro: -2010 Census Data -ESRI Sidewalk Network -City Park Parcel Centroids -Generate Service Area Tool 4 Parks Accessibility: Walking Distance Analysis VPA Accumulated Hours: Overtime I am committed to my department's success. 4 2 20 74 Strongly disagree Neutral Agree Strongly agree Value Percent Count Strongly disagree 4.0%2 Neutral 2.0%1 Agree 20.0%10 Strongly agree 74.0%37 Total 50 6 VPA Department SBStat Survey Results My department encourages totally new ideas. 2 5.9 5.9 52.9 33.3 Strongly disagree Disagree Neutral Agree Strongly agree Value Percent Count Strongly disagree 2.0%1 Disagree 5.9%3 Neutral 5.9%3 Agree 52.9%27 Strongly agree 33.3%17 Total 51 7 VPA Department SBStat Survey Results I get all the information I need to do my work. 4 20 2236 18 Strongly disagree Disagree Neutral Agree Strongly agree Value Percent Count Strongly disagree 4.0%2 Disagree 20.0% 10 Neutral 22.0%11 Agree 36.0%18 Strongly agree 18.0% 9 Total 50 8 VPA Department SBStat Survey Results Which value(s) from our City's Mission do you feel the department contributes to?Feel free to select more than one answer. 89.4 63.8 68.1 51.1 74.5 0 10 20 30 40 50 60 70 80 90 100 Excellence Accountability Innovation Empowerment Inclusion Excellence Accountability Innovation Empowerment Inclusion Value Percent Count Excellence 89.4%42 Accountability 63.8% 30 Innovation 68.1% 32 Empowerment 51.1%24 Inclusion 74.5% 35 9 VPA Department SBStat Survey Results 10 Cost Recovery: Overview 11 Cost Recovery: Overview 12 Cost Recovery: Priority Based Budgeting Alignment Cost Recovery: O’Brien Fitness Center 14 Project Charter | O’Brien Fitness Center Cost Recovery Project Sponsor: Aaron Perri Sponsor Department: VPA - Admin & Finance Project Manager: Lucy Macfarlane Executive Summary The Venues Parks & Arts team have determined the cost recovery targets for each program, as well as the corresponding cost recovery gap. An analysis of those gaps and the corresponding impact on the programmatic gap subtotal revealed that the O’Brien Fitness Center Operations have the largest proportion to the entire program gap subtotal. The Fitness Center To improve the cost recovery of the Fitness Center Operations will significantly decrease the gap subtotal of all VPA programs, ensuring funds are allocated to those programs that do not require 100% cost recovery. A market analysis of area fitness centers, in depth demographic analysis of the membership, as well as an analysis of the membership fee schedule and best practices will reveal areas of improvement to reach the cost recovery target. Project Timeline Budget and Resources Required • [Q1] • Market Analysis (middle of Mar) • Membership Analysis (end of Feb) • Fee schedule Analysis (middle of Mar) • Business Analyst Time • Fitness Center Team Leaders Time Functional Units & Proportion of Effort: Deliverables: • Business Analyst: Lucy Macfarlane (90%) • Fitness Center Staff (5%) • Applications Team (5%) • Market research summary of current area’s fitness centers and relative cost • Analysis of fitness center member demographics; market research summary of customer base opportunities • Analysis of membership fee schedule with summary of best practice recommendations Risks: Benefits: • Access to data in RecTrac, setup of server connection takes too long • Decision making tools and improvement options to work towards cost recovery target Out of Scope: • Cost Recovery: Fitness Center Project Charter 15 Cost Recovery: Kids World 16 Project Charter | Kids World Program Cost Recovery Project Sponsor: Aaron Perri Sponsor Department: VPA - Admin & Finance Project Manager: Lucy Macfarlane Executive Summary The Venues Parks & Arts team have determined the cost recovery targets for each program, as well as the corresponding cost recovery gap. An analysis of those gaps and the corresponding impact on the programmatic gap subtotal revealed that the Kids World program has a significant impact on the overall gap subtotal. The Kids World program cost recovery level is 4, and the target is 100%. An in depth analysis of the participant demographics, a market analysis of potential new customers, as well as a market analysis of similar programming in the area. Project Timeline Budget and Resources Required • [Q1] • Market Analysis (middle of Mar) • Participant Demographic Analysis (middle of Feb) • Potential Customer Market Analysis (end of Feb) • Business Analyst Time • Recreation Program Team Leaders Time Functional Units & Proportion of Effort: Deliverables: • Business Analyst: Lucy Macfarlane (90%) • Recreation Team Leaders (10%) • Summary of insights on participant demographics • Market research summary of similar programming • Customer Market Research summary of potential customer base Risks: Benefits: • Access to data in RecTrac • Summary of new customer base for program participation • Understanding of market/competition for similar programming in area Out of Scope: • Cost Recovery: Kids World Project Charter 17 Cost Recovery: Softball League Play 18 Project Charter | Softball League Play Cost Recovery Project Sponsor: Aaron Perri Sponsor Department: VPA - Admin & Finance Project Manager: Lucy Macfarlane Executive Summary The Venues Parks & Arts team have determined the cost recovery targets for each program, as well as the corresponding cost recovery gap. An analysis of those gaps and the corresponding impact on the programmatic gap subtotal revealed that the Softball League Play has a significant impact on the overall gap subtotal. The Softball League cost recovery level is 4, and the target is 100%. An in-depth analysis of participant demographics, market research for potential new customers, market analysis of similar programming in the area. Project Timeline Budget and Resources Required • [Q1] • Market Analysis (middle of Mar) • Participant Demographic Analysis (middle of Feb) • New Customer Market Analysis (end of Feb) • Business Analyst Time • League Management Team Leaders Time Functional Units & Proportion of Effort: Deliverables: • Business Analyst: Lucy Macfarlane (90%) • League Management Team (10%) • Summary of participant demogrphics • Customer Market Research of potential new customer base • Market research summary of similar area programming Risks: Benefits: • Access to data in RecTrac • Summary of new customer base opportunities for participation • Understanding of market/competition to drive program decision making Out of Scope: • Cost Recovery: Softball League Play Project Charter 19 Congratulations!