Case Study: Self-Funding Model Drives Continuous Improvement at City of Akron

Client: The City of Akron, OH began its continuous improvement cycle in 1998 at a time when its water rates, levels of customer service, and operating costs at the Akron Public Utilities Bureau were all matters of serious concern. Sparked by Mayor Donald Plusquellic’s demands, APUB set out to redesign itself by adopting best practices for the day-to-day work.  The project began with a competitive assessment that compared APUB’s organization, work practices, and technology to best-of-class private and public utilities. The result was a complete cultural transformation of the organization, a change process that yielded dramatic improvements and millions of dollars in savings.

Solution: The City of Akron employed the Self-Funding Model with the help of EMA to leverage $1.5 million in first-year savings to stabilize rates, fund capital improvements, and launch the next phase of continuous improvement. In year two, the City of Akron saved another $3.2 million. From 1998 to 2005, the City invested approximately $7.2 million in services, application software, hardware, infrastructure enhancements, and technology implementation. EMA’s Self-Funding Model has seen Akron realize $14 million in real savings and current-year increased revenues while dramatically improving customer service.

Working with EMA, the City has used the same approach across its departments. For example, in the area of plans and permits, a new permitting system and revised fee structure has increased building inspection revenues by 84% ($827K). Inspectors now use mobile technology to directly input inspection results, which can then be viewed via the Internet. Digital cameras are used to record violations and images are attached to electronic records in the Work Management System (WMS). Review comments, notes, and deadlines are all posted on-line. The result is improved customer service, greater efficiencies, and increased revenues.

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Case Study: City of Winnipeg WorkSmart Program Produces Efficient, Cost-Effective Public Works Service Delivery Despite Limited Maintenance Funds

Client: The City of Winnipeg Public Works Department provides services to more than 600,000 residents of this major Canadian metropolitan region.  Its responsibilities include planning, development, and maintenance of roads, maintenance of parks and open spaces, and the maintenance and security of civic buildings. The Department has actively promoted the application of asset and work management systems to optimize the expenditure of limited maintenance funds. Each of its assets is unique and may require different systems for efficient asset management but the work performed on these assets is programmed, scheduled, and managed through a common Work Management System (WMS).

Solution: EMA Canada was retained in 2002 to conduct the initial phase of the City of Winnipeg WorkSmart Program, a comprehensive assessment to determine the costs, benefits, and savings related to implementing best practices alongside a supporting WMS. Working closely with City of Winnipeg personnel, EMA identified significant opportunities for improvement in a variety of areas. In Phase 2, EMA worked with the City to design a framework for implementing the identified best practice improvements using the most suitable technology solutions. The result has been more efficient, cost-effective delivery of service through optimized work practices, organization structure, and technology.

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Case Study: City of Bismarck, ND Uses Strategic Technology Planning to Achieve Clear Mechanism to Analyze and Prioritize Investments in Technology

Client: The City of Bismarck is North Dakota’s state capital. Serving a population of 55,000, The City was looking for a detailed analysis of its current business processes, existing information systems, and potential integration of new or emerging technologies. The goal was to ensure cost-effective integration of multiple City departments including (but not limited to) police, fire, public health, forestry, planning and development, utilities, airport, libraries, finance, and administration.

Solution: EMA was retained to conduct a City-wide Strategic Technology Study aimed at increasing productivity, decreasing costs, and enhancing service delivery to Bismarck residents. The focus of the study was to provide the City with its first three- to five-year plan to guide investment in Information Technology (IT). A cross-functional core team of City of Bismarck personnel worked closely with EMA throughout the process, providing essential background and helping to prioritize recommended projects. As a result, the City created a clear mechanism for analyzing and prioritizing proposed technology initiatives while establishing much clearer lines of communication across departments. A spirit of cooperation was established with the goal of identifying and implementing the best solution for the entire City, not just meeting the needs or desires of individual departments.

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Case Study: City of Ottawa Competitive Service Delivery Review Framework Ensures Optimal Value and Continuous Improvement in Growing Metro Regio

Client: The City of Ottawa, Ontario is Canada’s capital city and the nation’s fourth-largest with a population of 775,000 that is expected to grow to more than one million in the next five years. In 2001, the new City of Ottawa was created via the amalgamation of 11 municipalities and one Regional Municipality. The public works departments and other service entities of the 12 amalgamating organizations formed the Public Works and Services Department that is charged with effectively and efficiently delivery service that is competitive, citizen-centered, accountable, streamlined, and integrated.

Solution: During the amalgamation process, the City identified the need for a systematic service delivery review process that would ensure services would be provided competitively. EMA was contracted to design the new Competitive Service Delivery Review (CSDR) framework that was designed to deliver to the community the best possible value – most economical, effective, and efficient while still ensuring standards are met, legislative requirements are fulfilled, and customer satisfaction is provided – for the money it invests in many of the basic public services.  In some cases, best value results from external competition. In other cases, it can be achieved through a mix of internal and external service providers. As part of this framework, the City is also monitoring the performance of all services through ongoing benchmarking and performance measurement, a key component in ensuring that it is successful in meeting community expectations, providing optimal value, and driving the City towards a culture of continuous improvement.

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Case Study: 311 One-Call Center and Work Management Program Combine to Revolutionize Service Delivery to Residents of City of Corpus Christi

Client: Located on the Gulf of Mexico, Corpus Christi is the eighth-largest city in the state of Texas, with a metropolitan population of 384,000. A long-time client of EMA, Corpus Christi has been on the path of performance improvement for several years. The City started the effort in its water and wastewater utilities as it endeavored to update infrastructure, plan effectively for the future, and improve the efficiency and effectiveness of its current operations.

Solution: As part of its ongoing reengineering effort, the City of Corpus Christi engaged EMA to assist in the planning and implementation of a City-wide Customer Call Center and a standard City-wide Work Management Program that included a Computerized Maintenance Management System (CMMS), optimized work practices, and organizational redesign. Streamlined organizational structures, work management best practices, and work management technology was implemented in water, wastewater, storm water, and gas utilities and the airport.

EMA integrated the City’s standard work management software with the City’s geographic information system (GIS) and customer information system (CIS) to provide a web-based customer contact and service delivery management tool that forms the backbone of a 311-type of service delivery system. The technology includes real-time work order maps as well as links to customer and location data from the CIS, a comprehensive City-wide asset and work management database, and a broad range of spatial processing and work management functions. The result is faster, more cost-effective service delivery and a more satisfied customer base.

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Case Study: DeKalb County, GA Leverages Existing Infrastructure to Implement Wide Area Network for Superior Telecommunications Service

Client: Located in the Metropolitan Atlanta region, DeKalb County, GA, has a population of 660,000 residents. The County’s school system has more than 98,000 students in 83 elementary schools, 18 middle schools, 20 high schools, and 18 specialized centers. With a network of more than 30,000 computers, 6,000 printers, and 600 servers, DeKalb County Schools have sophisticated Information Technology needs and challenges.

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Case Study: Denver Street Maintenance Division Embarks on Comprehensive Performance Improvement Action Plan To Better Serve 4.3 Million Residents

Client: The City and County of Denver serves a population of 4.3 million in the Mile High City.  Denver’s Street Maintenance Division faces considerable and growing service delivery challenges, including increased budget pressure, aging infrastructure, increased focus on work and asset management, and growing public demand to maintain or improve service levels. These challenges have driven the agency to review the way services are delivered to ensure it can maintain or enhance service delivery.

Solution: The City and County of Denver contracted EMA in 2005 to conduct a Street Maintenance Opportunity Assessment to establish the potential for productivity improvement and to develop a collaborative Action Plan. Among the areas reviewed were customer service, information management, fiscal management, resource utilization, service delivery, technology, and organizational effectiveness. The assessment identified significant opportunity for performance improvement in several areas, including increased service levels, employee development and compensation, investment in equipment and infrastructure, revenue generation opportunities, and budget reductions.

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