Page 15 - Sept-Oct 2019 Vol37 No3

the project by creating a business process
inventory for each functional group within
Public Works (Grounds Maintenance,
Sanitation, Streets Maintenance, Stormwa-
ter Maintenance, Stormwater Engineering,
Engineering and Administration).
Process inventories were created, and
the project team kicked off the project
during the weekly Public Works Supervi-
sors meeting, where the group discussed
project steps, desired processes, and any
inefficiencies they noticed within their
operations.
The second phase was called current
state, or “As-Is” discovery, in which the
team sat down with the Assistant Public
Works Director, supervisors and the ad-
ministrative assistant to map their current
state processes and gather documentation
currently used, such as daily work check-
lists and landfill tonnage tickets.
During this activity, Avero used an IBM
Business Process Mapping Notation Tool
called IBM Blueworks Live, which enabled
Public Works and the consultants to map
the group’s current state processes in real
time.
Mapping Processes Provided Visual Cues
In turn, this strategy and tool streamlined
the mapping process, fostering efficiency
throughout the present state discovery
phase. The consultants internally reviewed
the resulting maps to ensure work quality,
then scheduled and completed validation
sessions with each functional group.
This same team worked through a third
phase devoted to the future state, or “To-
Be” vision. In this step, they held separate
sessions to create a vision focused on build-
ing efficiencies, optimizing processes and
incorporating technology readily available,
by introducing an Enterprise Asset Man-
agement /Work Order Management system.
The consultants reviewed the vision from
each Public Works Supervisor and came
back with a fully optimized work order pro-
cess incorporating mobile technology and
automated workflows, removing “hard copy
paper” from the equation. Public Works ad-
ministrative functions also were given more
efficient workflows for processes pertaining
to payables (landfill fees); receivables (fees
collected from the State for street mainte-
nance), and budgeting and reporting.
“Hard Copy Paper” Out; Automated
Workflows In
All the resulting processes now eliminate
the need for “hard copy paper” and provide
automated workflows with built-in decision
points and approvals.
One of the City of Maryville’s areas of
focus was in reducing repetitive and ineffi-
cient tasks that also can open up the various leadership resulting from the project “have
departments’ risk for mistakes. A good
example was the timekeeping process…
different in many departments…in which
various timesheets were handed off to ad-
ministrative assistants…who then entered
employees’ time electronically (sometimes
multiple times) to achieve one outcome…
paying an employee. A new timekeeping
system obviously was needed for maximum
efficiency.
Holding Future Vendors Responsible
A final joint process in the overall
project was the co-development (by the
Public Works Staff and the consultant) of a
Requirements Traceability Matrix (RTM)
which is a tool used to hold vendors ac-
countable across the upcoming system
install. The RTM is attached to a Request
for Proposal (RFP) to ensure critical and
desired system functionality of vendors’
assets.
Upcoming steps include the City’s Pur-
chasing Department and Avero creating
a RFP, evaluating vendors, and selecting a
winning vendor. It’s anticipated that Avero
will manage the system installation and
staff training as well.
Government Officials Weigh In
Across the board, government officials
seem pleased with the process and out-
comes thus far. Greg McClain, Maryville
City Manager, said many companies “are
technically strong in all things IT, but not
every firm can build the relationships
necessary to help an organization navigate
change.”
Mitchell agreed, saying the approach
helped “build strong relationships that have
endured through the entire process. This
has been so important for our employees to
embrace these changes and move forward
with confidence in implementing multiple
upgrades in a short time frame.”
Moon expressed satisfaction that go-
ing forward, the technical expertise and
enabled the Blount County region to lever-
age existing fiber assets with an eye toward
the future.”
Knoxville and Ohio Projects Will Benefit
from Completed Local Work
Verekar said Avero Advisors recently
entered into Information Technology
Assessment agreements with Knoxville’s
Community Development Corporation
(KCDC) and the City of Macedonia, Ohio,
to assist in modernizing their business sys-
tems for future operational needs. The new
clients will profit from best practices and
discoveries of the firm’s previous govern-
ment projects.
Avero Advisors Join with Ciena Corporation
for International Best Practices
In mid-July, Avero Infrastructure joined
forces with the global telecom giant,
Ciena Corporation, to form a strategic
alliance furthering Avero’s goal of bring-
ing strengthened “Smart City” solutions
to small and medium-sized governments
throughout Tennessee.
Verekar said Ciena’s expertise, coupled
with Avero’s “boots on the ground” and
knowledge of the local East Tennessee
network, strengthens Avero’s capabilities
in maximizing the government ser-
vices’ “backbones” or optical fiber rings,
enabling powerful government services
which previously were too expensive for
the separate entities to consider.
Avero Infrastructure VP Mike Caffrey
cited Cienna’s internationally-known track
record of creating purpose-built govern-
ment networks as “remarkable.”
“This strategic relationship now empow-
ers Avero to use Ciena’s best practices from
similar noteworthy projects in Washing-
ton, D.C., Maryland, and up and down the
Eastern Seaboard,” Caffrey said.
View online at tnpublicworks.com 15