Agenda Index City of Vancouver

ADMINISTRATIVE REPORT

TO:

Vancouver City Council

FROM:

General Manager, Engineering Services

SUBJECT:

Staffing Changes to Provide Systems Support in the Equipment Services Branch

 

RECOMMENDATION

GENERAL MANAGER’S COMMENTS

POLICY

New regular full-time positions are created by Council.

BACKGROUND

The Equipment Services Branch has undergone significant change over the past three years. These changes include the amalgamation of two branches, Equipment Management and Equipment Operations, as well as three Better City Government task force reviews. The Better City Government reviews looked at the outfitting process for new vehicles, the maintenance operation and the Equipment Stores operation. This year, a review of the procurement process is proposed to be undertaken.

The major focus of the changes that have taken place has been to improve customer service. In the past, the City’s equipment branches have had a virtual monopoly on the supply and maintenance of equipment used by city forces. Now, the Equipment Services Branch competes directly with private rental and leasing companies for this work. While the City equipment generally has a less expensive rate, it is the overall cost to the user that is the deciding factor.

Minimizing equipment downtime and providing a complete detail of all equipment related costs are the two most important challenges in reducing the overall cost to the user. By providing City departments with detailed equipment cost information, staff are much better able to manage and reduce these significant expenditures. On January 1, 1999, a new fleet computer system was installed to assist in maintaining more detailed, accurate and timely cost information. This system, CCG, tracks all of the detailed costs associated with the City’s vehicles and equipment, and then transfers the aggregate balances to SAP. Since installing the system, three temporary systems positions have maintained the software and provided improved customer service. Significant savings have been realized while using the new software. Since these positions are required on an ongoing basis to maintain the system, it is recommended that a portion of the savings be used to fund the net cost of the three regular full-time positions.

DISCUSSION

The Systems Analyst III (SA III) is required to perform several roles. These roles include administering the fleet system, administering the Equipment Services’ databases, supervising both System Analyst IA’s (SA IA), setting the technology direction for Equipment Services (EQS), providing support for re-engineering efforts, and developing applications to fill gaps not filled by existing systems. Administering the fleet system includes such activities as co-ordinating upgrades, monitoring the system, and troubleshooting problems. Administering EQS databases includes setting security, modifying database objects, optimizing performance and troubleshooting database problems. Supervisory tasks will consist of hiring, discipline, labour relations, establishing work priorities, and providing technical guidance for the two SA IA’s. Setting the technology direction for EQS would refer to such activities as determining the most effective way to get fleet information to EQS customers (e.g. web

based repots, automated E-mail, etc.). The re-engineering support provided by this SA III will be expertise in the capabilities of information systems and the ability to apply formal process and data modeling methodologies. This will include making recommendations on changing staffing levels. Application development efforts for this position will focus on database applications to complement existing city systems (e.g., ICBC claim tracking, Equipment Specification Details).

Both Systems Analyst IA positions are required to have in depth knowledge of the Equipment Services business area because they will work with Equipment Services staff and customers to find ways to meet their information needs, using the available computer systems. This will require communicating with staff and customers to document needs. Often these SA IA’s will be required to create custom crystal reports or SQL scripts to analyse City’s fleet information. Ultimately, many of these analysis tools will need to be refined so that they can become valuable tools for others. Often the results of some analysis or the introduction of new information tools will result in procedural changes. These SA IA’s will be responsible for documenting these procedure changes, analyzing the impact on the workforce, and providing any training that is needed as a result. Both SA IA’s will be involved ensuring that important management information is collected and entered accurately into the system by employees. They will set performance expectations for the workforce, monitor that expectations are being met, and will make recommendations regarding suitable action if expectations are not met. They will make recommendations on increasing or decreasing staffing levels and employee relations.

One SA IA position will largely be a resource for operations staff. They will provide basic fleet system training to new staff as well as more advanced training to those who require it. They will also work with the Superintendents to develop reports and solve problems such as changes to staffing levels or working conditions, as we continue to implement the task force recommendations. They would also be responsible for maintaining fleet systems repair types and the classification coding scheme. These repair types and class codes are very important for equipment billing, rental rate calculations, and benchmarking with other organizations. Benchmarking, comparing our efficiency and effectiveness with other organizations, is a priority and could impact staffing levels or working conditions for the workforce.

The other SA IA will largely serve as a resource for Superintendents and equipment engineering staff by developing reports and doing research as required. As with the other SA IA, these reports will include benchmarking which could impact staffing levels and working conditions. They will administer the City’s preventative maintenance program. This includes establishing appropriate preventative maintenance schedules and monitoring compliance with government regulations. If compliance is not maintained, they will make recommendations regarding suitable action. In addition, they will be responsible for the City’s equipment warranty tracking and recovery program. The City has always tracked the basic equipment

warranties for new vehicles, but can improve the tracking of warranties on replacement parts (eg. alternators, mufflers, and engines). This SA IA position would be responsible for overseeing the existing warranty program, incorporating spare parts warranties, and ensuring that staff are complying with all warranty criteria.

FUNDING

The changes made have begun to realize savings. The total expenditures for Equipment Services were approximately $30.108 million for 1999 compared to $31.192 million in 1998. Revenues to Equipment Services from the using branches are also down due to more efficient equipment usage, but even with the reduced revenues, a positive variance of approximately $1 million is expected when the year end close outs are complete. It is recommended that the three new systems positions be funded from this savings with the elimination of the one existing position. The net annual cost of the three new positions is $160,000.

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