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<br />36 CITY OF LAKE ELMO, MN <br /> What is the scope of this position? Is this role intended to obtain grant funding and deliver capital projects <br />from the master plan? Is this role intended to plan and coordinate programming within the parks? <br /> Where in the City’s organizational structure should this role reside? If this role is in the Public Works <br />Department, what would be an appropriate title (e.g., Assistant Director, Manager)? <br /> When should this hiring occur? The multisport complex represents a large opportunity for the City but <br />lacks definitive plans. Should this position be filled to help the community plan its design, or be hired once <br />the park has been built? <br />Being intentional in answering questions of the “what” and “why” of this park leadership position will help create <br />agreement within the City as to the purpose of this role and help identify the ideal candidate for this envisioned role. <br /> <br /> <br />WORK PROCESSES <br /> <br />Recommendation 10: Implement the Beehive CMMS to fully utilize its capabilities <br /> <br />Industry standard software for public works departments includes asset management software that combines GIS <br />mapping with asset inventories to help track the location, condition, and maintenance performed on assets. When <br />asset management capabilities are combined with the capacity to issue, track, and complete work orders, these <br />software packages are known as Computerized Maintenance Management Systems (CMMS). The industry standard <br />practice is for work orders to be developed within the CMMS and assigned to operators. The operators perform the <br />work and record their work in the CMMS, and that work order is attached to the asset’s record within the CMMS. <br />Moreover, operators are commonly issued mobile devices so that they can access the CMMS in the field, allowing <br />them to use the GIS capabilities, receive work orders, and fill out the work orders without having to return to the <br />office. <br /> <br />A properly designed and implemented CMMS provides numerous advantages to organizations. It improves <br />workflows, communications, and analysis of asset conditions. It also allows reporting not just of the work that is <br />being done, but the backlog of work that is not being accomplished and may require more resources. It can be an <br />invaluable tool not just for tracking asset conditions but also for tracking workforce conditions. By showing the <br />amount of work that is being accomplished, the ratio of corrective to preventative maintenance that is occurring, and <br />the backlog of work orders, a CMMS can quantitatively make the case as to whether more staff are required. The <br />reports produced by a CMMS can aid leadership in making more informed decisions and be an effective tool to <br />communicate with parties outside the Department. <br /> <br />The City utilizes an asset management software program known as Beehive. Beehive has been in use for several years <br />within the Department and has been utilized to develop the Department’s asset inventory. Unfortunately, Beehive <br />does not include any Parks assets, as the Department has not purchased a Parks module. Additionally, it is not used <br />to its full capability work order system. Operators in the field primarily rely on Beehive for utility locates and GIS <br />mapping, using a mobile app version. In its role as an asset management program, work that is done on the utility <br />system is recorded within Beehive by the Assistant Director following the completion of the work. Work orders are <br />not issued prior to work, negating the ability to plan work or track work backlogs, and the sort of data that would <br />allow for the tracking of level of effort (e.g., labor hours, equipment, and supplies used) is not collected. Rather than <br />the Operators entering all of this data in the field and the Assistant Director performing quality control checks on <br />completed work orders, the Assistant Director enters data on asset status and the type of work performed. <br /> <br />To fully realize the value of Beehive, the Department should implement all of its functionality. This would involve <br />developing the work order capabilities of Beehive to include the most efficient recording of the data for that work.