Department's Transformation Efforts & Results

Led the development by 6 Michigan cities of a ‘Common Form’ to generate support by tax software developers. The Common Form is now approved by 19 of the 22 Michigan cities administering a local income tax.

Income Tax

Implemented a parking violation software conversion from the mainframe to our Clancy software.  System uses electronic citation devices and allows online payments, eliminating many manual tasks.  Through 2009, there have been 56,463 online parking ticket payments made for $1,091,970.

Treasurer

Provide DASH shuttle service at no charge or reduced charge for numerous special events.

Parking

Increased the number of on street parking spaces.  These spaces were requested by business owners where parking demand increased due to economic development.

Parking

Using our own staff, installed lighting and energy saving improvements at the Coldbrook Pumping Station.

Water

Completed Plan Grand Rapids with adoption of the City’s new Master Plan

Planning

Reduced the number of internal and external forms required for contracting, accounting, and monitoring by 58%

Community Development

Decreased the annual number of City Commission agenda items for funding award contracts from over 150 to 1 blanket resolution

Community Development

Trained nonprofit partners and other City departments in use of outcomes data as a management tool to improve programs and operations

Community Development

Added 2D barcode specifications to the ‘Common Form’ permitting scanning of income tax return data directly into the City’s income tax processing software.

Income Tax

Converted all parcel record information from the main-frame computer system to the BS & A software.  This dramatically expanded the information available to the public online and reduced the City’s IT expenditures.

Assessor

Parking Services web page has the number of monthly cards available updated daily.  Customers can check to see if there are spaces available within the parking system.

Parking

Police Records Management System continues to be developed to transform how the PD processes information, i.e. field reporting, vehicle maintenance reporting, injury reports, training request management, etc.

Police

False Alarm Management System implemented

Police

Consolidated five separate Request for Proposals processes into one, while reducing the required application packet by 60% and the process timeline from eight to four months

Community Development

Incorporated outcomes reporting in 95% of subrecipient contracts

Community Development

Financial Goals and Priorities were closely reviewed and revised.  For example, the General Operating Fund balance constant goal of 5% was slated in future years to increase to 15%.

Budget

Implemented EFT processing of refunds and return payments as authorized by the taxpayer on individual income tax returns filed in 2005.

Income Tax

Implemented a document imaging system whereby critical property records are now imaged and attached to the computerized record card.

Assessor

Eliminated duplicate efforts related to property splits by consolidating positions (city/county) through an intergovernmental agreement with Kent County.

Assessor

Implemented Sage Software to track Capital Assets and calculate depreciation for all funds and categories.

Comptroller

Constructed the first municipal LEED Certified building in the Midwest at 1900 Oak Industrial NE.

Water

Established the Monday Group -- a partnership between the City of Grand Rapids, majority and minority contractors and other interested construction groups.  The Monday Group worked in partnership with the City to develop, implement and monitor the Equal Business Opportunity – Construction program.

Diversity and Inclusion

EBO Construction and Goods and Services Programs – The Equal Opportunity Department (Now Office of Diversity and Inclusion) restructured and sun-setted the goals based MWBE Construction program.  The new EBO Construction and Goods & Services programs were designed as race neutral efforts to encourage the utilization of Minority & Women owned businesses as well as tie the programs to the mission and sustainability of the City.

Diversity and Inclusion

Combined administration of Streets and Sanitation and Traffic Safety Departments

Traffic Safety/Street Sanitation

Established the Grand Valley Regional Biosolids Authority Partnership with the City of Wyoming

Environmental Services/Executive Office

Digitized check-print process for all projects

Engineering Services

Condensed three Housing Rehabilitation Program tracking systems for application approval, construction management, and loan servicing into one system using Community Development Manager software

Community Development

City created the Neighborhood Enterprise Zones (NEZ) program, intended to promote home ownership and investment in areas where the greatest impact would occur and where improvements are likely to trigger additional investment in adjacent neighborhoods. The City of Grand Rapids has designated five areas as NEZs. 

Energy and Sustainability

Streamlined process of interim performance evaluation

Human Resources

Established online application process

Human Resources

Centralized tracking of Physical Examination Reports

Human Resources

Implemented a lean layoff process. The new process is designed to eliminate inefficiencies in service delivery and achieve significant mailing/postage costs.

Human Resources

Began use of a five-year Fiscal Plan, as opposed to the long time and previously used one-year plan.  Five years are projected out based on estimates using elements of historical data, current information, and future assumptions to help pinpoint future financial developments.

Budget

Implemented the BPS (Budget Position System) feature of the BPREP (Budget Preparation) budgeting system.  BPS enabled Budget Staff to project employee wages and benefits for five years. 

Budget

A scientific telephone survey was conducted to identify citizens’ priorities regarding City services.  This was augmented by a web-based administration of the same survey.

Budget/Executive Office

Four Community Budget meetings were used for further development of Grand Rapids’ citizen service priorities.

Budget/Executive Office

Created partnerships with the Secretary of State and Kent County Register of Deeds to obtain fast and accurate records for assistance with Principal Residence Exemptions and ownership record determinations.

Assessor

Implemented a billing program for the Refuse Carts on the BS & A software

Treasurer

Developed and implemented Neighborhood Parking Enforcement areas in cooperation with Heritage Hill, NOBL and SWAN neighborhoods to address work construction and student parking concerns.

Parking

Adjusted time limits on meters and added Saturday Monroe Center enforcement.

Parking

Diversification of interview panels and incorporation of diversity into the employment process.  The Equal Opportunity Department in partnership with the Human Resources department reviewed the employment process to ensure equal opportunity and non-discrimination in the processes.

Diversity and Inclusion

EBO Construction and Goods and Services training.  Comprehensive staff training was provided to all departments regarding the new race neutral construction and goods and services programs.  Account Executive model was developed to work with departments.

Diversity and Inclusion

Forecasting Reports.  Purchasing forecasting reports were developed to ensure transparency in the procurement processes.

Diversity and Inclusion

Access to City Services for Non-English Speaking Citizens.  Report and recommendations were provided to City Management regarding providing equal access to City services for individuals who are non-English speaking.

Diversity and Inclusion

Initiated the “Lean Thinking” process and completed three major Value Stream processes that saved $250,000. Trained Top Management and facilitators

Executive Office

City Manager appointed Lean Team. The team held 3 workshops with Purchasing, Engineering, and Library resulting in savings of $252,864

Executive Office

Created a sign database for O&M using GIS:  We have inputted over 30,000 records and will be using this to assist us with asset management and paperless work orders.

Lighting, Signals, and Signs

Implemented an outcome-based funding approach for federal program awards to increase accountability of funded projects

Community Development

Established an integrated Disability Team to ensure continuity handling of employment and   medical work issues with employees

Human Resources

Established integration of the Worker’s Comp Drug Administration to parallel cost savings program

Human Resources

Lean:  Purchasing was one of the first departments to undergo a Lean process to re-invent the manner in which procurement is done.  As a result, the timeframe for purchases have been significantly reduced through streamlining.

Purchasing

Special Fire teams have either been supplemented by automatic aid (Confined Space Rescue) or funded as a regional team (Hazardous Materials)

Fire

Pictometry oblique aerial imagery and software have been placed in use and provides efficiencies on a daily basis. The sophisticated software allows the user to measure buildings and other improvements from the desk top to accuracy within four inches, eliminating many tasks previously requiring time consuming on-site work.

Assessor

Reduced the Cashier staffing from four employees to three employees with the closure of the Monroe level cashier location, except during property tax due dates.  This was able to be done, in part, by the elimination of the majority of the Meter Checker parking ticket data entry and with our increased online presence for payments.

Treasurer

Began the process of moving the financial system off the mainframe with the implementation of the first module – Enterprise Reporting. Successful implementation includes ease of entry, reporting and projection possibilities for budgeting. This joint effort of the Budget and Comptroller’s Departments has allowed the shifting of responsibility of reporting and most maintenance from IT to the budget analysts and financial system administrators.

Comptroller

Developed a program to re-commission all of our facilities’ heating and cooling systems when the systems are a part of a renovation or construction project.

Facilities and Fleet Management

Implemented a comprehensive recycling program for all office waste and paper products.

Facilities and Fleet Management

Began using alternative fuels in 100% of our fleet.

Facilities and Fleet Management

Added the option for customers to use smart auto meters (SAM’s) to park at parking meters.

Parking

The Equal Opportunity Department, in conjunction with the Community Relations Commission, partnered with a number of community agencies to encourage cross cultural communication and sharing through the People of Color Collaborative.

Diversity and Inclusion

Police Community Relations.  The Community Relations Commission and the Equal Opportunity Department partnered with the Grand Rapids Police to provide changes to the hindering and opposing ordinance and public education regarding police community relations.

Diversity and Inclusion

Access to City Services for Non-English Speaking Citizens.  Recommendations from the report of 2005 were implemented including providing a directory of employees with translation skills, and providing signage in City facilities in other languages (primarily Spanish).

Diversity and Inclusion

Improved timeliness and less re-work in project reviews

Planning

Complete departmental reorganization

Planning

Implemented new business model for the City Engineers Office that removed it from the General Operating Fund and required it to survive on earned revenues

Engineering Services

Land Management Services Model-Facilitated collaboration and communication across departmental lines through the shared land management information system Permits Plus.  Land Use Development Services, Planning, Sidewalk Inspections, and Fire life safety system registrations were incorporated into the system, which already included Building Inspections and Code Enforcement.

Development Center

Streamlined the application, plan review, and permitting processes for commercial projects from a customer-centered perspective.  Lean Process focused upon improving submittal quality and completeness, reducing the review timeframe, and accelerating communication of results to customers.

Development Center

The Lean Team held 9 workshops with departments resulting in savings of $507,453

Executive Office

The appointed Citizen Budget Advisors provided the City with a list of recommendations, including changes such as redesigning the organizational structure, aligning employee compensation levels, and exploring revenue issues

Executive Office

Developed a signals database through our CMAQ projects:  We have developed an asset management database to assist with the O&M for the regional traffic signal system.  Remote access to this system has been established for our primary users and will be expanded upon as wireless communications becomes a part of our daily operations.

Lighting, Signals, and Signs

Provided website access for information regarding Engineering Department road construction projects

Engineering Services

Completed two Value Stream Mappings for Housing Rehabilitation Program: (1) Loan approval, and (2) Loan Closing processes:

-Reduced total length of time in loan approval and closing process by 53% for Housing Rehabilitation Program applicants

-Increased customer satisfaction by moving to construction phase sooner

-Improved first time application quality from zero percent to 60%

-Realigned approximately $84,000 of staffing resources to other areas of department

Community Development

Implemented a multi-year funding process for allocation of federal resources to increase funding sustainability and project success

Community Development

Signed Auto-aid agreement with Kentwood Fire Department

Fire

Increased revenue by implementing fee schedules for special services

Implemented new apparatus and staffing concepts – Medical Squads and Rescue Engines

Fire

Developed fire department website to ease document retrieval by public, thus increasing efficiencies

Fire

Fire prevention personnel took on additional roles – consolidation of  public education, plan reviews, fire investigations,  and fire inspection positions

Fire

Created online access to occupational  case management for real time information re: Workers Comp claims

Human Resources

Formed a special type of database system for payment and reimbursement  information tracking

Human Resources

First city in Michigan to accept without a filing fee, electronically filed City of Grand Rapids income tax returns transmitted by professional income tax preparers.

Income Tax

Deployed online income tax withholding and payment options for employers.

Income Tax

Deployed online Tax Tool enabling a taxpayer to file their individual City income tax return.

Income Tax

New digitized street photos are attached to the appraisal software package for all classes of property including exempt.

Assessor

Digitized building drawings for all classes of appraised property.

Assessor

Digitized building drawings are overlaid on computerized aerial photos for the entire residential class.

Assessor

Contracted with Online Resources Corporation to serve as our Payment Aggregator to process e-Checks.  This eliminated manually keying in accounts and allowed the City in FY ’10 to download 250 payment files to post $2,332,196 in water/sewer bill payments instead of processing 21,828 checks.

Treasurer

Implemented BS & A software that moved the records for housing liens, sidewalk repair liens, and streets refuse charge liens to the internet to improve productivity (staff is not required to research for these property liens and charges to provide Title companies bills) and improved customer service (records are available 24/7).

Treasurer

Implemented a green cleaning program for our facilities.

Facilities and Fleet Management

Implemented a recycling program for all scrap metals and miscellaneous vehicle parts and fluids.

Facilities and Fleet Management

Event planners can find information online regarding location, pricing, and make validation arrangements for their occasions. 

Parking

Converted parking ramps to pay in the lane equipment.  As a result of this conversion we have VIOP connections with machinery and 24/7 monitoring of cameras located within the parking system.

Parking

Added two electric vehicles to parking services car fleet.

Parking

The “Individual Circuit Breaker” program was developed to provide assistance with water and sewer bills for qualifying low income customers, administered through ASCET.

Water

Through partnership with the Utility Advisory Board, developed the “Customer Community Circuit Breaker” which helps to mitigate increases in water and sewer rates.

Water

Adoption of a new Zoning Ordinance, part of the 2002 Master Plan

Planning

Development Center Metrics:  Measuring activity, performance, timeliness, workload, and project status across the organization.  Focus is upon transparency, accountability, identification of areas for improvement, and management decision making.

Development Center

The Lean Team held 7 workshops with departments, resulting in savings of $ 74,950

Executive Office

Provided on-line availability of applications for Contractor Prequalification and Encroachment and TOP Permits

Email distribution of all ads for projects bid by the Engineering Department

Engineering Services

Created the Neighborhood Infrastructure Program to provide quick response and flexibility in funding residential street improvements and neighborhood-based projects

Implemented the Neighborhood Revitalization Strategy Area (NRSA) for comprehensive housing and community development activities which optimizes CDBG funding and leverages other resources

Community Development

Published online version of the City’s Labor for more expedient reference and reducing copying costs

Human Resources

Established a Debt Recovery process to recover outstanding debts to the City prior to paying any liability claims

Human Resources

Instituted a comprehensive HR Applicant tracking Software implementation  system which created the basis as a self-serve HR operations for recruitment

Human Resources

In partnership with the Police Department staff, HR designed a  new system to record and track the workers comp claims, OSHA recording and case management

Human Resources

Signed Auto-aid agreement with Plainfield Fire Department

Fire

GRFD Regional Training Center approval and implementation

Fire

Evaluated Fire Loss program, created new system to better evaluate actual fire loss and value saved (aligned with latest research from Columbia University)

Fire

Refurbished fire apparatus to extend the life expectancy a minimum of 7-10 years

Fire

Established a program whereby taxpayers not filing the Property Transfer Affidavit required by law are given notice, allowed 30 days to remedy the problem, and charged the $200 penalty prescribed in State law.  More timely filings have decreased problems with maintaining records and parties billed are more attuned to providing the documentation needed.

Assessor

Automated the parking violation processing with the police department so that over 17,000 parking tickets manually input, filed, and pulled are downloaded daily from FileMaker software

Treasurer

Identified and formulated the program to send persons with larger amounts of unpaid parking fines to the District Court.  The stepped up civil infractions program with the District Court for individuals with sizable fine balances has collected $410,852 in fine revenue.

Treasurer

Sent out RFP’s and procured a Collection Agency to work on unpaid accounts which are too low of an amount to pursue in Small Claims court;  to date, revenue received totals $23,442.

Treasurer

Reduced service needs by implementing online access for property taxes and most housing liens and charged fees for non-resident customers for services to obtain information which is online

Treasurer

Cross trained staff to assist the Customer Service section when absences occur and during peak work load periods.

Treasurer

HR/Payroll (VISTA HRMS) system has been upgraded to include automated processes and internet capabilities for employee self-service.

Comptroller

Installed energy management systems in various facilities and continue to expand them with each construction/renovation project.

Facilities and Fleet Management

Implemented a program to have various sizes and types of tires re-capped in lieu of replacement.

Facilities and Fleet Management

Implementation of NeoGov applicant tracking system.  All applications are now on line.  This has saved a great deal of time and paper work.

Human Resources

Development of an unpaid internship program to assist departments, realizing a savings in time and dollars.

Human Resources

Created a program for evening parking for underutilized ramps.  This program has been hugely successful with Cooley Law School students and Grand Rapids Griffins fans.

Parking

Added customer service request form for meter reservations to our website.

Parking

Transition into broader, more effective, diversity initiatives for supplier and workforce diversity. EBO policies were transformed based on Proposal 2 to incorporate Micro-LBEs and Veteran Owned Small Businesses.

Diversity and Inclusion

Using GIS for Mapping Sex Offenders / verification of designated boundaries, etc.

Police

Technology advancements through the use of pictometry and other useful programs

Planning

Streamlined applications, approval processes, improved timeliness and new information access via our website (forms, applications, fees, e-packets)

Planning

Achieved accumulative GOF spending reduction of $100 million from FY2002 to FY 2010

Executive Office/City Commission

The Lean Team held 2 workshops with department, resulting in savings of $265,000

Executive Office

Streamlined contracting process of Engineering Department projects awarded by City Commission

Engineering Services

Established an electronic process system for employee advices of every city  department

Human Resources

Use Online safety training for various employee groups

Human Resources

Implemented Cross training initiatives within department to create cross sectional competencies and flexibility

Human Resources

Established a Sustainable plan outline for HR

Human Resources

Created a complaint tracking tool

Labor Relations

The Motor Equipment department and the Facilities Management department were merged to create the new Facilities and Fleet Management department.

Facilities and Fleet Management

Implemented an idle reduction policy to lower fuel consumption and exhaust emissions.

Facilities and Fleet Management

Began utilizing on-line advertising with offsite auctioneering services for excess vehicles and equipment.

Facilities and Fleet Management

Developed a program to re-introduce underutilized vehicles and equipment back into the fleet in lieu of premature disposal.

Facilities and Fleet Management

Reporting/Data-program for NFIRS with continuing quality assurance to ensure we reflect what it is we do operationally

Fire

High Risk Project completed.  Identified over 1100 high risk structures (to be incorporated into the new CAD system)

Fire

Analyzed problem and developed program to handle Multi-family residency cooking fires, created marketing tools

Fire

Signed Auto-aid agreement with Walker Fire Department

Fire

Completed a station energy consumption analysis, allowed for decisions that saved costs

Fire

First department implemented and utilized SharePoint and become the platform for the city

Fire

Placed in service two dual purpose fire apparatus – Quints-Ladders

Fire

Changed the way we respond to alarms by decreasing apparatus going on certain incident type (ex. Alarm 2s) responses and increasing slightly on confirmed high risk structure fires

Fire

Reorganization of the number and type of fire apparatus in service each day based on staffing numbers and fire response data

Fire

Partnered with GVSU Community Research Institute to develop community risk evaluation—including population, population density, socio-economic conditions, housing, housing ages, etc.

Fire

Purchased and began using FireView Software, a GIS add-on to create maps and analyze response

Fire

Implemented new ER budgeting software system replacing aging BPREP and BPS systems.  ER offers a much more flexible system where in-house changes can be made by staff, and its personnel budgeting feature projects wages and benefits much faster and easier without the use of an I.T. technician.

Budget

Digital imaging of individual, corporate, partnership, withholding and Form 1099 income tax returns or data to facilitate ‘data mining’ in support of compliance projects.

Income Tax

Department transformation to a value-based service delivery, decision making, and allocation model supported by federated governance.

Technology and Change Management

Strategic alignment of technologies under the Microsoft Citizen Service Platform, Cisco communications, and other standards of enterprise tools.

Technology and Change Management

Engaged Citizen Resource Management (CRM) capabilities for customer service standardization and potential 311 use.

Technology and Change Management

Assured operational cost comparable and competitive procurement of all services – resulting in consolidation of data centers, reduction of full time onsite staffing, professional staffing registration, and retooling to be Information Technology Information Library (ITIL) Best Practices compliant.

Technology and Change Management

Refreshing and retooling all IT architectures, data storage and servers, and data and telecommunications networks, resulting in reduced operational costs and improved capability and capacity (in some cases improved by 1000%).

Technology and Change Management

Greatly improved security and compliance operations with industry best practices, governance/compliance tools, and monitoring capabilities.

Technology and Change Management

Expanded enterprise engagement with a full Office suite of tools, including dynamic forms creation and use, and professional document publishing tools.

Technology and Change Management

Established enterprise teleconferencing and telecommuting capabilities.

Technology and Change Management

Made information available through the access cable channel to present citizens some options for obtaining assistance when facing foreclosure proceedings and information on property tax programs ranging from deferments to poverty exemptions.

Treasurer

Deployed 2 new ladder trucks (Quints), purchased with grant dollars

Fire

Traffic Safety has transformed its engineering services related to design by sharing positions with the Engineering Department.  This has promoted cross training and knowledge sharing helping to better both departments.

Traffic Engineering

Ability for customers to contact parking services via e mail with a compliment or complaint in on our web page.

Parking

Added the option for customers to pay by cell phone at parking meters.

Parking

Complete departmental reorganization, technology advancements through the use of pictometry and other useful programs.

Planning

Lake Plant Staff designed and installed a new sump and drain system that increased the speed and efficiency with which they are able to drain and clean the raw and settled water channels.  The project resulted in productivity gains and saved cost over hiring outside contractors.

Water

Implemented an effective Taste and Odor Control program in-house at the Lake Michigan Filtration Plant without expensive new construction.

Water

Implemented an Electronic Citations process

Police

Completed a 911 mapping of cell phones

Police

Created the Office of Energy and Sustainability

Executive Office

Adopted second generation Sustainability Plan that establishes measurable outcomes and targets

Energy and Sustainability/Executive Office

Completed Grand Rapids Master Plan update

Planning

The City re-directed its sustainability efforts to a new virtual Office of Energy and Sustainability (OES) in an effort to ensure execution of and accountability for the City’s stated energy efficiency, renewable energy, applied sustainability and conservation goals.

Energy and Sustainability

Conducted an energy audit for all of our facilities.  A GHG inventory for the City organization and City-wide was also completed. As a result the City completed the first ever Energy Efficiency and Conservation Strategy (EECS). This has formed the basis for FY2011 capital project planning and enabled us to secure a $1.9 million Energy Efficiency and Conservation Block Grant (EECBG).  Future capital projects that the City will do will incorporate the energy efficiency planning. The City has seen a decrease in energy consumption.

Energy and Sustainability

The City of Grand Rapids established a Complete Count Committee (CCC) to aid the United States Census Bureau in achieving an accurate and efficient count of our community’s population.

Executive Office

Through a demolition permits Lean process, streamlined the application, utility cut-off, review, and permitting processes for demolition permits from a customer centered perspective. 

Development Center

The City implemented the Lean A-3 process resulting in savings of $31,150

Executive Office

Reduced the cost of total compensation of employees by $5 million or 4% by: moving from 0% to 10% premium sharing in three years.

Executive Office

Updated Temporary Occupancy Permits: The method in which Temporary Occupancy Permits (TOP’s) are issued and managed has been updated to reflect associated user costs.  This change generates revenue for the benefit of the street network.

Lighting, Signals, and Signs

Revised standard documentation/forms/policy/process: As a department we have been moving towards standardizing our responses to similar requests through the use of a common form/application/policy etc.  This helps with cross training and preserving legacy systems.

Lighting, Signals, and Signs

Published bid tabs on website for public info

Engineering Services

Devised a single comprehensive eligibility audit review schedule

Human Resources

Based on analysis of procurements, the Purchasing Department established blanket purchase orders with high volume vendors and secured contracts for discount pricing.

Purchasing

Implemented an online procurement solution.  WebProcure is used to post bid solicitations, receive and evaluate bid responses, award and manage contracts, process purchase orders, interface with the financial system, and archive procurement transactions.

Purchasing

Reorganized the department to create efficiencies and implement cost reduction measures.

Facilities and Fleet Management

Implemented a comprehensive asset management program for our facilities roofs.

Facilities and Fleet Management

Started utilizing the District Court Work Crew program for landscaping and grounds maintenance.

Facilities and Fleet Management

Commenced GRFD planning, soon to form GRFD planning committee (core group), to set the direction for the entire organization into the future

Fire

Purchased smaller more efficient  Deputy Chief vehicles

Fire

Reduced diesel fuel consumption by 25% since 2005

Fire

Changing all phones to new technology to optimize performance and save money

Fire

Using LEAN for the Payroll Process

Fire

Began evaluating the EMS service delivery system in Kent County-attempt to go to a one tier system

Fire

Started Regional Training Center planning-working towards a overall department schedule/plan and developing a training manual

Fire

Developed new format and outline for official document creation (Policies, SOG’s, Memos, Training Documents); in the process of converting/creating all appropriate documents

Fire

Mobile inspection capabilities for Fire Inspectors and Fire Suppression companies

Fire

Utilized services of Maximus, Inc. to review, define, and develop the city’s “City-Wide Cost Allocation Plan” to provide a more accurate and detailed spreading of the city’s “centralized services” and to enable the General Fund to more completely recover these costs.

Budget

Deployed Electronic Deposit Management processing of paper checks.

Income Tax

Investigating the feasibility of Paper Check Conversion (PCC) process to reduce the time and expense involved with the processing of paper checks.

Income Tax

Engaged Citizen Resource Management (CRM) capabilities for customer service standardization and potential 311 use.

Technology and Change Management

Deployed unified communications (VoIP and other tools) with expanded operational flexibility, customer call management, with significant total cost of ownership savings of $750,000

Technology and Change Management

Implementing a wireless networking supporting corridor, campus, and citywide use.

Technology and Change Management

Design and development of Enterprise Content Management tools for Citywide engagement of near-paperless document/information management and archive, document workflow management, collaboration and information portal strategy.

Technology and Change Management

Refreshed online customer request management tools; with new mobile application interface and development frameworks.

Technology and Change Management

Established mobile office operations, with Automatic Vehicle Locator (AVL) – GPS/telemetry standard for enterprise use.

Technology and Change Management

Combined the EDC & Brownfield Development Authority Board memberships

Economic Development

Developed the first ever comprehensive city master plan for children and youth with defined outcomes developed by citizens

Our Community’s Children

Utilizing the Grand Rapids Juvenile Offense Index:  A baseline of juvenile offenses produced annually that informs the community how well our kids are doing.   This is a partnership with the GRPD, GVSU’s Community Research Institute, and OCC.

Our Community’s Children

E-Filing of personal property statements was implemented and made available as an option to all filers for 2010.

Assessor

Implemented the program whereby the City will reduce our credit card expenses that exceeded $92,500. A convenience fee of $1 will be charged people using their credit card to make payments on meter infraction parking tickets, with higher charges for individuals paying larger balances.

Treasurer

Integrated the responsibilities from the Accounts Receivable Coordinator position into the Treasurer’s Office section of Treasury, with work underway to streamline the billing and payment methodology by migrating invoices to the BS & A receivables module.

Treasurer

Initiated the accounting module set up with the goal of the financial system migrating off the mainframe late 2010.

Comptroller

Initiated the move off the mainframe “green screens” for time

Comptroller

Check printing upgrade, eliminating the need for signature cards(costly when changes) and an extra PC

Comptroller

The Customer Information System (CIS) Project will move our Water and Sewer billing and customer relationship management off the mainframe to improve overall functionality and customer service; reduce operating costs, and increase efficiency. It will provide a platform for improved customer service through on-line and self-service options, and increase productivity in call center management and work order scheduling.

Water

A pilot program for automated meter reading is in progress, with 300 metered locations under evaluation.

Water

Merging water and sewer field operations, leveraging staffing and resources to be able to continue to meet scheduled and emergency repair needs while reducing staff levels.

Water

Implementing various energy improvements, including projects like the Zeropex DifGen that captures and reuse energy wasted through a conventional pressure reduction valve.

Water

Installing a variable speed drive on a pump at the Lake Plant to allow operators to exactly match pump output to demand, eliminating the need to “throttle” the pump which wastes energy.

Water

Implementing Cityworks for water field operations, to improve work management and track work completed and resources used.

Water

Testing an in-house de-chlorination system at the Lake Plant which should allow us to reduce our filter backwashes, reducing our energy and process water usage.

Water

Water engineering and field staff just completed a project to design and install 700 feet of pipe to replace the final effluent water line at the Wastewater Treatment Plant. 

Environmental Services

Lake Plant Staff designed and installed a new sump and drain system that increased the speed and efficiency with which they are able to drain and clean the raw and settled water channels. 

Water

Increased use of technology with Accella

Planning

Completion of the final Green Grand Rapids/Master Plan update document

Planning

Completing gas station inventory for strategic redevelopment of abandoned sites

Planning

Developed paperless work orders system for Street Lighting and Signals.

Lighting, Signals, Signs

Installed a green roof at the Weston Commerce ramp and utilized Lime Light technology to improve lighting energy efficiency

Parking

The first pay by cell phone parking lot was activated.

Parking

Merged Parks/Recreation Department and Streets/Sanitation Department into Public Services Department.

Public Services (parks, recycling, street)

Shifted Forestry operations to Parks/Recreation functional area to position complementary services in one location.

Public Services (parks, recycling, street)

Instituted an organizational review of the Recreational Reaps Rewards After-School Program.

Public Services (parks, recycling, street)

Merged customer service functions of 2^nd floor Parks/Recreation staff with 1^st floor Streets/Sanitation staff.  Cross-training staff to provide service in all aspects of operations.

Public Services (parks, recycling, street)

Created Public Services Supervisor classifications to cross-train management staff to function in all aspects of operations.

Public Services (parks, recycling, street)

Created Forester position to manage and facilitate all urban tree canopy matters.

Public Services (parks, recycling, street)

Instituted a process improvement of Public Works Stockroom operations.

Public Services (parks, recycling, street)

Instituted a review of Cemetery and Pool operations

Public Services (parks, recycling, street)

Consolidated City departments (from twenty-four to seventeen) with the goal of reducing the number of managers, consolidate job duties cross-functionally and cross-departmentally.

Executive Office

Established a Transparency and Accountability portal to share information with our citizens related to the City’s expenditures, and department’s transformation efforts. The portal also provides a score card. The purpose of the score card is to provide members of the community the opportunity to follow the progress of our city and keep informed as to how their city government is performing as it relates to the Sustainability Plan, the City Commission Resolution for Initial Transformation Priorities, and benchmarked service areas.

Executive Office

Launched MyGRCity Points. This initiative provides customers with the ability to earn points for engaging in activities that support the City’s efforts. Points earned would be redeemed with local businesses. MyGRCity Points is a win-win-win; customers receive points for engaging in activities that support high quality of life in our City, local businesses increase foot traffic, and the City fulfills its goal of engaging customers.

Executive Office

Assembled a Transformation Research Team to assist in our transformation journey. The Transformation Research and Analysis Team (TRAT) is the result of a partnership between the City of Grand Rapids and Grand Valley State University’s Sustainable Community Development Office to help the City transform and become sustainable. The TRAT will work closely with departments to research and analyze areas of interest identified as vital to transforming their operation and/or delivery model.

Executive Office

Automated electronic crime analysis reports to neighborhood crime prevention workers

Police

Transition to digital in-car video

Police

Use of Google Earth for spatial crime analysis

Police

Firearm / Forensic Tracking of items through MSP lab, linking names, weapons, etc.

Police

Implemented wireless Solution for in-car computers allowing Web access to RMS / email

Police

Made available an Online Reporting System for citizens

Police

The second module of the financial system, WebProcure (purchasing), was implemented as a joint effort with Purchasing, Accounts Payable and the financial system administrator.  Vendor registration is now the responsibility of the vendor. Purchasing policies are reinforced in the system.  Invoices are scanned and attached to the document in the system, eliminating paper shuffle between departments. Mainframe purchasing module has been closed.

Comptroller/Purchasing

Created dispatch partnership with the City of Wyoming that will save partners $1.6 million per year.

Police/Executive Office

Successful ballot questions provides revenues for Community Policing, restoring of a fire squad and support for transformation

Executive Office

Lean A3 implementation in Engineering Services accelerate adoption of Lean thinking through up to 36 A3 projects

Engineering Services

Implement total compensation reductions of nearly 10% for elected, appointed and non-represented personnel.

Executive Office

Appointed Transformation Advisors to help define outcomes and targets of a sustainable city and the roadmap for getting there.

Executive Office

Implemented Clearwire 4G WiMax culminating years of development of this groundbreaking platform

Technology and Change Management

Adopted innovative rate methodology adjustments to reduce the volatility of water and sewer rates

Water

Work with Online Resources Corporation to serve as our Payment Aggregator to process e-Checks.  This eliminated manually keying in accounts and allowed the City in FY ’10 to download 250 payment files to post $2,332,196 in water\sewer bill payments instead of processing 21,828 checks.

Treasury

Made available Online Permitting-Summary:  Customers will be able to submit permit applications, and then monitor the status of their applications using an online tool incorporated into our replacement land management information system, Accela Automation.

Development Center

Made available Online Complaint Submittal--Summary:  Customers will be able to submit complaints regarding code violations, and then monitor the status of their complaints, using an online tool incorporated into our replacement land management information system, Accela Automation.

Development Center

Consolidated 1120 Monroe-All City staff at 1120 Monroe onto the third floor reducing the City’s total cost of ownership of the building due to additional anticipated lease income and will enable the next level of operational synergies for the Development Center and participating departments.

Development Center

Emergency Dispatch Consolidation-The City of Grand Rapids has been selected by the Kent County Dispatch Authority to serve as one of the two Primary Service Answering Points (PSAP) for providing emergency call taking services for approximately one-half of Kent County. The Kent County Dispatch Authority would pay the City for this service. Additionally, the City is developing a partnership with surrounding urban jurisdictions to consolidate emergency dispatching services. This would result in annual operating savings of approximately $1 million. The resulting partnership would also qualify for approximately $775,000 in revenue from the Kent County Dispatch Authority for call taking services. The plan is for joint operations to begin no later than July 1, 2010.

Executive Office/Fire

Approved the Pharmacy Benefits Manager Contract-The City Commission recently approved a contract with a new pharmacy benefits manager. The new contract is estimated to provide $337,490 in savings, of which $160,000 will ensure to the General Operating Fund.

Human Resources

Positioned the City as a platform for citizen focused service

Executive Office

Implemented Single Stream Recycling with carts, modified equipment with GPS and on-board computers, allowing for route optimization.

Public Services

Seven Community Budget meetings were used for further development of Grand Rapids’ citizen service priorities.

Executive Office

Increased efficiency of Code Compliance Officers using “mobile office” application

Community Development

Increase customer access to code enforcement data, including submission and tracking of complaints

Community Development

Future expansion of the City’s acceptance of electronically filed returns by consumers/retail software users.

Income Tax

Institute a yard waste drop-off fee at Domtar

Public Services

Implementing a refuse cart system, discontinue tags and bags

Public Services

Implementing a new asset management program for our facilities.

Facilities and Fleet Management

Implementing a new fleet management information software system for our vehicles and equipment.

Facilities and Fleet Management

Expand our green fleet program by purchasing more alternative fuel vehicles.

Facilities and Fleet Management

Installing diesel emission reduction equipment on existing diesel equipment.

Facilities and Fleet Management

Implementing Automatic Vehicle Locator services in city vehicles to monitor vehicle performance, fuel consumption and maintenance needs.

Facilities and Fleet Management

Developing new Fire Service delivery methods to utilize technology (QRV’s, added value services, piercing nozzles, etc.)

Fire

Investigating alternate power sources for apparatus

Fire

Investigating alternate station types and locations

Fire

Evaluate and create an all-encompassing physical fitness program (medical evaluations, daily fitness, cheaper health insurance, annual fitness tests)

Fire

Investigating Residential Sprinklers and Fire Alarm Systems

Fire

Utilizing new suppression technology for multi-family residences

Fire

Grand Rapids to become an alarm system hub to bring in profits

Fire

Install mobile mapping capabilities in apparatus (includes AVL, building blue prints, collision avoidance, traffic preemption, and several other GIS layers)

Fire

Centralized or virtualized customer service call center development.

Technology and Change Management

Standardize all City internet, intranet, and collaboration content into a single Citywide information portal and data repository.

Technology and Change Management

Advance business intelligence (BI) tools and data warehousing within the City’s portal architecture for real time analytics.

Technology and Change Management

VoIP over WiMax – expanded unified communications leveraging existing VoIP and Clearwire architectures.

Technology and Change Management

Deploy knowledge management (KM) tools for Citywide development and reference.

Technology and Change Management

Automated Clearing House (ACH) capabilities in the new financial software.

Comptroller

Goal of 100% paperless payroll – direct deposit or pay cards

Comptroller

Improvement of the P Card use for reporting and possible rebate options

Comptroller

After “go-live” of the new CIS, push out to the web very robust customer access to their account information, expand on-line and automated payment options, and utilize VOIP capabilities to increase call center productivity and allow customers to access self-service options over the phone.

Water

Expand the current initiatives begun under the automated meter reading pilot program.

Water

Evaluate and implement expanded collaboration with the Environmental Services Division in areas including stockroom management, laboratory operations, training activities, and maintenance operations.

Water

Evaluate expanded collaboration with other neighboring water utilities, including Wyoming.

Water

Evaluate a project to eliminate gaseous chlorine use at the Lake Plant, including future onsite generation of liquid chlorine which could supply our plant as well as neighboring plants.  This project would be highly sustainable, eliminate safety risks with chlorine gas, and result in cost savings in the long run.

Water

Integration of SharePoint operations to interface with development applications, Michigan Street Corridor Plan, Green Grand Rapids implementation, adoption of a Complete Streets/right-of-way ordinance.

Planning

Development of a paperless work order system for the Sign Shop.

Lighting, Signals, and Signs

Develop a digital asset management plan/program for signs, signals, street lights, pavement markings, traffic calming devices, etc.

Engineering Services

Access paperless work orders and asset management tools remotely for enhanced operational efficiencies.

Enterprise Services

Adding features to our web pages where the customer can interact more directly with their account.

Parking

The ability to accept on line payments and post to customer accounts real time.

Parking

Improving the technology for meter enforcement staff to interact real time with the Treasurer’s office.

Parking

Continue to research lighting technological options for parking ramps where pay back will be achieved and lighting levels and customer service will be maintained.

Parking

Enhancements to the current pay in the lane equipment

Parking

Researching different technology for event parking, especially in the area surrounding the VanAndel Arena.

Parking

Centralize Customer Service staffing from the three functional areas of Treasury to allow for “one-stop shopping”.   Cross train staff to provide for the customer service needs of all tax and assessment matters.

Treasury

Implement JP Morgan Chase’s online PayConnexion product offering convenient, easy-to-use payment options and the functionality to manage one’s own accounts via a web site configured with the City’s receivables

Treasury

Utilize new legislation to send persons with three unpaid parking fines to the District Court.  The stepped up civil infractions program with the District Court for individuals will significantly increase fine revenue.

Treasury

Evaluate and implement proposed Street Lighting Utility to reduce GOF excesses by $4.8 million

Environmental Services

Complete evaluation of stormwater operation and capital needs to determine how to approve stormwater management, reduce operating costs and finance capital improvements.

Environmental Services

Review and implement the findings of the Transformation Advisors

Executive Office

Achieve 10% reduction in the total cost of compensation of the City workforce

Executive Office

Enhanced reuse and recycling of materials from demolished structures may be encouraged through fee schedule incentives, limited code requirement waivers, and reporting requirements.

Development Center

Evaluate yard waste collection and disposal operations, including the City taking over the yard waste collection using a cart system.  Study to include Domtar site for regional composting

Public Services

Standardize project development/delivery system

Engineering Services

Develop restructuring plan to centralize City’s engineering services, coordination and consolidation

Engineering Services

Digitized public and private utility letter distribution

Engineering Services

Implement Phase II of the Neo Gov Applicant Tracking Systems to Departments as self-service App

Human Resources

Establish new Safety Training online Supervisory Resource Library for MIOSHA /OSHA rules

Human Resources

Create a Communications Management Plan for Safety, Workers Comp, and Liability services by Risk Management

Human Resources

Establish a Citywide Grievance Tracking System

Human Resources

Implement a Citywide Discipline Tracking System

Human Resources

Implement a City wide online Complaint System (to be used by Employees, and Citizens ) concerning Employment Matters

Human Resources

Improve efficiency of funding application process using web-based Request for Proposals

Community Development