City Of Philadelphia Department Of Public Property Work Values

Daily Duties at City Of Philadelphia Department Of Public Property:

Completed the feasibility plan needed for the $2.5 million 311call center consolidation feasibility project, which the Department of Public Property (DPP) directed  Completed the business case, strategy, and workplan that provided results of an analysis substantiating the need for 311 services  Other duties entailed assessing and recommending strategic enterprise solutions for selecting a vendor product that best met the City’s requirements for a 311 Citizen Service Request (CSR) enterprise solution  Assisted City stakeholders in their selection of a solution by participating in the typical RFP process from the initial solution scope, to RFI, RFP, evaluation and selection, contract negotiation, contract administration and closeout  Other services provided for future phases are: reviewing and selecting training providers, evaluating IT vendor statement of work and project schedule, assist in assessing and re-engineering current call center procedures, and develop standard operating procedure  Planned, configured, implemented, and provided all the training needs for the Inventory Asset Management Project for Public Property’s Building Services and Communication Divisions.  Services rendered automated the tracking of $21 million of parts, materials, and equipment.  The value added for the Department of Public Property is personnel expending less time and energy completing inventory and procurement tasks, tracking material costs against work orders, enabling staff to access and analyze inventory levels automatically, permitting the department to process charge-backs, and generating requisitions when inventory levels reach their minimum stock level.  Contributed to the Quality Control Inventory System and Storeroom Operation Strategic Business Plan submitted to the Commissioner and Deputy Commissioner that provided recommendations to enhance labor efficiency and fiscal accountability.  Identified and prioritized the top five (5) cross functional business processes that existed within Public Property’s Communication’s Call Center that exhibited inefficiencies, gaps, or areas of disconnect  Collected all the input from focus groups via on-site interviews and surveys and analyzed collected data to derive the functional service request requirements for the improvement of service delivered to the Philadelphia citizens  Conducted all focus group meetings with City stakeholders such as call center supervisors and operators from Public Property, Streets, License & Inspections, Revenue, Philadelphia Animal Care and Control Association, Water Revenue Bureau, and Philadelphia Water Departments  Completed the following deliverables: Preliminary Findings and Analysis report, Communications Call Center BPR Final Report, which included detail workflows of existing and recommended business process diagrams using BPMN (Business Process Modeling Notation) standards

What they like about City Of Philadelphia Department Of Public Property:

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Tags

Account Manager, SDLC, Servers, SSG, Video, Compensation, Defect Tracking, Development Activities, Integrate, Management

Skills

Project Management, Civil Engineering, Construction Management, AutoCAD, Agile, SCRUM, Training, Program Management, SQL, MSOffice, Business Process Re-engineering, Business Analyst, Soultion Development, Enterprise Implementation, Account Manager, SDLC, Servers, SSG, Video, Compensation, Defect Tracking, Development Activities, Integrate, Management

These are some of the questions we asked our climbers about their experiences with City Of Philadelphia Department Of Public Property: