Spatial Analysis in GovernmentLecture 4- LAMA System

By Guy Thigpen, M.Phil., MUSA

Purpose of Lecture

Review the LAMA project and the activities that made it possible

Explore the processes that LAMA manages

Examine potential improvements

Frameworks of Understanding

Information Technology

Process Improvement

Systems Thinking

Project Management

The Front DoorThe Virtual Land Bank

On May 21, 2012 the Public facing website www.phillylandworks.org was made available to the general public for land sales.

LAMA’s Evolving Role

• Initiated to address finding in the PFM report• Other Agencies could use similar solution so

its audience expanded• Front end work grew exponentially• Timeframes did not expand at the same rate

as additional work was added• Technology change was also used as business

process improvement

Step 1 - Requirements

• The consultant had an off the shelf product and needed direction to adapt to our business processes

• The various agency business processes were not recorded

• Many difficulties were encountered in documenting the business processes

• Utilized a risk managed project approach

LAMA Project• Project Goal:

– Develop a transparent, public friendly property management system that will make purchase of available city owned properties efficient and show on a website with a map for use by March 2012

• Project Objectives/Milestones:– Review and correct accuracy of existing inventory list by agency– Map all business process related to acquisition, management, and disposition

of City properties– Coordinate information with database and website vendors for customization

of software and website– Train staff– Launch Website

• Rationale:– Add transparency to process of purchasing property from City– Cross-functional work-streams prioritized across multiple-agencies– Aggressive timelines

Timeline

Technical Scope

Define each process

Process Steps

Agent Based Model of Process

LAMA: The Answer

Installed in December of 2011

Used publically May 21, 2012

Features and Benefits

The LAMA Product

As-Is Process Failures• A number of clients were not processed

– In 2009 and 2010 nearly 1,100 people expressed interest in PRA property and only 250 cases were processed

• Abnormally long waiting periods for some steps– Identifying ownership was a priority– Every property had to be appraised, adding 2 months before an offer can

be made– Once price was determined, it was often higher than expected because of

appraisal approach– City properties would be processed by one agency and approved by

another, many cases would get lost between agencies• Undue processing pressure

– Council members would complain because things did not move at a regular pace

– Reactive processing occurred based on political priorities– The financial goals were never met and no one knew how to fix the

problem

Identified need to Improve Processes Use of Kaizen to transform the obsolete As-Is process to a lean Ideal process

As-Is Process

Ideal Process

Kaizen and PRA Dispositions

Upfront Pricing Focus• The appraisal process consumes the majority of time for

most potential sales, especially the small projects

• Many deals terminate when the appraisal is submitted since it may be higher than expectations

• Upfront pricing, similar to private transactions, would make all city programs more efficient

• The Automated Valuation Model (AVM), also known as a mass appraisal, can determine prices for all of the city’s surplus property

Other Items to Address

Easier to use interface Obtain more information from applicants for decision makers

Mobility for field staff

Upfront Pricing – The Hedonic Pricing Model

1000 ft.

1800 ft.

500 ft.

2700 ft.

2200 ft.

100’

50’

Location Characteristics

Site Characteristics