HomeMy Public PortalAbout2021-06-10 - Mnutes - 311 Implementation Report Watertown Town Council
Committee on Media and Public Outreach
Councilor Palomba-Chair, Councilor Feltner-Vice Chair, Councilor Bays-Secretary
Committee Report
June 10, 2021 at 5:30 PM
Remote Access via Zoom
The Committee convened on Thursday, June 10, 2021 at 5:30 pm by Zoom, in accordance with the
Governor's Order Suspending Certain Provisions of the Open Meeting Law, G.L. c.30A, §20, relating
to the 2020 COVID-19 emergency. Present were committee members Councilor Tony Palomba,
Chair, Councilor Lisa Feltner, Vice-chair, and Councilor Caroline Bays, Secretary. Also present were
Town Council President Mark Sideris, Councilor Anthony Donato, Councilor John Gannon, Chris
McClure, Chief Information Officer, and School Committee member David Stokes.
Councilor Palomba called the meeting to order at 5:35 pm and opened the meeting by introducing
Chris McClure, our Chief Information Officer, who is exploring the implementation of a 311 system.
He emphasized that the term "311" is often thought of as an IT tool where actually it is a system of
collecting information and responding to requests and questions. Mr. McClure explained that
currently there are multiple ways for people to report issues but they do not allow us to capture an
accurate record of how the Town is responding. By combining our current mechanisms (SeeClickFix
and CivicPlus) together to create CivicService and establishing a 311 unified reporting system we can
create a single point entry for all requests coming into the Town. Requests can be directed to the
appropriate person or department and can be used to identify gaps in services and be used for future
planning and budgeting.
Currently the IT Department is identifying what information is needed and what decisions need to be
made in order to establish this unified reporting mechanism. They still need to determine how to
categorize the options the public will have to choose from when they go to the website. Too few
options will not be specific enough and too many options will be overwhelming for the public. They will
also need to train Town employees on the system as well as educate the public. They are planning a
soft launch this summer. Then, when the website is launched this fall, it will be fully in place.
After the implementation there will be multiple benefits to the public. This coordinated reporting
system will make the administration more accountable as users can see the follow through if they
establish an online account.
Mr. McClure said there are many options for creating the reporting system - everything from an
answering machine to a call center department staffed with volunteers or employees. We could add a
chat (robo or person) function, and residents could have the option of tweeting or texting their
requests. He wants to provide choices so the public can use the communication format they are most
-2-
comfortable using to submit requests and receive responses. He also stressed that it is important that
we determine what will work best for Watertown. He said that he has spoken with the Collins Center
since they have helped to implement a 311 system in several municipalities. The Center presented a
proposal for assistance with the development of a 311 program at a cost of approximately $30,000.
(Attached are the Collins proposal and power point sent to the Committee following the meeting.)
Councilor Gannon, who had experience with the adoption of a 311 system in the City of Somerville,
described how beneficial it was to the city. It was a flexible system for consolidating information and
tracking results that helped in planning and in managing limited resources. Mr. McClure agreed and
said that a 311 program will improve the interaction and interdepartmental communication among
Town departments. President Sideris spoke in favor of a recommendation that the Town engage the
Collins Center to assist in establishing a 311 system.
In response to a question from Councilor Palomba about how residents could use a 311 program, Mr.
McClure showed how Boston gives residents multiple ways to connect-
httr)s://www.citvofboston.gov/311/. He said the success relies on the buy-in from the administration
as well as Town Councilors. Councilor Donato said the Town Councilors should be trained in using a
311 program so they can inform residents how they can report problems, make requests, or ask
questions. Mr. McClure agreed that the educational component is critical if residents are to become
adept at using the program and are able to realize its immediate and long-term benefits.
Councilor Feltner asked about what future participation he expected from the Committee. He
welcomed input from the Committee as implementation of a 311 system will be a long process with
unexpected issues and the need for constant improvement and revision.
ACTION ITEM:
Councilor Palomba made the following motion which was seconded by Councilor Feltner.
That the Committee recommends to the full Town Council that the Town Council instruct the Town
Manager to engage the Collins Center in a contract for the development of a "311"customer service
system.
The motion passed 3-0 by roll call vote.
Councilor Palomba concluded by saying that a 311 system was one of the top recommendations and
priorities that stemmed from the Community Engagement Project/ Kitchen Table Conversations of
2019 and how great it is that the Town could be moving forward with it.
Councilor Bays made a motion to adjourn which was seconded by Councilor Palomba and passed by
a 3-0 roll call vote. The meeting adjourned at 6:47 pm. Minutes were prepared by Councilor Bays.
100 Morrissey Boulevard
FA Boston,MA 02125-3393
EDWARD J. COLLINS,JR. CENTER FOR PUBLIC MANAGEMENT P: 617,287.4824
UMASS JOHN W.McCORMACK GRADUATE SCHOOL OF POLICY AND GLOBAL STUDIES F: 617.287.5566
BOSTON UNIVERSITY OF MASSACHUSETTS BOSTON mccormack.umb.edu/centers/cpm
collins.center@umb.edu
Michael J. Driscoll
Town Manager
149 Main Street
Watertown, MA 02472
April 28, 2021
Dear Mr. Driscoll:
The Edward J. Collins, Jr. Center for Public Management is pleased to present this proposal to the Town
of Watertown for assistance with the development of a 311 program.
The Center was established in 2008 in the McCormack Graduate School of Policy and Global Studies to
further the public service mission of the University of Massachusetts Boston. The Center provides
technical assistance to municipalities, school districts, regional governments, and state agencies on all
aspects of public management.
The Center is a Massachusetts state government entity. Consequently, the laws of the Commonwealth
do not require the City and the University to engage in a statutory procurement process before
executing a contract.
Please review the proposal that follows, and let us know if you have any questions. Thank you for your
consideration.
Sincerely,
zz—p—�
Michael Ward
Director
Edward J. Collins,Jr. Center for Public Management
McCormack Graduate School of Policy and Global Studies
UMass Boston
PROPOSAL TO THE TOWN OF WATERTOWN FOR 311 DEVELOPMENT
ASSISTANCE
1. Overview
Spearheaded by the Chief Information Officer, the Information Technology and Town Manager's offices
are looking to invest in a 311 program to help consolidate constituent services as a single-point-of-
contact for service requests for most departments.
In addition to creating a streamlined process for constituent request intakes, the additional power
behind 311 is the ability to use the data to improve management and operations. Mayors and managers
can use 311 data on call volume, topics, locations, departmental responses, etc. to measure and manage
the Town in a more efficient, effective, and responsive manner. The system provides an opportunity to
create performance measures,to develop strategies for improvement, and to recognize successes.
In Massachusetts, 311 systems are in place in Boston, Everett, Framingham, Haverhill, Malden, Newton,
Revere, Somerville, and Springfield — each with a very different level of robustness, prioritization, and
staffing mechanism.
2. Proposed Workplan and Deliverables
For the Town of Watertown,the Center proposes assisting with the following 311 implementation plan:
1. Learning Watertown;
2. Software selection;
3. Understanding the phone system;
4. Building the knowledge base;
5. Assisting and advising in creating a Call Center;
6. Training assistance;
7. Implementation plan;
8. Communications; and
9. Post-implementation follow-up.
Step 1. Learning Watertown
The project team will need to understand the Town's and Mayor's goals for a 311 system. That will start
with an in-depth conversation with the Town Manager and his team about what they want out of the
system. This will lead to a meeting of department heads led by the Town Manager or a high level
designee, where the project team will present the 311 plan to senior staff. The team will request a
primary point of contact for each department that is likely to be folded into the 311 system. The Town
may want to create a 311 Steering Committee to guide the process.
The team will want to get a picture of each department's tasks, needs, and capabilities, and to
understand the specific issues that the Manager's office hopes that 311 will help resolve. This process
will involve interviews with department contacts, understanding their current interactions with
Edward J.Collins,Jr. Center for Public Management Page 2
Town of Watertown—311 Development Assistance
constituents, learning about current duties, policies, procedures, and any software packages in use. The
team may ask each department to initiate a 4-to 8-week log of all constituent calls.
Step 2.Software Selection
There are a number of software options available for use in a 311 system.The project team will research
those currently in use in Massachusetts municipalities, and will work with the Town to set up
demonstrations of several options. Considerations may include:
• Cost;
• Ease of Use;
• Functionality for key departments;
• Mobile access;
• Expandability;
• Ability to build and access a searchable knowledge base;
• Integration with current software packages and phone system;
• Availability within the state's procurement system.
The project team will set forth a number of options and will provide Watertown the tools to determine
which software package best suits its needs. (Note: The Center does not and cannot endorse particular
vendors and leaves all decision-making to the Town in choosing the best software for its needs.)
Step 3. Understanding the Phone System
The project team will learn about the Town of Watertown's phone system and its capabilities. Questions
include:
• Queuing capability;
• Ability to set up and alter any introductory message;
• Forwarding capability;
• Ability for a manager or trainer to monitor inbound calls; and
• Software integration capabilities, including ability to track call center and caller stats, build
reports, integrate with work order software,track contacts, and ID callers in advance.
The project team will work with the Town on the FCC application for the 311 number, and on
negotiating with the mobile carriers to allow for 311 access within Watertown. (Note: There may be
additional costs associated with this step.)
Step 4. Building the Knowledge Base
The project team will work with departments to build the Call Center knowledge base. This serves as an
FAQ for Call Center staff, designed to answer many of the questions that departments often spend time
answering for constituents. Detailed or individual-based questions for many departments will be
transferred to those departments for expert response, but many questions can be handled by the 311
center, freeing up staff to focus on the work they need to accomplish each day. Call data allow the
center to build the knowledge base as it analyzes the questions asked. Further, this knowledge base can
be shared within the software, allowing constituents to find answers to their questions and enabling
further expansion of the 311 program into new departments.
Step S.Assisting and Advising in Creating a Call Center
Edward J.Collins,Jr. Center for Public Management Page 3
Town of Watertown—311 Development Assistance
There are two foundational aspects necessary to building a successful Constituent Service Call Center.
1. Hiring call center staff. The project team will help create job descriptions and will assist
Watertown in determining the qualifications to prioritize in finding a good 311 manager. That
manager should be involved in further call center hiring. Call center hiring should emphasize
experience in customer service.
2. Creating and setting up a call center location. A call center should be built in town hall. A center
should have a manager's office and sufficient room for call-takers. A number of cities also
connect their 311 call center to an information desk.
Step 6.Training Assistance
A successful call center is built on a great training program. The project team will be on-the-ground to
assist with training needs for the Town. Training is needed on the phone system, software, department
tasks, knowing where to find answers, ability to diffuse difficult situations, and representing the Town
responsibly.
As each department plugs into the 311 system, there will need to be trainings of the appropriate
employees within each affected department.
Step 7. Implementation Plan
The project team will project manage the 311 process through the soft launch, including analyzing
current data, to build a system that prioritizes the Town's top goals. The soft launch will allow the town
to get comfortable with new software and processes and fix any system issues. The soft launch period
should last about 4 to 6 months before going live with the 311 Watertown number and brand.
The project team will work with the software vendor on customization to Watertown's needs, report-
building, and trainings. The team will remain on-the-ground during the soft launch to ensure staff is
comfortable using the software, that any questions are answered, and any technical issues are worked
through.
Furthermore, the team will work with designated Town staff and vendor(s) to help the Town make the
system accessible through the avenues that the Town chooses, including not only phone, but also
website and a dedicated iOS and Android application.
Step 8. Communications
The hard launch of Watertown 311 will require an extensive communications plan to ensure that
residents are aware of the new system, are able to use it, and are happy with the results. This is also an
opportunity to look at issues of equity in service delivery and consider how the 311 system can be used
to work toward more equitable provision of services.The project team will assist the Town in developing
the communications plan.
Step 9. Post-Implementation Follow-up
Edward J.Collins,Jr. Center for Public Management Page 4
Town of Watertown—311 Development Assistance
For long-term success, there must be a commitment to follow-through. This includes regularly looking at
the data for opening and closing cases,tracking and measuring success by department, and noting when
problems arise. 311 systems are ineffective when the public is making requests, but fixes aren't
happening. With increased public interest come heightened requirements for departmental success. The
311 manager must be accountable for the call center's impact, and department heads across the town
also need to increase responsiveness to meet the requirements of this program. The project team can
analyze the data and help the Town Manager's office look department-by-department, month-by-
month, etc. to look at trends, successes, and gaps in the program.
3. Timeline
A sample project timeline appears below.
Event Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Step 1. XXX XXX
Background
Step 2. XXX XXX XXX XXX
Software Selection
Step 3. XXX XXX XXX XXX XXX
Phones
Step 4. XXX XXX XXX XXX XXX XXX XXX
Knowledge Base
Step 5. XXX XXX XXX XXX XXX
Call Center
Step 6. XXX XXX XXX XXX XXX XXX XXX
Training
Step 7.
Implementation XXX XXX XXX XXX XXX XXX XXX XXX XXX
Plan
Step 8. XXX XXX XXX XXX XXX
Communications
Step 9. XXX XXX XXX
Follow-up
4. Fee for Services
The Collins Center will provide the scope of services presented in this proposal for an all-inclusive fee of
$30,000. The Center will invoice the Town for $15,000 after the completion of Step 2 (software
selection) and the remaining$15,000 upon completion of the work.
Edward J.Collins,Jr. Center for Public Management Page 5
Town of Watertown—311 Development Assistance
What Is 311?
• Not just a phone number, an answer
• A single entry point for all non-emergency calls
— Constituent Requests
— Individual Questions (i.e., tax bills, citation payments)
— General Question (parade info, trash pickup days)
• A central point for all electronic requests
— Email
— Smart phone
— Web
— Social media
i
3i1 Goals
• Log every incoming call and contact
— Who is contacting and why
— Learn about needs of residents
— Access information about calls, requests, status and
results
• Departmental Performance Management
— Track and analyze responsiveness
— Learn about resource allocation needs
— Improves city services through results management
311 End Product
• Top notch customer service
— Makes service more accessible
— Point of contact should be the only contact
— Motivated to help
— Creates transparency
• Creates mechanism for active dissemination of
information
— Emergencies
— Trash/street sweeping schedule changes
— Major events
0
311 Cultural Change
• The culture of government
— Ending the "hand-off'
— Responsiveness, efficiency, integrity
— "That's the way we've always done it"
— Ease of access
— Utilizing technology and data
• The culture of resident expectations for government
— Knowing who to call
— Knowing your government is there to help
— Lifting expectations
— Better use of technology
1
Departmental Benefits
• Centralizes inputs for resident requests
• Eliminates most direct calls to departments
• Developing departmental manuals will provide
roadmap for future training and internal
opportunities
• Eliminates most constituent-related calls from
Mayor's office
311- Flow Chart
Trash pickup times,
311 Call General • parade details Knowledge
- • Requested Base
Searched
v
Request for tax
F- For requested info
assessment info, or
• • • to pay citation (general or
c I individual),if not • • •
114
Requested em found 311 operator Initiate
v cSearched tracks down info, Search fo
v
p ensures callback
v
Most DPW, non- occurs Call Back
W
emergency police
zService requests
• Request
Service request
• immediately
created for
Request relevant
Created department • •
king
Checking on •
GivenA
E, Follow-up prior service Dept Response
w°1 request
q Contact info
taken for
preferred
If related to prior method of
service or individual V follow-up
Transfer to Compliment info request Use Tracking
01 r • 311 Call
•11 / Complaint # forUpdate
6
If general
Implementation Plan
1. Getting Started
— Learn Best Practices from cities currently using 311
• Revere, Haverhill, Everett, Springfield, Somerville, Newton,
Malden
— Software testing
• Examining potential strengths and weaknesses of products
• Demos
• Evaluation of references
Implementation Plan
2. Department Level Information Gathering
— Interviews
— Identify Department goals, concerns
— Software and systems currently in use
— Departments to begin working on list of reasons the
public contacts them
— Departments designate point person to lead 311 effort
internally
8
Implementation Plan
3. Getting Set Up
— Select software vendor
• Work within vendor's implementation framework
— Procuring the 311 Number
• Application for 311 license
• Ensuring mobile phone functionality
— Work with departments on developing manuals
• Use knowledge base as template
• Map of topics handled within each department/division
• Create FAQs
• Types of service requests
9
Implementation Plan
4. Steps to Soft Launch
— Software preparation with department level data
— Completion of all manuals
— Initiate training of 311 staff
— Departmental processes implemented
— Beta testing
— Soft Launch — no publicity
— 3-6 months of testing, tweaking, improvements
10
Implementation Plan
5. Steps to Hard Launch
— Open Framingham311* Phone Line
— Open Framingham311 website, email and social
media
— Framingham 311 App launched
— Substantial PR campaign in free and earned media
• City communications — such as tax bills, citations
*Name/Branding TBD
11
Post-Implementation
• Reports for 311 system and for department data
examined on a monthly basis
• Continued focus on ways to improve services
• Surveys to measure public satisfaction
• Examine how public uses system, to prioritize
resources and PR efforts
12