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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