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HomeMy Public PortalAbout311 Response System TOWN OF 165 WA.TERTOWN Office of the Town Manager Adniinisinkiioii Building f 149 Main Street Watertown,MA O2472 Phone: 617-972-6465 www.watertown-ina.gov Mi4hael J. Urger towningr@watertown-nia.gov Town Manager To: Honorable Town Council From: Michael J. Driscoll,Town Manager Date: July 8, 2021 RE: Agenda Item—Transfer of Funds Request As you are aware, the Committee on Media and Public Outreach met on June I01h regarding the implementation of a"311"Response System(see attached Committee Report). As a follow-up to that meeting, the Honorable Town Council unanimously adopted the following motion: "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"(see attached excerpt from the June 22, 2021 "draft"Town Council Minutes). As a follow-up,enclosed please find email correspondence from Christopher L. McClure, Chief Information Officer regarding the updated Collins Center Proposal and Agreement to conduct 311 Development services for the Town of Watertown. Therefore, given all of the above, I respectfully request the attached transfer be placed on the July 13, 2021 Town Council Agenda. Thank you for your consideration in this matter. cc: Christopher L. McClure, Chief Information Officer All Department Heads TRANSFER AMOUNT $30,000 FROM: FY21 Town Council Reserve $30,000 0111152-570780 To: FY21 Transfer to Cap. Proj.-I/T Dept. $30,000 0193059-596511 1 hereby certify to the availability, authority of funding source, mathematical accuracy and appropriate fiscal year. Date f Assistant Town Auditor 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 Cannon, 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. Bequests 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- httns://www.citvofboston.ciov/3111. 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 Fable 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. too Morrissey Boulevard Boston,MA 0212"393 FA EDWARD J.COLLINS,JR. CENTER FOR PUBLIC MANAGEMENT p:617,287.4824 U MASS JOHN W.MCCORMACK GRADUATE SCHOOL OF POLICY AND GLOBAL STUDIES R 617,287.5566 BOSTON UNIVERSITY OF MASSACHUSETTS BOSTON rmcormack,umb,edu/eenterVCpin col l l ns.eente riPumb,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 t❑ 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, 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 Chlef Information officer,the Information Technology and Town Manager's offices are looking to invest in a 31.1 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. Pronosed Workoian and Deliverables For the Town of Watertown,the Center proposes assisting with the following 311 implementation plan: 1. Learning Watertown; Z. Software selection; 3. Understanding the phone system; 4. Building the knowledge base; S. Assisting and advising in creating a Call Center; 6. Training assistance; 7. Implementation plan; S. 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 lag 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 an 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 5. 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 S.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 timeflne 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 1 Training Ste} 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$15,O00 upon completion of the work. Edward J.Collins,Jr.Center for Public Management Page 5 Town of Watertown—311❑evelopment Assistance cu n Ct +� Crj q Q ct cd P-4 CCU •Cd r 4--J p ro +' • --� 7-1 ct CL) bio C� ct Cld 0 • o o 7:� o w ra U , Ln W •r-4 Z 4 ct i i T y /y\ V.1 4 cd a. --J 4-J U Cn t4--i 4-J + cn a) +� 4-1 ct d � � bk n f + j c L -r-4 rd v� 1 I 1 I I I I I it r1 Lf 1 v� 4--a T r� cd 4-1 cn c v P 1 �, C.) � \ 2� 2� % c - � k@ � R ' • - . .. £ a E �A m o \ % § \ k \ Qj / 10a £ CIJ \ IN 4 �. , • f � - � \ lu § k k 2g # CL 13 w \ [ / / \ ? ( ® \ . f # \ � # m 2 2 t- Q 2 / @ / fa- ƒ 2 k [ / / » @ Cu 0 U � � m 2 � - IE � - _ - • _ - • E - • ' e _ maG2-o& • . �% ' ' !� � � • ��\\ [J;n T Vl Coo bio I +� ° o M P O o 00 �cd •r` s'' O �cd rt, cd A � N a, +C) 4-4 • �14 cu a� ,r-4 rim M (D WD Cy O4 F=•� 1; =� rs i �nol • a$ -J r� ct Cd up 4� ct m „4? Ln I I I I I I I r� r ' J 1 cd CZ3 CU ` 43 .bb co ce) P WO bjO P C�j m lici � � -1 cz z Y�r' a--J 4a � - c j 4--J 4-J Ct Cl� � co 0 4 cn C) cn c� Ct CU a� PT4 EXCERPT ' iM JUNE 22, 2021 DRAF7 TOWN Committee on Media and Public Outreach Report Regarding the Implementation of a"311 Response System—Anthony Falomba, Chair ACTION ITEM: 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 Councilor Palamba read the Committee report. Councilor Piccirilli moved to accept the report; Councilor Feltner seconded the report. The motion was adopted unanimously on a roll call vote. Councilor Piccirilli moved to instruct the Town Manager to engage the Collins Center in a contract for the development of a"311"Customer Service System; Councilor Feltner seconded the motion. Statements were made that this is a multi-year process, and Councilors were happy to see this process begin. Members thanked Mr. McClure for his efforts in bringing this to fruition. The motion was adopted unanimously on a roll call vote. i Hand, JoAnna From: Driscoll, Michael Sent: Wednesday,July 7,2021 12:04 PM To, Hand,JoAnna Subject: Watertown Collins Center 311 project Attachments. Watertown 311 Agreement.pdf;Watertown 311 Development Assistance Proposal.pdf From: McClure, Christopher Sent:Wednesday,July 07, 202111;52 AM To: Driscoll, Michael<mdriscoll@watertown-ma.gov> Subject:Watertown Collins Center 311 Project Sir/Michael, Please find attached the updated Collins Center Proposal and Agreement to conduct 311 Development services for the Town of Watertown. The Collins Center's unique expertise in this area and deep institutional knowledge of Watertown make them a great fit for this project, The timing of this project fits perfectly with website,social media,and other communication enhancements already underway in Watertown.This 311 development process will help ensure that Watertown views 311 as a culture of customer service and not simply software. Town Departments, Boards, Commissions, Committees, and the Public will all participate in this process,giving all of Watertown a stake in a successful 311 culture. In Massachusetts, only Boston, Everett, Framingham, Haverhill, Malden, Newton, Revere, Somerville,and Springfield have gone through this 311 process. I look forward to helping Watertown in its 311 journey. Thank you, Christopher McClure Chief Information Officer Town of Watertown, MA 617-715-8631 cmcclure(u)watertown-ma.Rov watertown-ma.gov 1 100 Morrissey boulevard Boston,MA 02125-3393 FA IiDWARD J.COLLINS,JR. CENTER FOR PUBLIC MANAGEMENT R.617,287.4824 V MASS JOHN W.McCORMACK GRADUATE SCHOOL OF POLICY AND GLOBAL STUDIES F:617.287-5566 BOSTON UNIVERSITY OFMASSACHUSETTS BOSTON rnccormack,ufnb,edu/centers/epm col lirls,canter+0umb.edu Michael J. Driscoll Town Manager 149 Main Street Watertown, MA 02472 July8, 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 Town 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, 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 WA tKiUWN FOR 311 DEVELOPMENT ASSISTANCE 1. Overview Spearheaded by the Chief Information Officer, the Information Technology and Town Manager's offices are lookingto 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, prioritizatlon, and staffing mechanism. dosed 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; b. 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 Manager'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 slopes that 311 will help resolve. This process will involve interviews with department contacts,understanding their current interactions with constituents,learning Edward J.Collins,Jr.Center for Public Management page 1 Town of Watertown—311 Development Assistance 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 t❑ 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 lenrn 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. Edward J.Collins,Jr.Center for Public Management Page 2 Town of Watertown—311 Development Assistance Step 5.Assisting and Advising in Creating a Call Center 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 toll center location. A calf 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 vendors) 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 S.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. Edward 1,Collins,Jr.Center for Public Management Page 3 Town of Watertown^311 Development Assistance Step 9. Post-Implementation Follow-up For long-term success,there must be a commitment to follow-through.This includes regularly looking at the data for opening and dosing 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, I Timeline A sample project timeline appears below. Event Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Step 1. xxx xxx Background Step 2. XXX XXX XXX XXX Software Selection _ Step 3. XXX XXX XXX XXX XXX Phones _ Step a. XXX xxx XXX xxx XXX XXX xxx Knowledge Base Step S. 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 Fallow-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 4 Town of Watertown—311 Development Assistance IGO Morriss@y 13ouleverd Boston,MA 02125-3393 FAEDWARD J. COLLINS,JR. CENTER FOR PUBLIC MANAGEMENT P:617,287,4824 u MASS JOHN W.WCORMACK GRADUATE SCHOOL OF POLICY AND GLOBAL STUDIES F:617.281.5566 BOSTON UNIVERSITY OF MASSACHUSETTS BOSTON mccormack,umb.edu/centers/cpm colllns.center@ums.edu PROFESSIONAL SERVICE AGREEMENT Town of Watertown 311 Development Assistance This Professional Service Agreement("Agreement")is made as of this day, 2021 ("Effective Date")between the Town of NVatertowa IVIA,("Town"),and the University of Massachusetts ("U.Nlass Boston'),represented by its Edward J.Collins,Jr. Center for Public Management("Center"),having an address of 100 Morrissey Blvd,Roston,NIA 02125-3393 ("the Parties"). The Center has technical expex'tise,resources,and capacity available to it,and the Town.wishes to engage the Center to provide the Town with technical services.UNIass Boston has determined that the proposed services to be provided are consistent with its research,economic development,educational,and public service missions. Therefore,the Parties hereto mutually agree as follows: 1,Professional Services. The Center agrees to provide the professional services described in Exhibit A,which is attached hereto and incorporated herein by reference("Services").Trained personnel or sub-consultants of the Center shall render the Professional Services, 2.Term. The Center will use reasonable efforts to provide the Professional Services during the period from the date of this Agreement until December 31,2022,Unless the parties agree to extend the term in writing,this Agreement shall expire at the end of the term or upon the completion of the Professional Services,whichever shall&st occur. 3.Confidentiality .f Privacy. The Center shall comply with all applicable state and federal laws and regulations relating to confidentiality and privacy. Notwithstanding the foregoing,the Center as part of the University of Massachusetts,is subject to the provisions of the Massachusetts public Records Law, 4,Payments, The Town agrees to pay to UMass Boston an all-inclusive fee of$30,000 for these services.This cost shall include all Center staff time and overhead.The Center will invoice the Town bi-annually. The Town agrees to make payments upon receipt of invoices.The Center reserves the right to discontinue work if the Town fails to pay invoices within thirty(30)days of receipt.Payments shall he made to"University of Massachusetts Boston"and shall be sent to: Edward J. Collins]r, Center for Public Management University of Massachusetts Boston 100 Morrissey Blvd. Boston,ALA 02125-3393 AAttw Robert O'Keefe 5,Warranty Disclaimer,The Center shall perform the Services in a professional and workmanlike manner.The Center shall endeavor to perform the Services within the schedule set forth herein but is not liable for failure to meet the schedule.The foregoing warranties are in lieu of all other warranties,express,implied of statutory,including without lirnitation any implied or express warranties of merchantability,fitness for a particular purpose,or non-infringement of a patent or other intellectual property right. G.Limitation of Liability, In no event shall UNIass Boston be liable For any loss of profits,Ioss of use,loss of data,cost of cover,ia&ect,special,exemplary,punitive,incidental or consequential damages of any kind in connection with or arising out of this Agreement or the Services,evert if UPvlass Boston has been advised of the possibility of those damages. Notwithstanding the foregoing,in no event shall its liability arising out of this Agreement or relating to the Services exceed the amounts actually paid. UIVlass Boston,as an agency of the Commonwealth,does not have the authority to and shall not indemnify any entity. UMass Boston agrees to pay subject to the NTassachusetts Tort Claims Act,14I.G1..c.258,for any loss,liability or 1 expense,which arises out of or relates to UNfass Boston's negligent acts or omissions with respect to its obligations hereunder,where a final detem„ination of liability on the part of UMass Boston is established by a court of la%v or where settlement has been agreed to by UMass Boston, 11iis provision shall not be construed to limit UMass Boston's rights, claims or defenses which arise as a matter of law or pursuant to any other provision of this Agreement. This provision shall not be construed to limit the sovereign immunity of UNfass Boston. 7. Use of Names.The Town agrees that it will not utilize the name or seal of the University in any advertising promotional material or publicity,without the express written consent of UMass Boston,Reciprocally,UMass Boston will not utilize the name or corporate seal of the Town in any aclvettising promotional material or publicity,without the express written consent of the Town, 8.Terrrdaation.This Agreement may be teiudnated by either of the Parties upon thirty(30)days wwitten notice of termination to the other. If either of the Parties defaults in the performance of any of its material obligations under this Agreement,then the non-defaulting parry may give written notice of the default to the defaulting party.Unless the default is corrected within thirty(30)days after the notice,the notifying party may terminate this Agreement immediately upon written notice.Upon termination of this Agreement by either party,Ulbfass Boston will be reimbursed for all costs and non- cancelable commitments incurred in performance of the Professional Services prior to the date of termination in any amount not to exceed the total commitment set forth in Section 4 of this Agreement.Provided,however,that if professional services are not complete,then UNfass Boston will return any pro rats share of payment to the Town not otherwise expended,to the extent permissible. 9, Sutvival.The obligations of the parties under Sections 3,4,S,G,7,8,and 9 survive termination of this Agreement. 10. Independent Contractor.Nothing contained in this Agreement shall be construed to constitute the Center or UMass Boston as a partner,joint venture,employee,or agent of the Town,nor shall either party have the authority to bind the other in any respect,it being intended that each shall remain responsible for its oma actions, 11. Governing Law.This Agreement is governed by the laws of the Commonwealth of Massachusetts without regard to any choice of law rules.The Parties agree to exclusive jurisdiction and venue in the Massachusetts Superior Court in Suffolk County. 12.Entire Agreement,This Agreement constitutes the entire agreement between the Parties with respect to the Services, supersedes all prior oral and written agreements with respect to the subject matter,and can be modified only by a written instrument signed by both of the Parties which references this Agreement. UMass Boston and the Town have caused this Agreement to be executed by them:duly authorized representatives as of the Effective bate. Town UMass Boston BY: BY: Michael Ward,Director NAME: TITLE: BY: Skala Bonyun,Associate Director of ORS' BY: _ NAME: TITLE: 2 Exhibit A: Scope of Services 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; 5. Training assistance; 7. Implementation plan; 8. Communications;and 9. Past-implementation follow-up. Step 1. Learning Watertown The project team will need to understand the Town's and Manager'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 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 Z.Software Selection 3 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. (!Vote: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 ortrainer 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 FAQfor 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 5.Assisting and Advising In Creating a Call Center 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. 1 Creating and setting up a call centerlocation.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. 4 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 wlth new software and processes and fix any system issues. The soft launch period should last about 4 to 5 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 vendors) 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 i45 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 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 Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Step 1. Background XXX XXX Step 2. Software Selection XXX XXX XXX XXX 5 Step 3.Phones xxx xxx xxx xxx xxx Step 4. Knowledge Base xxx xxx xxx XXX xxx xxx XXX Step S.Call Center xxx xxx xxx xxx xxx 1 Step 6.Training XXX xxx xxx xxx xxx xxx xxx Step 7. implementation Plan XXX xxx xxx XXx xxx xxx xxx xxx xxx Step 8. Communications xxx xxx xxx xxx xxx Step 9. Fallow-up XXx XXX XXX 1 6