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
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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