Findings and Recommendations City of Berkeley: Digital Strategic Plan and Cost Allocation Plan
October 17, 2016 v5.1
Uses are not getting informed quickly or do not get information at all. Impact on economic development. Extra time/money for customer. Public does not use the site because it takes too much time and information. Calls to the City. The public's trust in the website is decreased. The public has to come to city for services. Less dynamic website, not leveraging the software, and help desk time. Operational impacts: Anarchy, pages do not get updated or coordinated. There is no knowledge that information is valid and has poor quality control. The lack of accountability. Recommendations: Carry out a detailed website design assessment and use the out for the development of a Website Redesign Request for Proposal. Implement a new website/website design that is customer centric. Adopt a standard style guide/template. Carry out a content inventory and purge outdated content. Adopt responsive design. Use new tools, i.e., Social Media, to foster public engagement. Enhance the City Intranet. Prioritize and fund the City Website as a primary tool for community engagement, information dissemination and online service delivery; educate executives. Adopt a policy that fosters community engagement. Articulate a governance process linked with the new CMS. Provide technical, ongoing role-based training to staff based on their role in interfacing with the Website. The Training should include design concepts, reference guides, content strategy, and writing. Establish a Website User Group. Hire/contract a visual designer at the City with good visual design skills and knowledge of website best practices. Work with department too. . Benefits: User friendly online applications and services. Enhanced customer convenience. A virtual City Hall that never closes. Business friendly service delivery. A number of online E-Commerce applications were identified in the course of the project; most were part of a departmental or enterprise solutions. The online staff and management survey also identified a number of online apps. Although there is no supporting data for these initiatives, as with initiatives identified in Rapid Workflow ® workshops, ThirdWave believes they are valid and would raise the City’s E-Government Maturity level. Findings: The City’s website currently has a negligible number of E-Commerce applications.
E GOV 3 E-Government Applications
Digital Strategic Plan: Findings & Recommendations
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