IT DSP Findings & Recommendations

Findings and Recommendations City of Berkeley: Digital Strategic Plan and Cost Allocation Plan

October 17, 2016 v5.1

 City Manager: “The City has 311 and LAGAN (a community interface for complaints/issues) and there is no accountability with it. City employees working on requests receive a list at the end of the month. They need a trigger, and the number of days since the request. Need ability to notify, track, and close an issue.” According to City staff, this results in the following:  Ineffective use of staff time.  Inability to effectively process, respond to and track customer requests. Recommendations:  Implement the CRM solution identified in the DSP initiatives identified in D SW 16 311 Call Center.  According to the City Manager, the new CRM should also provide:  Automatic triggers.  The number of days since the request.  Notifications.  Ability to track and close an issue. Benefits:  See D SW 16 311 System above. The Accela application was implemented in a number of departments; it is used for permitting, business licensing, and asset management. According to staff and management the implementation has been plagued with drawbacks and delays at a considerable cost. The project was further impacted by Accela hiring away City staff involved on the project and key stakeholders departing from the City throughout the implementation. While the DSP project did not carry out a detailed analysis of the Accela system, there is a general consensus that the Accela system, as a project, needs a reset. Findings:  The Finance Department Management Interviews revealed a number of challenges including:  “Accela can’t upload over-payments. Staff have to go back and make changes, record them twice, from Accela to FUND$. Refunds have the same challenge, resulting in duplicate effort instead of an electronic data transfer.”  The IT Focus Group workshop revealed a number of challenges including the following:  Accela application is programming intensive.  Platform Change Management is difficult to administer.  Accela requires too much programming rather than configuration for being off-the- shelf software.  There is a poor software migration functionality.  There is no gatekeeper to keep track of changes and version control.  There has been a lack of project management City-wide  Staff comments in in the Online Staff Survey include the following:  “We are still struggling to get Accela set up to do what we need it to do.” According to City staff, this results in the following:

E SW 12 Accela

Digital Strategic Plan: Findings & Recommendations

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