Guiding Principles
All of the basic tools that the service agencies use to accomplish their missions come through the Administrative Portfolio. The most important guiding principles for the City become the most important guiding principles for Administrative Services. It was essential for the Administrative Portfolio to determine the most critical administrative functions to maintain continued delivery of core services to the general public. The Administrative Portfolio will adapt service provision to best reflect the priorities of the City, and to best serve the City departments and agencies that provide service to Philadelphians.
DOT's major objectives are to provide a reliable information technology (IT) infrastructure and efficient and cost-effective applications solutions to 53 City operating units. A core element of this service is the provision of innovative solutions to City agencies through strategic planning, centralized oversight, project management and efficient support for City agencies through a data center, help desk, and IT network. DOT works diligently to provide a world-class Internet web site and cable television to enhance constituent services; and to provide IT training to bolster the capabilities of in-house personnel.
In preparing the FY10 budget, DOT’s priority was to maintain personnel, contractual services, and equipment necessary for DOT to continue mission-critical functions. With 140 General Fund personnel, DOT’s ability to provide core services to 53 City agencies is already challenged. To reduce staff would further diminish DOT’s ability to carry out core services in support of City departments. DOT’s proposed budget reductions are designed to maintain support for critical business applications and to ensure continuity of operations.
Public Engagement — Listening to Citizens
Public input during the FY10 budget process was particularly useful in making reforms in the size and administration of the City’s fleet. Significant reductions are being made in the size and administrative costs of the City’s fleet to save money for FY10 and subsequent years. In addition, the public’s interest in advancing administrative efficiency has helped the Administration focus on reform projects within the Department of Procurement, Office of Human Resources and Department of Public Property that will lead to internal efficiencies and better customer service.
In all, 24 technology-related suggestions were submitted by City workers to the Managing Director’s Office as part of their employee outreach survey on the budget. Several of these suggestions, including centralization of IT functions, email expansion, and software standardization, are already being implemented. Others are either under consideration by reform teams, or their impact is being determined.
Finding Efficiencies and Revenue Enhancements
Where possible, the Administration will review and implement additional efficiencies and revenue enhancements. For example, land recording fees will be increased by $30 across the board. Duplicative functions such as information technology support will be consolidated with the goal of reducing costs and making internal service delivery more efficient for other departments throughout the City. These reforms are currently underway and ongoing.
Through consolidation of city-wide IT in FY10, DOT has put forth a plan, which, if implemented, will provide savings and efficiencies which will allow reinvestment in infrastructure and applications, in order to ensure continuity of operations and to update outdated business applications over the next five years.
Moving Forward
The Administration will also continue to place a premium on maintaining high quality access and delivery of customer service. Accordingly, the 311 contact center will continue to maintain operations, offering citizens’ unparalleled access to City services with new Internet access coming by the beginning of FY10. The Administration will also continue to utilize PhillyStat to review service delivery performance, seek continuous improvements and provide the public with a transparent vehicle for monitoring customer service.
The Department of Technology will continue to prioritize services and funds in order to accomplish the following:
- Reduce ongoing IT support costs and increase service effectiveness city-wide by implementing an improved IT vendor sourcing strategy; refreshing technology infrastructure and the communications network; and consolidating common IT support functions, such as application development, help desks, and PC, server, and network support.
- Provide a secure and stable IT operating environment through end-to-end network management, data center support, application support, secure the network, and ensure that the network is backed up and can be restored in the event of a disaster.
- Enable high-performing government through automation and simplification of processes; error reduction; improvement in interdepartmental communications, collaboration, and information sharing; and leverage enabling technologies, including handheld devices, Web augmentation, and citizen self-service, thereby improving provision of services to clients.
- Examples include:
- implementation of a time and attendance system to manage overtime;
- creation of Mindshare, a city-wide document and knowledge management repository to serve citizens, businesses, employees, and other governments and institutions;
- automation of certain Records Department functions to improve efficiency and customer service.
PHILLY 311
One of the primary campaign goals of Mayor Nutter was to bring 311 to Philadelphia. At its opening on December 31st 2008, Philly311 was the fastest-launched and least expensive 311 program for a major city.
Philly311 averages over 4,200 calls a day from customers for City information and services. Like 911, dialing 311 connects citizens to a call center staffed with trained call takers who have access to translation and hearing impaired services. Philly311 call takers are more than just operators – they function as customer service representatives for all City departments and agencies.
Using a web-based knowledge database, Philly311 call takers have easily searchable information on all City departments and agencies. The knowledge database is an easy to use tool to track calls, look up information using keyword searches, and send service alerts to the appropriate City Department. City departmental work order systems are integrated to Philly311 so service alerts go directly into a department’s system, allowing departments to respond to a citizens’ service requests quicker and more efficiently.
Over time, Philly311 will become the City’s primary customer service feedback tool. Data from Philly311, such as how many informational calls on a certain topic, type/frequency of service request, and origin of 311 calls, are fed into the PhillyStat process and, during PhillyStat sessions, departments will be expected to respond to data from Philly311. Through assessment, evaluation, and customer feedback, City strategies can be continually reviewed and improved as part of the City’s Performance Management System.
Research and best practices show that numerous cost savings and efficiencies can be realized through a 311 system. While many of the City's inspection functions require expertise, others involve simple identification of deficiencies, such as a pot hole, missing manhole cover, broken street light, or missing stop sign. Because 311 provides residents with an easy to remember number, they can be engaged as "ad hoc" inspectors, calling in service requests related to the City's infrastructure assets. Such assets could then be repaired on an as needed basis, without City employees dedicated to the inspection function.
In the future, citizens will be able to access Philly311 via the web, track service requests online, search the knowledge database, and send service requests to Philly311 via a mobile device.
PHILLYSTAT
To deliver on his promise to provide services smarter, faster, better, in a more transparent manner and simultaneously hold departments accountable for results, Mayor Nutter started PhillyStat in February 2008. PhillyStat is a regular meeting, open to the public and now replayed on the City’s government-access television station (as well as available for download on the City’s web site) organized around particular results and issues. Participants include the Managing Director, the relevant Deputy Mayors, representatives from the City Solicitor's Office and the Office of Human Resources, and the relevant City agencies. The goal of these meetings is fostering data driven, real-time problem solving and continuous improvement within City service delivery.
Through the PhillyStat process, 30 City departments have developed performance measures and customer service standards with target goals established for each, for which they report their progress in PhillyStat.
PhillyStat sessions have also been organized in a manner to facilitate collaborative problem solving between City departments. As no social issue is owned by any one particular department and, consequently, when seeking appropriate solutions, multiple agencies and partner organizations must be brought to the table.
The PhillyStat process has served as a catalyst for process improvements throughout the City. From reducing the turnaround time by the Office of Housing and Community Development for processing of settlement grant checks for the City’s home purchase assistance program to establishing published customer service standards at the Department of Public Health, departments are now dedicated to seeking ways to deliver services smarter, faster, and better.