Good morning, ladies and gentlemen.

Welcome to the October 26th meeting of the City Council's Rules Committee.

For the record, we have a quorum consisting of Council President Pro Tem Emerald, Councilmember Kate, and myself.

Also present, Felipe Monroy, the mayor's deputy chief of staff and community engagement.

The Independent Budget Analyst, Deputy Director Jeff Kawar, Committee Consultant Nika Bukolova, Chief Deputy City Attorney Priscilla Dugard.

Also assisting is Sarah Mojabi from my office and council administration committee liaison, Mary Ann Wallace.

We have a very full agenda today.

Now we now have a plan that gives us some guidance going forward that we'd like to uh give you a preview of.

With that, I'll turn it over to Alex Hampton.

Thank you.

So today I'd like to provide an uh an overview of our 311 roadmap and with an update on the get it done pilot.

So 311 started almost 20 years ago in Baltimore as a way to decrease the number of non-emergency calls received by 911.

Today, most major cities have 311 programs with the exception of Phoenix and San Diego.

311 programs spread across the country and were initially focused on service provided by voice phone calls.

Now multiple communication channels are available to customers, such as mobile apps, social media, the web, and through text messages.

We are focused on making it easier for customers to connect with the city through the communication method they prefer.

While we are working to emphasize and improve the web and mobile service, we while also upgrading the customer experience on the phone.

In fiscal year 2016, Performance and Analytics had the opportunity to partner with the Transportation and Stormwater and Department of IT departments on the Get It Done pilot project.

Since the launch earlier this year, customers have been able to report a variety of street related issues to the city.

Most of the problems people can report are handled by a transportation and stormwater, and the reports received are sent directly into their work order system.

A few other reports, such as abandoned vehicles, illegal dumping, are currently referred to other departments to be corrected.

Get it done replaced the old web interface for reporting street and stormwater problems.

While it was state of the art when it was launched, the old system was not able to be used on a mobile device, asked customers for unnecessary information, and was confusing and became error prone.

The new system features a mobile app for iPhone and Android, a redesigned web interface, which also works on mobile phones, and follows the city's new web design guidelines.

In addition, the information we we request from customers has been streamlined, and customers can submit anonymous reports.

During the development of Get It Done, we held sessions with employees and community members to collect feedback and make adjustments to the user interface.

We wanted to make sure that the app was user-friendly both for customers and the employees processing the reports.

Since the launch on May 20th, the response has been enthusiastic.

Over 30,000 reports have been made through Get It Done, with about 80% of all the reports that go into Transportation and Stormwater's dispatch center, also known as Station 38, being received through the mobile app and the website.

And we currently have about 8,500 mobile app users.

Out of the 30,000 reports received, around half have been completed.

25% have been referred to other agencies or departments, and the rest are in progress.

Graffiti is one of the top reports because we and because we not only want a positive customer experience but also an efficient process once a report is submitted.

We have spent time with the graffiti team to see how the new system is working and what improvements are needed.

So it turned out that the graffiti team was not getting enough information from the system on the pieces of paper printouts regarding where the graffiti was and what it looked like.

To solve this problem, the graffiti teams now use iPads in the field, and this lets them see exactly where the problem is located and the foot photo submitted by the customer.

And we were working on options to eliminate the paper altogether.

Customers are offered an opportunity to provide feedback via an online survey when the report is closed.

Overall feedback has been positive.

However, if someone provides a low score, we've been following up with them to try to understand and resolve the issue, as well as take any lessons learned going forward with the 311 roadmap.

So speaking of our roadmap, I'd like to take a moment to introduce our new team members and thank you for providing funding to support them in this year's budget.

We have, and hopefully they can wave or stand up in the audience.

We have Ellen Paneski, our knowledge management coordinator, Samantha Young, our business process coordinator, and Greg Gerhant, our technology and innovation coordinator.

The 311 roadmap was developed in the last fiscal year, and the three new program coordinators will be essential to implementing the different components identified in the roadmap and the overall program.

The roadmap aims to expand on the success of the Get It Done pilot and more effectively connect the work order systems included in phase one.

This means that customers will receive more details on the reports they submit.

Currently, reports referred to departments outside of transportation and stormwater do not receive status updates.

Under the phase one plan, more updates will be possible.

This chart outlines some of the business drivers behind the program.

The overarching goal is to improve the overall customer experience from start to finish, whether reporting a pothole or trying to get an answer to a question.

The 311 program also allows us to identify processes, policies, and procedures that can be improved based on customer feedback and insights that will be gained from analyzing the data.

So given all the benefits listed above and consistent with our uh practical and legal obligations, including our response uh responsibilities under the Myers Millias Brown Act, we are actively exploring options for standing up a centralized contact center.

Outlined here are estimated implementation costs over the next several years.

The majority of the implementation costs are generally related to the customer relationship management software platform and system integration work.

The CRM software allows us to process and track the incoming requests for services and information and then monitor the work orders and provide visibility to customers as they are fulfilled by the departments.

And finally, this slide shows our current estimated timeline.

We are currently in the process of developing the citywide customer relationship management RFP.

Our plan is to identify the platform and system implementation firm by the end of this fiscal year.

And then depending on available funding, we plan to begin implementation in fiscal year 2018 with a soft launch between January and July of 2018.

And we're available for questions.