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Morgan Hill, California
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Zucker Systems
In our studies we have observed numerous jurisdictions that have undertaken the
process of implementing significant upgrades to their existing permit software
systems or installing a new system. Some jurisdictions have completed this
challenging task and achieved their desired system-wide improvements while others
have been disappointed with the outcome and are still struggling to utilize even the
most basic features of their new system. Based on our interviews with staff and the
vendor’s representative, we have concerns that the City may ultimately be
disappointed with the outcome of this implementation.
We are not suggesting that the vendor has not performed their responsibilities to date;
in fact, we are impressed with the level of guidance that has been provided to staff in
the form of both verbal and detailed written documentation and/or questionnaires. Our
concern arises from the lack of follow-through by some staff in completing their
assignments to provide information and to adequately test the software the vendor has
customized to meet the City’s previously identified goals. The City has an
extraordinary opportunity to build a system that will not only improve the services
provided to its customers but also a system that will be the cornerstone of
interdepartmental communication.
Frequently we observe cities with departments that suffer significant communication
breakdowns. We refer to these departments as “silos” because they behave as though
they are more interested in preserving their turf than working with other departments
to solve problems. In our studies we have seen how a fully integrated permit system
can be the link that binds all of the participating groups together. By having the
system routinely monitor compliance with established performance standards and by
making the process more transparent to the customer, greater communication and
accountability can be achieved.
When the current Tidemark permit system was implemented 10 years ago the only
group that put forth the effort to learn and utilize the system was the Building
Division. The system provided many useful tools to the Building Division, but its
capabilities were never fully realized because other Departments failed to contribute
through their nonparticipation in the use of the system. If the City wishes to avoid
repeating that mistake it may be necessary for the City Manager to compel all of the
designated Departments and Divisions to actively participate in the testing and
implementation of the new program.
15.
Recommendation:
The City Manager should continue to reinforce the need
for all Departments involved in the development review process to actively
contribute to the implementation of the new TRAKiT System.
The City has purchased not only the basic software program but also several
“modules” that will further increase the number of services that will be made
available to the public. The current philosophy is to get the basic program fully