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Morgan Hill, California
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Zucker Systems
functional before aggressively implementing the additional “modules”. We concur
that this is a reasonable approach to help ensure that the features currently available to
customers are not lost during the transition process to the new system. However, we
have seen many cities that use this approach falter in their efforts to implement the
additional enhancement. For many staff members they feel as though this project has
introduced a significant burden to the workload they are already being asked to carry.
With the implementation of the first “basic” phase of the new system, there will be a
tremendous temptation for some staff to refocus their attention on other projects that
have been previously sidelined rather than continue to diligently pursue
implementation of the additional enhancements.
The team that has been created from individuals of each participating Department
and Division should not be disbanded once the initial implementation phase has been
completed. Staff that has been retained for the explicit purpose of providing relief so
that these experts from each section could participate in the team efforts should not be
immediately reassigned or relieved. Our experience has shown that there will still be a
significant amount of fine-tuning, including creating reporting systems for
performance standards, that will need to be completed. Prematurely disbanding this
team will likely result in significant loss of the momentum necessary to achieve the
ultimate goal of implementing all of the desired modules.
16.
Recommendation:
The internal TRAKiT Implementation Team should be
retained to facilitate fine-tuning of the basic program and implementation
of the numerous enhancement modules.
17.
Recommendation:
Full-time and part-time staff assigned to perform the
day-to-day work of TRAKiT Team members should not be reassigned or
dismissed until the additional software modules have been successfully
implemented.
One of the most apparent issues we observed during our interviews was the difficulty
the designated in-house project manager for the TRAKiT system, an Associate
Planner, was experiencing in allocating sufficient time to focus attention exclusively
on moving forward with the system’s implementation. This individual is apparently
expected to handle a planning caseload, manage the Geographical Information System
(GIS) and act as the project manager for implementing the TRAKiT system. We have
participated in many cities installing new permit systems. One of the biggest issues
we experience is the lack of appropriate high-level staff to lead and manage the effort.
We believe Morgan Hill needs to reinforce the needs to provide either additional staff
or consulting service to assist with TRAKiT implementation.