Workday ERP Implementation
One of Mayor Erin Mendenhall’s first priorities in office was to address the many pain points in the City’s financial and human resources systems, policies, and processes. Shortly after taking office in 2020, the Mayor wasted no time assembling a cross-department committee to not only implement a brand new Enterprise Resource Planning (ERP) system, but also actively support employees as the City undergoes this historic change. Salt Lake City went live with their new Human Capital Management (HCM) system in Workday in July 2022. Phase 2 of the implementation included Benefits, Payroll and Finance which went live in Spring and Summer 2023.
The ultimate goal of implementing Workday is to simplify the City’s complex web of 30+ financial and human resources systems and replace them with one single platform: Workday. This will result in common data structures and business processes, more efficient reporting, and better transparency. on our work and the community we serve. For more information visit: https://www.slc.gov/workday/.
CAB (Change Advisory Board)
Project Vision & Goal: Develop a process to improve CAB meeting efficiency and optimize the use of resources by centralizing submissions and reducing meeting frequency and length. Leverage Smartsheet to create a streamlined intake form, approval process and reporting system. Develop a dashboard with a change calendar to provide the board with visibility into scheduled changes. Anticipate and address barriers for adoption by gathering and responding to feedback. Reduce meeting time by at least 50% from four times a month to twice a month. Minimize input sources from various locations to one centralized location. Envision, develop, and finalize the new process and dashboard within 2 months.
Baseline Analysis: Current meeting time is four times a week for 60+ minutes and involves 25 board members. The average combined meeting time is 6,000 minutes a month. Various avenues for submission, including email, written notes, memory recall during the meeting and office conversations.
Improvement Design & Implementation: Create a dashboard to display requests as well as a single location for submissions. Design a user-friendly form for submission entry. Create automations for board approval and notices. Present requests prior to meetings. Training and educating board members on best practice and how to utilize the new tool.
Mayor’s Executive Portfolio
Project Vision & Goal: Create an executive project tracking portfolio to streamline and prioritize departmental projects. Provide real-time status updates to identify barriers and adjust as needed. Educate all department leaders on best practice for maintaining sheet and status headline regularly. Create a portfolio dashboard to house sheet summary with reports and metrics. Complete prior to end of the current calendar year.
Baseline Analysis: No defined tracking and reporting system in place, current process relies on department leaders to give updates during City Council meetings. Project submission and approval is inconsistent and decentralized.
Improvement Design & Implementation: Create a dashboard to display projects by associated strategic alignments. Design interactive reports providing easy access for department leaders. Set expectations through individual training sessions.
Salesforce Optimization & Implementation
Project Vision & Goal: Meet the expectations of Mayor Mendenhall to create a centralized source for citizens/constituents/customers to reach out to the City. Ensure that every request is reviewed, documented, and resolved. Expand upon the existing limited implementation of Salesforce to create a City-wide CRM system. Develop a cohesive brand and website to serve as a customer-facing portal for communication with the City. Fully implement Salesforce within all City departments within one (1) year.
Baseline Analysis: Limited and narrow implementation of the Salesforce system that was over extended, overbuilt and complicated for internal City users to navigate. Numerous sources of requests coupled with insufficient logging and monitored, led to siloed departments with a lack of transparency and visibility. Significant delays in management and resolution of requests are due to the disorganized approach to receiving and resolving requests.
Improvement Design & Implementation: Expand upon the existing build of Salesforce by optimizing the process for submitting, routing, and managing requests from the public. Work with employees from each department within the City to customize specific request types, queues, notifications, tracking, escalation, and case closure. Design, develop, and launch the mySLC brand and website.
Digital Equity – Computers for the Community
Project Vision & Goal: Bridge the technology gap in underserved communities while increasing digital literacy. Reduce the City’s electronic waste output. Activate the City Apprentice program by tasking them with computer refurbishing. Build strong relationships with local organizations who will handle computer distribution to their clientele.
Baseline Analysis: The City cycles older computers out of rotation annually and sells them at auction. Salt Lake City has disproportionate tech access across the City between different economic groups and geographic areas. The City has recognized the need to close the digital divide in underserved communities.
Improvement Design & Implementation: The City ran a 2021 pilot program, giving 18 surplus computers to individuals and families who did not have access to a computer during the COVID-19 pandemic. This program will continue expanding to increase the number of computers available for donation, in 2023 the City is donating 146 devices. An application process was implemented in 2022 for organizations to submit requests and there’s continued data gathering from the community organizations which addresses: overview of how the programming was accomplished, zip codes of recipients, age of recipients, and a quote or testimonial. For more information visit: https://www.slc.gov/ims/digital-equity/
Resident Surveys
Salt Lake City regularly surveys its residents. The purpose of these Resident Surveys is to: track approval of the City and its services; evaluate neighborhood perceptions; explore residents’ priorities; examine preferred communication methods; and, gauge opinion on impactful issues. Past survey results are linked below.