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Fisher, Christopher
Maxey, Brian
RE: SPD Operational IT
Wednesday, February 07, 2018 4:49:38 PM

 Since consolidation, our experience has been that project costs have soared even as the
project timelines have slowed to a crawl and customer service has basically evaporated.

Some examples:

. It took 15 months to get a simple SAAS installed to allow Field Training Officers to enter
information electronically.

. We have been working on a quartermaster management SAAS since 2016 - I could have
installed this and configured it myself in a week. This system will give us better control
over purchasing, replacement schedules, and can be used to manage our fleet
(currently done in Excel).

. WST was ready to go in 2016, but we were blocked by because of contracting
issues with Kronos. We were promised a fast turn-around in 2017 with a PM and an
RFP. That never happened. Now in 2018, SFD has taken the lead because we could
never get a PM assigned. What do tell council when were are hauled before them to
explain why we still have no insight into 

. We have had consistent troubles having computers purchased and/or set up for new
employees.

0 We have a queue of 300 heat tickets.

. We have lost our change management, so alterations to systems come as a surprise to
the business.

0 The DAP is poorly supported and we don't have any development capacity

. We have almost no external support for Tableau

My proposal is that we partially reverse course and retake applications, purchasing, desktop
support, and GIS back into SPD. However, that will only work if some aspects of the
overbearing PMO structure are relaxed.

Two projects SPD smartphones and Schedule Express (anticipated to save in overtime
annually) were rapidly implemented because Jimi Robinson worked with on what we call
"fast path.? will tell you ?there is no fast path," which, ironically, is very true.

Our concept for fast path is that internal SAAS projects that do not store any public
information below or so should have a streamlined approval process to make things
more manageable and reasonable.

Attached, please find the proposed org structure, a revised 5 year plan, and the original
recommendations from Alvarez Marsal. So much lost time.

I look forward to discussing options. The grapevine tells me SFD and City Light may have
similar ideas.

Thanks for listening,

Brian G. Maxey

Chief Operating Officer
Seattle Police Department