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Tying a Sensible Knot: A Practical Guide to State-Local Information Systems

Abstract

Acknowledgments

Executive Summary

Chapter 1. Understanding the State-Local Environment

Chapter 2. Principles for Working in the State-Local Environment

Chapter 3. Best Practices

Appendices
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Chapter 3. Best Practices

Support users

Ideally all new systems work just as they were designed. Realistically, you can usually count on the implementation of a new system to result in unanticipated problems.Computer users become comfortable in their familiar software surroundings, and taking on a new system is the intellectual equivalent of physically moving to a new home or new office. Users need help adapting to a new system and making it feel as easy and comfortable to use as their old way of doing business.

The time period surrounding implementation is a critical one for user support. Offering immediate, appropriate support at this point in time will relieve anxiety and will encourage willing and effective users. But don’t stop there. There are always new users and most systems continue to add or change features throughout their life cycle. User support needs to be continually updated and continuously available.

The projects we studied made good use of a number of user support formats and strategies including:
  • awareness meetings to introduce the system goals and features
  • system "maps" presented graphically and in color
  • easy to follow one-page "cheat sheets" for common activities
  • full-scale documentation manuals
  • online help features
  • a staffed help desk
  • individual tutoring or peer tutoring
  • small group training, review, and support sessions
  • designated learning time for initial training
  • videotaped step-by-step instruction
  • frequently-asked questions and answers brochures
  • a "help" newsletter


Annual Financial Reports: Willing help from familiar faces

The Electronic Annual Financial Reporting project is designed to meet the needs of a very exacting community - accountants and auditors - and many of the project requirements had to meet national standards. As one local participant put it, "When was the last time the IRS allowed you creativity in your filings?" The reports that were being automated reflect directly on the municipalities and have considerable legal bearing on local governments and the state as well. Thus, it was crucial that the system work well and maintain accuracy from the start. Meeting the needs of the local officials as the primary customers, was essential for this project to succeed.

OSC maintained a consistent project team throughout the process. This commitment to keeping "familiar faces" in the room was cited by local participants as a key to the success of the project. The local participants observed that by seeing these same faces at each meeting and having contact with these same individuals throughout the project they felt confident that expert, consistent help would be available.

OSC has a technical support group for this project. They answer the usual questions about specific system problems. However, local officials say the real benefit that this technical support group has provided is their willingness to answer related technology questions that local users may have. While OSC is not in the business of all-purpose technical consulting, this willingness to take extra time to listen to and help resolve other technical concerns has built a solid trusting relationship and helped local organizations become more technically adept overall.


Social Services Imaging Project: More than a help desk

Evaluating a pilot system is a significant undertaking for any agency and the DSS Local District Imaging project was no exception. The local Social Services offices which participated in the pilot phase of the project depended on support from the project team for many purposes. Of particular value was the support that the pilot counties received in preparing to participate in the pilot efforts. Thanks to group discussions about techniques to use to overcome local technology and management problems, the pilot site staff were well prepared for the integration of the new technology as well as for changes in workflow to support the improved business process. The local participants found that they turned regularly to the project team for support for many things including their efforts to secure and maintain local support, to establish effective working relationships with local MIS staff, and to overcome resistance to changes to the workflow of the agency.

"User support doesn’t stop with implementation - there are always new users and new features to adopt."