Strategies As Project PLans

Soon after adoption of the Comprehensive Homeless Strategy, I recognized a challenge to implementing the 64 strategies. The CHS strategies were written as projects with identified lead departments, proposed metrics and timelines. Some were short term, while others span multiple years and administrations. Accountability, efficient communication, and consistent departmental focus will be inherent to the success of these project plans. Having a system that encourages all three of these outcomes is critical.

A system for collaborating

The internet has completely changed the way we work and created the ability to communicate instantly, at little cost. But for every enabling and helpful aspect of the internet, there are limitations created by this technology. Email is instantaneous, but it can overwhelm. Word processing and spreadsheet programs help organize, but rarely address the central issue lingering in large organizations: how to collaborate effectively on a common goal across multiple departments without losing focus.

Technology As Problem Solver

A web-based project management system addresses this need and sets a common platform of collaboration between 40+ departments and agencies tasked with implementing the 64 strategies of the Comprehensive Homeless Strategy. 

I saw an opportunity for Los Angeles to implement this system after the CHS was adopted and spearheaded the effort to use TeamGantt as the platform.

This included the Office of the CAO purchasing a common license for the platform. I've personally led 15+ training sessions for 300+ people in departments as diverse as the Los Angeles Homeless Services Authority (LAHSA), Public Library (LAPL), and the Department of Transportation (LADOT). Mayor Garcetti has reinforced his commitment to this platform in Executive Directive 16 supporting implementation of the Comprehensive Homeless Strategy and via memorandums sent to each department head requesting their use of the tool ongoing in support of the strategies and their reporting.

Beyond the CHS, Seeing New Value

Yet beyond just the implementation of the strategies, as important as this work is to addressing homelessness, I ensured licensing of the software by the City of Los Angeles would enable anyone provided admin access to a TeamGantt project would be able to create their own projects. 

During training sessions I've led on the tool, I've stressed this point and have found departments excited about the prospect of using a web-based project management system to simplify their workload, facilitate communication with their employees and keep staff on task and on time with their deliverables.

A number of departments (LADOT, LAPL, Personnel) are currently considering adoption of the tool department-wide due to its ease of use, seamless email integration and since Gantt-style project management helps staff stay on task and on time. The Los Angeles Homeless Services Authority (LAHSA) has fully adopted the tool for their staff (internal) and the 160+ organizations they contract with in City and County of Los Angeles (external). This web-based project management system is filling a technology gap, while making Los Angeles' local government more efficient and responsive to constituents' needs.