Improving Local Government Service Delivery and Performance Through Customer Service Technology Systems

Transcription

1 311/CRM Delivering Best Practices Customer Service Improving Local Government Service Delivery and Performance Through Customer Service Technology Systems

2 Should Governments Care About Customer Service Delivery?

3 Calling our Government The Citizen Shuffle How do I obtain a Firearms permit? Probate Court: Firearms permit number Blue Pages Marriage License Recording: No option to speak with a person Administration: Blue pages number no answer Central Office: Transfer to voic with directions to call another phone number

4 Calling our Government (Continued) The Citizen Shuffle How do I obtain a Firearms permit? Voic and directions to call another phone number Automatic IVR Directions to call another phone number Person picks up and answers questions

5 Decentralized Confusion Right number? County Departments CEO s Office Board of Commissioners Wrong department? Citizen Call County Departments Who to call? Service Request Status? What work order? Is the problem solved? Work Order Resolution How is citizen satisfaction measured?

6 Cities and Counties Face Unique Service Delivery Challenges: Disparate constituencies Citizens, Elected Officials, Administration and Staff Misalignment of strategy with operations and channels causing: Metrics and data which are poor or inadequate Inconsistent processes and service levels amongst employees within same department and across departments

7 Citizens want: More service - less taxes and Faster service - less taxes and Higher customer satisfaction - less taxes

8 Challenges for a 311/CRM Implementation Bigger project than you think Will this be considered an IT, Call Center or Process implementation? Cost to implement Based upon vision and level of service provided Acquiring 311 number designation Cultural shift in how we conduct business

9 Opportunities Afforded by 311/CRM Reduce call burden on 911 of nonemergency police and customer service calls Centralized location for citizen contact, information and service requests Easier accessibility for citizens On average, 75% of incoming citizen calls are handled within a 311 call center, off-loading the departmental call volume Increased revenue stream

10 Opportunities Afforded by 311/CRM (cont.) Improved information management for citizens, council/commissioners and administration Ability to prioritize service response Enable departments to more precisely determine future budgetary needs Standardization of business processes and SOP s Standardized measurement tool to track citizen requests from inception to completion

11 311 Citizen Help Center (CHC) Connecting Citizens to Answers County Departments CEO s Office Elected Officials Closed Loop Communication Citizen CRM - Service Help Center County Departments Resolution MULTI-CHANNEL SATISFACTION CONFIRMATION FOLLOW-UP VIA TELEPHONE, , FAX OR MAIL Work Order Improving citizen services and cutting costs while reducing unnecessary calls

12 Cultural Shift in the Way We Conduct Business 1. Process driven both functionally and organizationally 2. Impact on all customer facing business operations Higher accountability Standardized tool to track citizen requests from inception to completion Ability to prioritize service response Provide ability to track trends to allow for adjustments to changing service needs

13 Customer Facing Responsibilities in Each Department Will Shift Post Implementation How do we currently interface with our customers? How will 311 impact the way we will work with our customers in the future? What adjustments must we make in our current customer facing processes?

14 Breakdown of Calls to 311 by Department Telephone Report Police Services, 39392, 3% Purchasing & Contracts, 14538, 1% Workforce Development, 47916, 4% Animal Services, , 12% Human Development, 42009, 4% Watershed Management, , 11% Transportation, 13373, 1% Sanitation, , 21% County/311, , 34% Parks & Rec, 62479, 5% Roads & Drainage, 42520, 4% County/311 Parks & Rec Roads & Drainage Sanitation Transportation Watershed Management Human Development Animal Services Workforce Development Purchasing & Contracts Police Services

15 Advice in Moving Forward Develop Strong Business Case, (if needed) Use Phased Approach Look at Customer Facing Processes in Depts. Compartmentalize Project Into Distinct Pieces

16 Advice in Moving Forward (cont.) Develop Call Routing Solution Early Maximize CRM/Work Order Tools Implement Web Enabled Capability Institutionalize Process Improvement and Change Management

17 More Efficient Delivery of Customer Service Benefits Jurisdiction By Providing: System wide focus on customer centric service A centralized point of contact Increased accountability, accessibility, consistency, and timeliness of service delivery

18 Thank You Kristin M. Howlett Callahan Management Strategies, LLC