Improving the Client Experience Through CRM and Case. GTEC, October 18, 2011

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1 Improving the Client Experience Through CRM and Case GTEC, October 18, 2011

2 Points of discussion: Client experience delivered through client-centric services and cost effective program delivery Paradigm shift in client expectations and the unique challenges this presents for government Lessons learned and how they apply to the future - a blueprint for success? CRM and Case - enabling a positive client experience and improving performance

3 Governments succeed at citizen-centric services when they design experiences that are flexible enough to allow employees to adjust their approach when they are faced with exceptions to standard procedures - this is vital since a government s handling of exceptions at a moment of truth drives a citizen s impression of the overall experience. * citizen experience is defined as the total proposition provided to a citizen, including the actual service or product and all interactions with the citizen Canadian Citizen Experience Study, In Search of Greater Engagement Strativity Group Inc.

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5 Driving Citizen Experience: timeliness and quality of the service response has an immediate impact on satisfaction easy access and single-window service pathway through multiple channels services approaches satisfy citizen need at first point of contact (including self serve) Driving Business Experience: timely service strongest driver of satisfaction simple processes with fewer channels needs to get what they need know how to better deal with government

6 Figures Canadian Citizen Experience Study, In Search of Greater Engagement Strativity Group Inc.

7 Citizen experiences don t exist in a vacuum. Citizens base their impression of the citizen experience on the experience they received from private sector organizations and companies. Governments that satisfy citizens expectations focus on the emotional attitudes that drive a citizen s overall impressions in addition to the physical attributes of the citizen experience Canadian Citizen Experience Study, In Search of Greater Engagement Strativity Group Inc.

8 Unique Challenges for Government Changing Citizens Needs: Emphasis on easy access and timely service across integrated service channels; Greater flexibility and responsiveness in the ways in which services are delivered; Improved opportunity for self-service for non-complex transactions; and Service at all levels that is comprehensive, reliable, fair, and courteous, reinforcing and achieving citizen satisfaction and trust. First-contact resolution flow of activity between service delivery and processing efforts operates smoothly and without delay Individualized service delivered by skilled service professionals providing incremental levels of assistance, attention and support to respond to more complex service needs Appropriate transparency and safeguards are in place ensuring personal information is kept secure Flexibility to support new government programs, services or benefits or updates to existing offerings

9 Traditional program and service silo constructs have let to a service landscape where: Few common, consistent approaches to managing for high performance across government service organizations No common service strategies, levels or standards Limited citizen engagement, input or insight to guide service improvement initiatives Limited horizontal collaboration in identifying service synergies or opportunities Service delivery infrastructure duplication and independently managed across the GC Aging infrastructure and service-supporting technologies (e.g. CRM, case management, IVR, contact centres) Workload volumes significant and growing across all service delivery channels and citizen satisfaction with service quality is declining Service activities touch many of the same client segments, but contact is department/mission specific, resulting in lost opportunities for comprehensive whole of government service bundling Citizens are required to make multiple contacts with government often using multiple channels In 2008 the GC s service reputation and satisfaction scores fell for the first time in 10 years (citizens first 5) No enterprise-wide approach to client identity management to offer improved self-service while protecting the integrity of government programs

10 What have we learned on the journey so far that applies to the future? We must understand the client Segmentation Promote self-serve Higher touch services for situations and client who have greater needs Single view of the client and comprehensive first-point-of contact service Greater direct contact and interaction with public is essential to enabling responsive service and continuous improvement Engaging citizens as partners in the design and delivery of government service Directed research and mechanisms to capture citizen perspectives and service experience feedback and client satisfaction and indicators of public trust We must work across organizations and boundaries to achieve a more complete experience for citizens Alignment of partner policy and program objectives with service delivery approaches and resources Single-window service delivery More responsive, cost-effective service approaches and transformed service delivery structures, tools and technology solutions exist Key priority client-focused, simplified and re-engineered business process and enablement A strong culture of service management excellence and a sustained organizational focus on performance and results is critical

11 The blueprint to achieve sustainable service improvements and a rich client experience exists... Case Customer-centric centric service design and delivery Customer Relationship (CRM) Focus on the touch points that matter most to Canadians Improve experience with 3 Resolving issues Quickly and fairly resolve appeals and channels that matter most Collaborating across decisions Grow self-serve organizational boundaries Internal processes able to respond to In-person contact goes Protecting privacy and exceptions and variations beyond restating web sharing information informationfigure Canadian Citizen Experience Study, In Search of Greater Engagement Strativity Group Inc.

12 Improving the Client Experience Through CRM and Case

13 Improving the Client Experience Through CRM and Case

14 Public Sector organizations that identify the key drivers of the experience are able to deliver and prioritize improvements around those drivers that have the greatest impact on citizen perceptions.

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16 Thank you Leigh Harris Fowell Vice President Public Sector Service Transformation

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