ÐÏà¡±á>þÿ =?þÿÿÿ<ÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿì¥Á ø¿M bjbjàà ".‚j‚jIÿÿÿÿÿÿl $$$8ÂÂÂ8ú$8–¦6LLLL'''õ÷÷÷÷÷÷$< \R$'''''í$$LLÛ0*ííí'($L$Lõí'õí*í:m,$$õL*poR5ã®Ã8ŠÂOL™ õZ<–£R®›R®õí88$$$$ÙCitizen-Centric E-Government: From Theory to Reality By Ben Patch, Siebel Systems President Bush’s Management Agenda (PMA) consists of five key components, one of which is “Expanding Electronic Government” (E-Government). It is focused primarily on eliminating billions of dollars of wasteful federal spending, reducing government’s paperwork burden on citizens and businesses, and improving government response time to citizens. As with the other components of the PMA, the E-Government initiative adheres to the following key principles: Results-oriented – solutions must produce measurable, quantifiable results for both citizens and agencies Citizen-centric – solutions should be focused on improving ease of use and service for citizens, not on what is easiest for agencies to deliver Market-based – whenever possible best practices and solutions developed for and in use by the private sector should be utilized; government should not be “reinventing the wheel” in situations where proven, cost-effective solutions already exist. The federal government is simultaneously approaching this issue on two different fronts. The first approach is to produce measurable results at the agency level by leveraging relevant principles and best practices currently in use in the private sector. The second approach is to focus on integrating IT investments and systems across agencies. Due to the fact that the private sector is currently struggling with the latter approach and because there are many legislative barriers to information sharing across agencies, this discussion will focus on the former approach. State of the Industry In the past decade, we have seen a consistent and marked shift in the way government agencies think about their operations. They have become much more likely to think about citizens and businesses as “customers” and to promote citizen-centric government services. While reducing costs, increasing employee efficiency and achieving a tangible return on investment are critically important (especially given current budget constraints), many agencies are prioritizing quality of service delivery as being equal to or more important than these other requirements when selecting an E-Government solution. A recent Accenture study on customer relationship management (CRM) in government found that, while agencies have visions for the service models they would like to adopt, they may not have the expertise or experience to do so without third party assistance. Less than half of the agency officials surveyed said they were efficient in resolving service requests (40%), call routing and assignment (33%) and tracking requests (26%). Only 22% said they follow-up to ensure that customers are satisfied with the levels of service received. While there has been a distinct realization of the importance of improving customer service and satisfaction, federal agencies as a whole have a significant amount of work ahead of them if they are to achieve the PMA’s vision of providing consolidated, multi-channel customer service. This is an area where agencies can achieve significant results by effectively leveraging commercially proven solutions. Leveraging Commercial Solutions: Case Management One consistent theme we’ve heard in talking to Federal, State and local officials is the need for an “electronic case management system.” Common requirements for such a system are that it would give agencies the ability to eliminate paper-based processes through electronic creation and routing of cases and relevant documentation to all personnel necessary to work and resolve the case. Some features are crucial, such as: embedded eligibility engines automatic routing and workflow assignment based on workloads or skill sets the ability to easily integrate to document management or “back office” systems of record. These are all capabilities that leading commercially available, off the shelf (COTS) CRM packages offer as core components. Yet many agencies continue to attempt to either: (a) develop these applications internally, or (b) purchase solutions from niche vendors who provide a custom “toolkit” solution requiring inordinate amounts of time and effort to develop custom code and to maintain going forward. Both of these alternatives are sub-optimal; there are solutions on the market that leverage both a proven architecture and lessons-learned from thousands of private sector deployments, allowing agencies to spend less time implementing and maintaining the solution and more time focusing on higher-impact activities. If we examine the example of a state unemployment agency in the Midwest, the benefits of taking this approach can easily be seen. Due to the state of the economy, the agency faced a dramatic increase in unemployment claims, which it was going to have to handle with a 5% smaller staff. The agency was overloaded with incoming calls and physical paperwork. There were no set processes for case management, workflow, or activity tracking. Claims agents were not able to access customer data in a timely manner, as paperwork was often stored elsewhere or difficult to find and the agency faced a resulting morale issue and high levels of employee churn. Utilizing COTS case management software and experienced systems integration resources, the agency was able to roll out the solution in a short time. Once up and running, the case management system’s benefits were readily apparent. Over the life of the project, the combination of a keystone case management software solution and effective change management within the agency yielded a 90% increase in the number of cases agents were able to handle as well as a 20% decrease in the cost of processing a case. The agency was able to get an effective case management solution in place quickly while dramatically improving the effectiveness, efficiency and morale of agency employees. Making E-Government a Reality Achieving the vision of E-Government laid out by the PMA is by no means an easy task. The good news, however, is that many of the issues faced by government agencies have been solved in the commercial sector and can be leveraged in the public sector. Some government agencies acting as early adopters have made excellent progress on this front and others can learn from their experiences. In order to adhere to the key principles of the PMA, while increasing their chance for success, agencies should aim to accomplish, at minimum, the following three objectives: (1) development of an integrated CRM strategy, (2) thorough investigation of existing COTS solutions prior to deciding to pursue a custom built or highly-customized “toolkit” solution, (3) tracking of key agency and customer-related performance metrics both before and after the solution has been implemented. While these strategies will not guarantee the success of a given E-Government initiative, adopting them will improve the odds. Accenture, “The Government Executive Series; CRM in Government: Bridging the Gaps”, June 2003, p.5, 8. Ben Patch is a Senior Product Manager at Siebel Systems, based in San Mateo, CA. 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