ࡱ> NPM E+bjbj 68jj0'lT T T 8  * (  nl $ k)m)m)m)m)m)m)$, (.~) )  )2 "  k) k)  |'k) Pr߮T :G(k))<*[(. .k) Giving the People (and Businesses) What They Want By Craig B. Cornelius, Accenture For years, businesses have turned to customer relationship management (CRM) as a sustainable driver of competitive differentiation and improved customer interactions. It should come as no surprise that the appeal of CRM has recently attracted the attention of the largest service provider in the worldgovernment. The guiding principle behind many of todays most successful CRM initiatives involves reorganizing services around customer needs or intentions, rather than the organizational structure of government. Many agencies within local, state and federal governments have applied this approach to their E-Government initiatives when it comes to citizen portals and Web sites, making it much easier for constituents to find and access government services. Once agencies commit to creating Web experiences from the perspectives of their citizens, they quickly recognize the value of implementing additional constituent-friendly featuressuch as low-touch interactions, timelier response and personalized servicewhich not only further enhance constituent satisfaction, but also reduce costs over the long run. Many government agencies now apply citizen-centric approaches to their E-Government initiatives. Few have had as dramatic an impact or as profound an effect on the way citizens access information as the U.S. Internal Revenue Service (IRS), which applied an intentions-based approach in completely redesigning its Web site, HYPERLINK "http://www.irs.gov/"http://www.irs.gov/www.irs.gov. The new IRS site asks taxpayers to identify themselves by categoryas individuals, businesses or tax professionalsand then immediately directs them to a landing page that specifically addresses their tax information requirements. At the time of the sites re-launch, Gregory Carson, former director of Electronic Tax Administration Modernization, said: The development of an intuitive, intentions-based design will make it considerably easier for taxpayers and tax preparers to obtain the information and documents they need to file tax returns. We expect this approach to be a real time-saver for taxpayers and preparers. Mr. Carson was right. Since the re-launch, the IRS Web site has received nearly 7 billion hits. The re-engineered site, now the primary information source for 120 million taxpayers and tax professionals, provides an improved and reliable online environment that removes an overwhelming amount of telephone traffic from the IRS phone systemswhich not only points to better and faster taxpayer service, but also significantly reduces the IRSs operating costs. Achieving Full-Service Customer Service While the new IRS Web site is certainly impressive in its ability to drive more meaningful online interactions, some forward-thinking agencies are recognizing the opportunity to do even more. Specifically, the opportunity lies in integrating a customer-centric online environment with other intentions-based channels of interactionnamely, the telephone. Citizens generally choose to interact with their government via the telephone, especially at the state and local level. Some people simply prefer the more personalized contact associated with a telephone call to a local field office. Many others, however, do not have Internet access. Left with no alternative, these constituents pick up the phone. Given this, a customer-centric Web site is, at best, half of a solution. To provide the highest quality service, consistently, to all their constituents, governments need to develop an integrated view of its citizens and coordinate an intentions-based approach to CRM that links multiple channels. The Florida Department of Business and Professional Regulation (DBPR) help, instituted just such a comprehensive, integrated, one-stop approach to better meet the needs of the states professional community. The DBPR, which licenses and regulates more than one million Florida businesses and professionals and ensures quality service for 15 million citizens and tens of millions of tourists each year, had an ambitious goal: replace the departments confusing maze of rules and forms with a streamlined operation that relies heavily on innovative information technology, including CRM systems. To that end, DBPR launched a massive effort to reengineer itself in two critical areasbusiness processes and information technology capabilities. First, the agency pinpointed redundancies and irrelevant activities, ultimately reducing the number of agency-wide processes to just nine. On the technology front, the department created a single licensing and permitting system, which consolidates more than 30 customer centers to handle all 200 of the agencys licenses and various permits. The agency also integrated new CRM and customer self-service software, and then linked these applications to the departments call center operations. The result is the countrys first totally integrated, one-stop licensing and permitting transactional solution. Launched in September 2001 and rolled out in phases to various groups of professionals, the licensing system presents users with several options for interacting with the agency: over the phone with a live call-center representative; over the phone with the call-center system using a combination of Interactive Voice Response (IVR) technology and the telephone keypad; or via a secure Web portal. Using any one of these methods, professionals and businesses can access forms and documents, renew licenses, apply for new licenses and receive information on relevant industry rules and regulations. In addition, the integration of the CRM solution with the licensing system enables call center representatives to provide better service by understanding everything about a particular caller and his or her dealings with the agency. Further, by consolidating contact centers and encouraging people to use self-service channels, the department has significantly reduced the high volume of low-complexity inquiries that historically plagued the states local field offices. This, in turn, allows department personnel to be more efficient and to focus on their core business functions, which promises to reduce Floridas costs. DBPR first unveiled its integrated licensing and permitting system for real estate and pari-mutuel wagering professionals. Last year, the call center received nearly 1.5 million calls, and the Web portal received more than 2 million visitors. Nearly 30 percent of all license renewals are now made through the Web site and/or automated phone system. And the answer rate in the call center is higher than 90 percent, compared with 66 percent prior to the introduction of the new CRM technology and processes. As in many other large cities, the people in New York City who need services the most are often those who are least likely to have Internet access. The City government is another government entity that has recognized that it cannot ignore the power of the telephone in its efforts to improve resident services. In fact, the City has focused its intentions-based CRM effort on improving service delivery through this all-important channel. One of Mayor Bloombergs priorities has been to establish systems and processes by which residents could easily interact with city agencies to receive information, file complaints or resolve issues. As a cornerstone of this effort, the city has implemented a centralized, all-purpose call center. Accessible through the simple-to-remember 3-1-1 phone number, the system consolidates more than 40 different help lines and 50 city agencies and provides a single "front door" through which callers can easily find the information or resources they need, any time of the day or night, in 170 languages. The integrated system eliminates the need for residents to scan more than 14 phone book pages to find a specific City agency. It provides callers with more personalized service, faster problem resolution and easier access to knowledgeable help. Since the program went live, the system has received more than 3 million calls, averaging 20,000 per 24-hour period. The City anticipates that the system will ultimately handle as many as 10 million calls each year, making it one of the largest and most sophisticated citizen service systems in the world. In addition, with access to integrated information from millions of callers, the City is better able to manage its finite resources and apply performance metrics to measure the timeliness of its response to specific citizen concerns. According to Gino Menchini, the Citys Chief Information Officer, We now have access to new data that enables us to make better management decisions and allocate our resources more efficiently, which translates into cost savings to the City. While the city continues to improve its new 3-1-1 call center, it is also enhancing the Citys Web sitewww.nyc.govto provide parallel self-service capabilities that will be integrated with the 3-1-1 Citizen Service Center. At that time, New York City will have a comprehensive service capability that brings the true vision of intentions-based CRM to life. The future of CRM in government As these examples illustrate, its clear that government can dramatically improve its relationship with citizens and businessesand potentially reduce costs over the long runif it adopts some of the CRM principles that are helping so many private sector companies more effectively serve their customers. Number one among these principles is the belief that governments should rethink their operations and establish integrated systems and processes that give the people what they want and need, when and how they want and need it. Craig B. Cornelius is a Partner with Accentures USA Government CRM Service Line. He can be reached at  HYPERLINK "craig.b.cornelius@accenture.com" craig.b.cornelius@accenture.com. page  PAGE 3 123STW    1 < = O )o ""=(_(*** +öʨԊ|nlhcYcjB*Uph B*ph5aJ$50J56CJWۛ{f]0J6CJWۛ{f\]0JCJWۛ{f\%0J>*Wۛ{f\^JcHdh{fHh{f0J>*\^JjUWۛ{f Hh{fjUWۛ{f Wۛ{faJ cHdhڛ{fHhٛ{f6]Hh{f6] Hhٛ{f!2STVW@ A @C$$C$a$ 0+D+@An o ""$$&&<(=(^(_(r*s*-+.+/+0+B+C+D+E+ + + +*+++,+/+0+7+8+>+?+@+A+B+D+E+0J6CJ]mHnHsH u0J6CJ]mH sH j0J6CJU]6CJ]mH sH ^JaJaJ B*ph0J^JjB*UphjB*Uph4PP&P1/ =!"#$%rrDyK yK (http://www.irs.gov/DyK F craig.b.cornelius@accenture.com! iD@D Normal#CJOJQJ\_HaJmH sH tH B@B Heading 1$7$8$@&H$ 5^JaJ2H@H Heading 2$7$8$@&H$6\]^JaJ<A@< Default Paragraph Font<O< A BLOCK PARAOJQJ\aJ>Q@> Body Text 3CJOJQJ\aJ.U@. 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