pwc consulting tm is a business of pricewaterhousecoopers. how to enhance service delivery to...

PwC ConsultingTM is a business of PricewaterhouseCoopers.

How to Enhance Service Delivery to Constituents through eGovernment — CRM SolutionsJune 13, 2002

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Agenda

What is CRM in the Public Sector

Challenges and Opportunities in the Public Sector

Delivering C-Centric, Multi-channel Solutions

PwC Case Studies

NC FAST

California Commission on Teacher Credentialing


What is CRM in the Public Sector?

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Why Public Sector CRM?

As constituents grow used to interacting with service-oriented private enterprises, their experiences create a rising tide of expectations that puts pressure on government to improve services in the same way.

Gartner Research, September 18, 2001

The President’s vision for government reform is guided by three principles. Government should be Citizen-centered, not bureaucracy-centered; Results-oriented; (and) Market-based.

President’s Management Agenda, FY 2002

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Public Sector CRM

Call it what you want – Customer RM, Citizen RM, Constituent RM, Convict RM, Customer Care….the principles are the same.

“C” Relationship Management is…

1. It is a “customer centric” strategic vision

2. CRM supports the consistent and efficient delivery of services and products across all interactions and channels

3. It means learning, developing, and deploying knowledge about public sector customers, within privacy requirements, to better serve the those customers

4. It allows information to be leveraged for better policy and service development

5. CRM must address privacy as a critical design consideration, but privacy requirements need not be a barrier to effective CRM

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Public Sector CRM Functionality

CRM includes process and technology “C facing” solutions that involve:

Case Management

Service/Product Licensing

Service Delivery & Support

Eligibility Determination

Benefits Administration

Information Dissemination

Every time an individual or business interacts with

government, CRM issues are at play.

CRM is central to the role of government.

Fax

Mail

Kiosks

Service offices

CRM solutions support multiple contact channels:

Call Centers

Internet Self-service

Web Chat

Email

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What Value is CRM Bringing to Government?

Governments and agencies are focusing on constituents, clients, partners, citizens and businesses to:

Improve consistency of service

Improve compliance through consistent and readily available information

Promote equity and parity in information and service delivery across geographic boundaries

Reduce expensive contact methods when self-service is appropriate

Increase data security while integrating information for more effective use

Decrease current costs of maintaining inaccurate information across multiple legacy systems

Increase levels of constituent and employee satisfaction

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…But There Are Challenges to be Addressed

CRM isn’t easy - the public sector can benefit from lessons learned in the private sector

The public sector is developing electronic channels in an effort to improve service, but an integrated approach to channel management requires greater effort.

Organizations must balance what constituents want and need against the cost to deliver and maintain systems and processes.

Information management and integrity of existing data remain a fundamental obstacle to improving service.

Content management across channels can become a major issue with the growth of channels or an opportunity for more effective and efficient service.

CRM is not a technology project. It is a program that affects strategies, processes, and culture, too.


Challenges and Opportunities in the Public Sector

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Governments are committing to improve service to all Americans…

Most governments are accepting the “customer service” mantra

At the Federal level, the President’s Management Agenda has rated customer service as a top priority for government. “This administration’s goal is to champion citizen-centered electronic government that will result in a major improvement in the federal government’s value to the citizen.” PMB 2002

The federal government invests indirectly at the State and Local level for electronic infrastructure to improve service and interoperability.

State and local governments are starting to build a customer-centric model of service delivery for all their products and services.

State and local government will spend $1.9B in e-government initiatives this year with projected growth in

spending to $6.5B in 2005

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Americans Continue to Adopt the Internet Channel

Select GroupsComputer

Use in 2001

Growth Rate (from '97 to

'01)

Internet Use 2001

Growth Rate (from '00 to '01)

Unemployed 40.80% 13.50% 36.90% 26%

Annual Income Less Than $15,000

37.30% 5.90% 25% 25%

Annual Income $15,000 – $ 24, 999

46.80% 5.90% 33.40% 24%

Age 25 or older with less than a high school degree

17% 21.50% 12.80% 49%

Age 25 or older with only a High School Diploma or GED

47.30% 9.20% 39.80% 30%

Age 50+ 42.50% 11.60% 37.10% 27%

Rural Geographic Location 52.90% 24%

Urban Central City Geographic Location

49.10% 19%

Source: US Dept. of Commerce, February 2002

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Government Adoption of Channel Management

Despite cost advantages, governments are not yet influencing which service channels constituents use

While financial incentives are used widely by the private sector to encourage customers to use lower cost channels, public sector agencies either cannot or have not employed this tactic.

Government electronic services are not yet being aggressively marketed to constituents – a change may be required to increase take-up rates.

Government organizations are not comfortable or experienced in segmenting constituents – an important tactic in private sector channel management.

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Balancing Personalization and Privacy

Personalization – the use of customer specific data to determine what and how information is presented to the customer – is one of the important tools within CRM – but what about privacy?

Privacy and security must be design objectives for electronic systems regardless of public or private sector use.

For public sector organizations, consent or permission is the key to:

save profiles to customize services;

share “tombstone” information, such as address change, between agencies as a convenience to the constituent and business; and

access more sensitive information, such as health records.

Personalization can be made a choice that constituents select. Government needs to offer the option as a convenience and capitalize on the benefits when a constituent gives permission.


Delivering C-Centric, Multi-channel solutions

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What is meant by “constituent-centric”

Becoming a constituent centric organization means. . .

Place constituent requirements first

Develop strategies, processes, systems, and culture with the constituent in mind

Provide convenient access to accurate information & services through channels of the constituent’s choice

Integrate information and services across all involved departments

Build in capability to receive & resolve customer requests and complaints – hopefully with one touch

People &Skills

OrganizationAlignment

Performance Measurement

ControlsScorecards

Service/ Product Offering & Market

Strategy

InfrastructureSystem & Process

CONSTITUENT

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What is multi-channel service delivery?

In complex organizations information often is dispersed across many databases

Automated Telephone Information

Letters

Case Worker

EMailWeb

VRU

Call Center

Call CenterDatabase

CSR

LotusNotes

Lotus Notes

DepartmentDatabase

DepartmentInternet

Constituent

DepartmentInformationDatabase

Community Office


Office Calls


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What is multi-channel service delivery?

An integrated CRM infrastructure collects and distributes information consistently regardless of contact method

Call Center Letters

CSR

VRU

Office Calls

LUCIDSiebel

Automated Information

Line

E-Mail Web

Kana

Kana

VRU

PlaystationInternet

Office

VRU

CSR

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PwC CRM ACCEL – Architecture for Cross-channel Customer Experience and Loyalty

PWC consulting offers clients a CRM solution set based on our knowledge gathered from over 850 CRM engagements around the world.

ACCEL is PwC’s foundation for assisting public agencies with their efforts to improve, simplify, and streamline the constituent experience.

Points of View

Integrated, Holistic Methods

Partner Relationships

Reference Architecture

ACCELerators

Demonstration Environments

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CRM ACCEL Defined

CRM ACCEL Drives to Simplify and Streamline the “C” Experience and Improve Organizational Efficiencies Based on Best Practices & Technology

Contact Service Resolution

Offer Constituent Preferred, Integrated Channels

Provide Consistent, Accurate, Real-time Information

Support Personalized Interactions

Organize for One Contact and Done

Capitalize on Self-service & Self-help

Implement Common “C” Identification

Recruit and Motivate Friendly, Knowledgeable Service People

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Implementation

Solutions

PwC Consulting ACCEL Framework

CRM

Vision

CRM Blueprints & Diagnostics

• Sales

• Marketing

• Service

Integrated

Multi-Channel

Solutions

Constituent

Analytics

Strategic Points of View

Operations

Planning

CRM ACCEL Defined

CRM ACCEL encompasses CRM strategies and implementations, linking them through diagnostics and blueprints

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ACCEL includes a library of business process maturity models which depict as-is and to-be maturity levels based on industry best practices

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Choice CommitmentCompetencyConvenience Customization

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CRM ACCEL Defined

Target level

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CRM ACCEL Defined

The scope of ACCEL is five functional areas supporting efficient and effective service across multiple channels

Ch

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Customer Interaction Management

Content Management

Customer Analytics

Transaction Integration

Phone

Web

PDA

E-mail

Kiosk

Paper/FaxCustomer

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Our reference architecture is a pre-defined, yet flexible, end-to-end constituent interaction reference architecture for multi-channel integration

ACCEL Reference Architecture

InteractionAnd Content Management

Analytics and Back Office Functions

Constituent Touchpoint

ChannelManagement

Transaction Integration

Front Office

•Content Delivery Translator•Image Capture & Indexing

Customers Content RepositoryInteractions

Data Warehouse Customer Analytics

•Universal, Queue/Routing/CTI/ACD •Channel Collaborator, Voice Recognition

Self-Service• Internet• PDA • Kiosks

• iDTV

• WAP/3GFace-to-Face

• Handheld• Retail Interface

Back Office

Legacy OrderMgmt.

Telephony• Phone • IVR• VoIP

J2EE J2EE

Operational Data Stores and Analytics

Legacy Service Mgmt.

Systems

ERP

Legacy Mainframe

Applications

JCAJCA/JDBC

Sales/Service Contact Centers Field Sales Field Service Marketing Self-Sales/Service

Integration Services

Personalization Services

Data Synchronization Services

Real-Time Integration Services

ETLOther

Legacy Systems

Content MgmtInteraction Recording

Email Response Knowledge MgmtWorkflow

Mail

Fax•• e-mail

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CRM ACCEL is

IV. Solution Demonstration Centers

I. Methods II. Points of View and Maturity Models

III. Implementation Accelerators

Current Assess

ment

Tra

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Assess1

2

3

4

6 7 8

9

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Blueprint

Customer Experience Components & Elements

Aware

Developing

Practicing

Optimizing

Leading

Mat

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No Capabilities

Target Maturity Profile

I. Functional Requirements and Process Models

• by functional area• by industry

II. Reference Architecture• Functional architecture• Application architecture• Physical architecture

III. UI Usability Guidelines and Models

• Contact Center• Web/Internet• Email

IV. Pre-developed Integration Services

• Real-Time• Near Real-Time• Batch

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Public Sector CRM Customers

Federal

FirstGov - Email response system

SSA eCRM - Develop a custom-centric service delivery strategy

DoEd/Students.gov - Transformation of student services

Immigration and Naturalization - National Customer Service Center

Fannie Mae - Seibel Marketing 2000 implementation

US Postal Service

State & Local

North Carolina DHHS - Improve delivery of services to citizens

Ohio Department of Taxation - Customer Care Center planning

California Public Employees’ Retirement System - Case Management

South Carolina Department of Revenue - Systems Integration

City of Los Angeles – 311 planning


Case Study – NC FAST

Families Accessing Services through Technology

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NC FAST is…

Families Accessing Services through Technology

NC FAST Vision:

To provide family-centered services through an efficient, seamless service delivery process that provides flexibility for the counties and accountability throughout the system

…using Technology... Keeping Families First

A business project, enabled by technology

Changing the way we serve families

Setting the course for the future of agency-wide management and delivery of integrated services

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ContactAssess-

ment

Elegibility Determin-

ation

Service Delivery

NC FAST - Scope

Process ScopeProgram Areas

• Work First

• Medicaid

• NC Health Choice for Children

• Food Stamps

• Child Care

• Child Support

• Child Welfare Services

• Adult and Family Services

• 18,250 Users (11,000 Concurrent Users)

- 15,250 State and County Employees

- 3,000 Citizens

Size

CaseManagement

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Legend

Release 1 Scope Systems

EligibilityInformation

System (EIS)

AutomatedCollections

Tracking System(ACTS)

Income and EligibilityVerification System

(IEVS), includingBENDEX, ESC,

SDX, SOLQ, TPQ,MCI, SXA, BEER

Food StampInformation

System (FSIS)

Common NameDatabase Service

(CNDS)

EnterpriseProgram IntegrityControl System

(EPICS)

North CarolinaAccounting

System (NCAS)Interfaces

EmploymentPrograms

InformationSystem (EPIS)

Contractorsand Outsourced

Systems

Shared DB2Tables, Daily

Tape/Flat Files/IMS DB,Daily/Monthly

Disk,Monthly

Counties

Other DHHSDepartments

Tape/Disk,Daily/Monthly

Disk,Daily

TANF DataCollection System

(DCS)

Client ServicesData Warehouse

(CSDW) ?

VSAM & Sequential Files,Monthly/Daily

Low IncomeHousing Energy

AssistanceProgram (LIHEAP)

Daily Batch,Real Time CICS

Electronic BenefitTransfer (EBT)

Child Abuse andNeglect (CentralRegistry) (CYA)

Daysheets / CARSInterface

Child Placementand PaymentSystem (PQA)

Flat Files, Monthly

FederalProgramAFCARS

ControllerOffice

Flat Files,Semi-Annually

UNC

Flat Files, Monthly

Flat Files, Monthly

DSS Planning andInformation

Flat Files FTP to ITS,Monthly

Flat Files, Monthly

Flat Files, Monthly

Flat Files via Information Mover, Monthly

Flat Files, Monthly

Daily Batch IMS DBDC,Real Time MQSeries Calls

Daily Batch,Real Time CICS

IPRSDaily MQSeries

Batch, Real TimeMQSeries Calls

Flat Files via Information Mover


Mental Health ClientData Warehouse

(CDW)


IRSSSA

ConnectDirect/Tape,Daily/Monthly/Quarterly

Tapes, Monthly

NC StateSystems

FederalSystems

DCD Child CareRegulatory

FederalSampling

ConnectDirect,Monthly

Department of Environment,Health and Natural

Resources (DEHNR)EXE/FTP, Monthly

Flat Files,Monthly

Flat Files, MonthlyCounties Tape,

Weekly

Disk, Daily/Weekly/Monthly

FTPMonthly

VSAM &Seq. Files,

Daily

Fed DCDC

FTP toCARES ProgramUpon Request

Aging ReportingManagement

System (ARMS)

FTPMonthly

Wake &Mechlenburg

County

Child Abuse andNeglect -Fatalities

(FAT)

Chapin Hall,Illinois

FTPUpon

Request/Quarterly/Annually

Foster CareFacility Licensing

System (FCF)

UNC

Flat Files, Monthly

Flat Files, Monthly

Tape, Monthly

ConnectDirect/Tape/FTPDaily/Yearly

Flat Files, Monthly

Flat Files, Monthly

Citibank

Sequential Files, Daily


SharedData Pool

FTPto

SocialWorkDW

UponRequest

Flat Files, Monthly

USDA Interface

Treasury Offset(TOP)

Dept of Revenue(DOR)

MedicaidAccounting

System (MAS)

ConnectDirect,Monthly

Daily

ConnectDirect,Weekly

Fed

FTP, Quarterly

ITS Common Storage, Weekly

ITS Common Storage, Monthly

OtherSystems

Disk, Monthly

Providers Tape/Disk/Paper,Monthly

ITS Common Storage, Daily

FederalSystems

ConnectDirect/Disk,

Daily/Monthly

ECS

FederalACF

Reporting

CountyAdministration

ReimbursementSystem (CARS)

Real Time, Manual

Shared DB2 Tables

Adult ProtectiveServices (APS)

FTPQuarterly

toKellogg

Flat Files on ITS,Read by Controller

Seq & VSAM Files,Monthly

Disk, Daily

Unknown/Non-DHHS

Sun Solaris &Windows NT

IBM MVS

Windows NTReports

Treasury

Disk, Upon Request

Adoption IndexMaintenance

System (AIMS)

EXE, Daily

ITS Common Storage, Monthly

Others Tape, Daily/Weekly/Yearly

DB2 Tables& Sequential Files,

Daily

ConnectDirect,Weekly

Tape,Annually

ContractorsOther DHHSDepartments

Tape/FTP, Quarterly/Monthly

Disk, Daily

Flat Files, Yearly

MQC

Disk, MonthlyDisk, Monthly

ConnectDirect, Quarterly

ESC

Disk, Quarterly

Disk,Monthly

WakeCounty

FTP, Monthly

Daysheets (SYA)

Shared DB2 Table

Flat Files DTS/FTP, Daily

CICS Indeterminate,Manual

ServicesInformation

System (SIS)

SharedSIS DB

Shared SIS DB

DCD SubsidizedChild Care

ReimbursementSystem (SCC)

FlatFiles

Monthly

Flat Files, Monthly

Tribal Council

Flat Files, Yearly

Online& Batch

Electronic FundsTransfer System

(EFT)

EIS & FSIS

Mainframe DSNUpon Request

Existing NC FAST Systems in DHHS

20+ legacy mainframe systems developed in 1980s to report rather than support user needs


Case Study – CTCC


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CCTC is a State agency responsible for many important functions in California public education (Kindergarten-12), including:

Establishing requirements for credentials that authorize public school teaching and service

Setting standards for programs that prepare public school personnel

Setting standards for subject matter programs

Assessing skills and knowledge; and enforcing professional practices standards.

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Project Approach - Customer Relationship Management

CRM processes & technologies support coordinated customer interactions across all communication channels

CRM technology investments provide better customer understanding, increased customer access, more-effective customer interactions, and integration across all customer channels and back-office functions

Customers(teachers and

IHEs)

Paperapplications and inquiries

Web-based applications and inquiries

Telephone inquiries

@cctc

E-mail inquiries

CCTC

CustomerData

CAW

PSD DPP

OGR

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Project Timeline - Phases 1 and 2Phase 1 - Web-based Status Tracking

Implementation in October 2001.

Provides the capability for credential applicants, credential holders, and stakeholders to perform application status look-ups over the web.

Phase 2 - Web-based Submission on Renewal Applications

Implementation in April 2002.

Provides the capability for credential holders to complete certain credential renewal applications on-line.

Phase 3 - Credential Processing and Reporting

Implementation in January 2003.

Automated processing and reporting of credential, disciplinary, and examination program information.

Will replace the existing Credentialing Automation System (CAS).

Provides a common repository for all credential-related information.

Will support the end-to-end credentialing process managed by CCTC.

Will provide consistent information and service across all communication channels (web, Interactive Voice Response [IVR], e-mail, telephone).

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Closing Thoughts…

Customer Relationship Management is not about technology. Applying CRM principles to the public sector is about

enabling vision, strategy, and process change – it is using “C”-centric principles to redefine and transform the delivery

of government services to constituents. CRM can assist government in realizing ”C”-centric efficiencies, increasing

satisfaction, and building a more effective multi-channel service delivery model.

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PwC ConsultingTM refers to the management consulting and technology services businesses of the member firms of the PricewaterhouseCoopers network of firms.

©2002 PricewaterhouseCoopers refers to the individual member firms of the PricewaterhouseCoopers network of firms. All rights reserved.

pwc consulting tm is a business of pricewaterhousecoopers. how to enhance service delivery to...

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