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

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Improving the Client

Experience Through

CRM and Case

Management

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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 Management - enabling a positive client experience

and improving performance

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pwc/ Improving the Client Experience Through CRM and Case Management

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pwc/ Improving the Client Experience Through CRM and Case

“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

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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

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)

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pwc/ Improving the Client Experience Through CRM and Case Management Figures - 2009 Canadian Citizen Experience Study, In Search of

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“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.” - 2009 Canadian Citizen Experience Study, In Search of Greater Engagement Strativity Group Inc.

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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.

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•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

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Traditional program and service silo constructs have

let to a service landscape where:

• 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)

Few common, consistent approaches to managing for high performance across government service organizations

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• 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)

Workload volumes significant and growing across all service

delivery channels and citizen satisfaction with service quality is

declining

No enterprise-wide approach to client identity management to offer improved self-service while protecting the integrity of government programs

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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

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The blueprint to achieve sustainable service improvements

and a rich client experience exists...

Focus on the touch points that matter most to Canadians C u s to m e r R e la ti o n s h ip M a n a g e m e n t (C R M ) c e n tr ic s e rv ic e d e s ig n a n d d e liv e ry C a s e M a n a g e m e n t • • • • • • • • • • • • • • • • • •

C u s to m e r R e la ti o n s h ip M a n a g e m e n t (C R M ) C u s to m e r-c e n tr ic s e rv ic e d e s ig n a n d d e liv e ry C a s e M a n a g e m e n t

•Improve experience with 3 channels that matter most •Grow self-serve

•In-person contact goes beyond restating web

•Resolving issues •Collaborating across organizational boundaries •Protecting privacy and sharing information

•Quickly and fairly resolve appeals and decisions

•Internal processes able to respond to exceptions and variations

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