Citizen interaction and case management

GOVERNMENT
Citizen Interaction and Case Management:
Improving Government Operations and the Delivery
of Citizen and Business Services with CRM Solutions

Improving Citizen Interaction and Case Management for Governments

Contents
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Citizen Interaction Management . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Case Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Using CRM to Support Specialist Units and Functions . . . . . . . . . . . . . . 5

CRM as Part of an Integrated IT Platform . . . . . . . . . . . . . . . . . . . . . 7

Key Benefits and Real-World Examples . . . . . . . . . . . . . . . . . . . . . . . 8

Assessing CRM Readiness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Moving Forward . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

2

Introduction
Most government organizations face two competing pressures: They need to deliver
high-quality services to citizens and businesses, and at the same time, improve efficiencies
and reduce costs. This white paper discusses how government organizations are increasingly Just buying CRM
turning to Customer Relationship Management (CRM) solutions to successfully meet and
reconcile these challenges.
software does
not deliver a
In recent years, the private sector has revolutionized the meaning of customer service.
For example, retail and banking customers can access customer support services when and
citizen-centric
how they choose, through a range of channels that include access to online information, approach, but it
around-the-clock contact centers, fully transactional Web sites, and interactive Web chat provides the
sessions. Customers now expect companies to know who they are when they call and
to respond to inquiries quickly, track orders precisely, and resolve complaints efficiently.
foundation for
These high standards of customer service in the private sector have in turn raised the citizen-centric
expectations of citizens, businesses, and contractors when they deal with government
ways of working.
organizations. Citizens and businesses now expect more seamless, personalized, and
convenient self-service options for interacting with government organizations, across
multiple channels, regardless of time and location.

To address these expectations, government organizations are adopting a citizen-centric
approach for service delivery, inquiry management, and other business practices. They
are redesigning their internal business processes to focus on the needs of their citizens,
businesses, and other service users. This citizen-centric approach requires centralized access
to detailed information about citizens and services, and many government organizations
are using CRM solutions to deliver these capabilities. Equipped with integrated portals and
contact centers, employees can quickly locate and share information, which lets them build
and sustain citizen relationships with the same tools private sector organizations use to
manage their customer relationships. Managers and front-line workers can resolve inquiries,
learn from feedback, and fix the root causes that create service problems.

Just buying CRM software does not deliver a citizen-centric approach, but it provides the
foundation for citizen-centric ways of working. This paper focuses on the ways government
organizations—from national ministries and agencies, to local, municipal, city, and regional
governments—can use CRM solutions to support the modernization and integration of
public services.

CRM solutions help government organizations transition from a service-centric to a
citizen-centric approach by:
∑ Providing rapid and seamless access to the organization’s knowledge base to rapidly
resolve citizen requests
∑ Simplifying processes and improving efficiency
∑ Connecting services within the organization
∑ Linking to partner organizations
∑ Integrating with service systems and back-office functions

Specifically, CRM solutions can support two interrelated functions for government
organizations:
• Citizen Interaction Management: The ability to organize and manage a wide variety
of citizen and business contacts, inquiries, and requests
• Case Management: The ability to track, manage, and resolve applications, inquiries,
and internal tasks
3


Citizen Interaction Management
CRM solutions enable staff to manage front-office contact with citizens more efficiently
and effectively. This aspect of CRM is often referred to as citizen interaction management
A robust CRM or contact management. Many government organizations introduce a CRM solution
as a means of handling and logging information inquiries, usually in conjunction with
solution provides
an information call center for handling telephone inquiries, or a contact center
access to the that can handle e-mail, hard-copy applications, faxes, and interactive Web communications.
organization’s Typically, call and contact centers handle inquiries from citizens who are applying for
services, responding to correspondence, or requesting further information. These basic
knowledge base, inquiries cover the same topics on a daily basis, taking up valuable time that technical staff
allowing call or could devote to more complex issues. By setting up a call or contact center to handle these
contact center staff inquiries, government organizations can provide better service at lower cost and free
technical staff to concentrate on more strategic activities.
to quickly answer
inquiries such as CRM solutions also provide tools for recording and responding to citizen inquiries. A
robust CRM solution provides access to the organization’s knowledge base, allowing call
“what time, “how,
” ” or contact center staff to quickly answer inquiries such as “what time,” “how,” “where,”
“where, and “why.
” ” and “why.” The system also records detailed information so that the next time the
citizen contacts the organization, the agent can refer back to the original inquiry and
explain the actions that have been taken and the progress made. Contact details need
only be collected once, reducing staff workload and ensuring citizens don’t need to
repeat information.

When citizens apply for services, call or contact center staff can complete electronic
forms that significantly reduce paper trails for processing applications. Equally important,
staff can realize major efficiency gains by using electronic forms that automatically fill in
information already recorded in the CRM system.

CRM solutions also can connect services for citizens and businesses in ways that make
sense to them. Centralized contact information gives organizations a comprehensive
view of the mixture of services that citizens or businesses can receive. For example, a
senior citizen who wants to find out about housing benefits might also be interested
in hearing about other benefits available to seniors. A new business registering as a
restaurant will need to learn about local by-laws, food inspection processes, and refuse
collection arrangements.

Easy access to centralized service and contact details also means that specific groups of
service users or geographic areas can be quickly notified about a relevant problem, such
as a risk of flooding, a change in refuse collection schedules, or road closures.

Effective citizen interaction management forms only part of an integrated CRM platform.
The real power and efficiency gains come when the front office is connected with service
information and back-office functions. Without this integration, organizations merely
provide a faster way to manage inquiries and apologize for delays.

4

Case Management
Too often, contact centers equate quality of service with how quickly staff responds to
an inquiry. Case management shifts the emphasis to how efficiently their problem or
request is resolved. Most citizens value rapid resolution more than “a friendly manner” CRM solutions
or the ability to provide additional relevant information, although these elements are
both key factors in delivering quality service. Equipped with the right tools, experienced
provide managers
and well-trained staff can handle and resolve inquiries more efficiently. A well-designed with information
CRM solution connects customer inquiries with back-office systems, enabling effective that helps them
case management.
understand case
Traditionally, case management has been handled manually. For example, a paper-based lifecycles, how best
application for a building permit or planning permission would become part of a
hard-copy file containing all correspondence and activity details. When case management
to route cases to
is supported by a CRM solution, authorized personnel gain instant online access to achieve rapid
centralized, real-time information, freeing managers and case workers from dealing
resolution, and
with large amounts of paper. They can work with consistent, standardized processes
from initiation through resolution and create alerts for action or escalation. Error rates where problems occur.
are radically reduced by eliminating manual records, duplicate data input, and multiple
handoffs. Equally important, CRM solutions deliver consolidated views of all cases,
comparative data on performance, and search capabilities that support management
information requirements.

In addition to helping government organizations efficiently manage individual cases
and workload, CRM solutions provide managers with information that helps them
understand case lifecycles, how best to route cases to achieve rapid resolution, and
where problems occur.

Using CRM to Support Specialist Units
and Functions
CRM solutions provide powerful tools that support discrete services and specialized
processes across the entire organization, including:
Using a CRM
Complaint handling and management: Complaint handling is a critical but
time-consuming, often costly task for all government organizations. Direct and indirect
solution, staff can
costs can strain budgets. Mismanaging or failing to resolve complaints reflects poorly accurately and
on organizational processes and creates ongoing friction with citizens. Using a CRM
rapidly capture and
solution, staff can accurately and rapidly capture and classify complaints. Complaint
cases are routed automatically to appropriate staff, who can then easily track progress classify complaints.
through to resolution. In addition, data collected about complaints provides a powerful
information source for evaluating staff and business unit performance, weak processes,
and areas where proactive action can eliminate complaints.

5


Recruitment: Specialist recruitment units often support large departments or multiple
departments in government organizations. In many cases, these units deal with the same
individuals through multiple communication channels. Recruitment advertisements
typically direct potential applicants to Web sites for information, application forms, and
terms of employment, but recruitment staff will still take telephone calls and send out
A CRM solution hard copy documents. A CRM solution can enable recruitment units to track applications,
can enable contacts, and progress—regardless of the channel used—from initial contact through
recruitment units to hiring or rejection. Staff can easily be assigned or re-assigned to specific recruitments,
tasks, or interviews. They can schedule follow-up appointments efficiently, and set up
track applications, automatic alerts to ensure candidates receive the documentation they need and a
contacts, and superior recruitment experience.

progress—regardless Economic development or inward investment units: Attracting new businesses and
of the channel employment opportunities is vital to almost every community. A CRM solution helps
economic development staff effectively manage outreach and marketing campaigns and
used—from initial
monitor a pipeline of new or expanding businesses. It also enables them to advise potential
contact through new businesses on key topics such as the availability of suitable land and buildings, planned
hiring or rejection. public investment in new roads and infrastructure, incentives to relocate, and the availability
of suitably skilled employees. Staff and managers also can use centralized economic
development dashboards to view progress and identify follow-up actions.

Grant management: Grants often involve time-consuming and expensive administrative
processes that demand precise management and standardized, transparent processes.
Traditionally, grants have been managed by small units using a combination of
spreadsheets, calendars, word processing, and ad hoc databases. Increasingly, government
bodies are consolidating these units and processes for issuing and managing grants.
Using CRM technology, grant applications can be received online. Key functions such
as allocations, monitoring, and inquiries can be managed electronically. Automated
processes allow applicants to track the progress of requests and allocations, as well as
facilitate compliance with accountability, audit, and legislative requirements.

Field service management: The work patterns of field services staff are changing
dramatically. In the past, an environmental health inspector or building control officer
visited their office every day to collect relevant files and write reports. If they needed
additional information, they would have to research it in the office and then schedule
another visit or follow-up action. Today, inspectors can leave home with a handheld
device that contains the schedule of visits and all relevant documentation. During their
visit, they can use the device to complete an electronic form that records all relevant
details and reference information, as well as review outstanding issues or requests. They
no longer need to visit their offices as frequently and can instead focus their efforts on
serving customers, because all the information they need is updated in real time. As
priorities shift, managers can make scheduling changes remotely.

Citizen segmentation: Private sector companies use customer segmentation to tailor
services to specific customer needs. In turn, government organizations are adopting the
technique to improve levels of citizen satisfaction. Information from the CRM system can
be combined with socio-economic data to divide citizens into customer groups, based on
identifiers such as age, housing type, and socio-economic status. Coupled with location
data, the main services used, and channel preference (telephone, e-mail, Web sites, and
face-to-face), segmentation helps facilitate informed decisions about targeting and
promoting services. This allows government to provide personalized, cost-effective
service for all citizens.
6

CRM as Part of an Integrated IT Platform
CRM effectiveness dramatically increases when solutions are linked with workflow and
electronic records management systems. Workflow enables organizations to monitor
tasks and the movement of documents from the start of a business process through Integration between
completion. Electronic records management systems provide powerful tools for managing,
searching, retrieving, and controlling access to electronic documents. Integration between
CRM solutions and
CRM solutions and workflow systems ensures that the right information is available at workflow systems
the right time and in an appropriate format. Electronic records management systems ensures that the
also support important functions such as statutory information inquiries, integration of
e-mail records, and version tracking for documents. right information
is available at the
Figure 1 CRM as part of an integrated IT platform right time and in an
Desktop Tools & Mobile Working appropriate format.
Extranet
Workflow
Business Face to Face
Service
Applications
Citizen Interaction
Channel Management

Management

Intranet (Web)
Case
Kiosk Management

Telephone ERP/
Back Office

Mobile (SMS) Records Management
Citizen

Post
Business Intelligence & Performance Management Tools

Mapping and Geographic Information

Business Intelligence tools transform the data captured through CRM solutions into
powerful information used for planning, decision making, performance management, and
resource allocation. CRM systems provide government organizations with deep visibility
into citizen interactions, including the services they use, their levels of satisfaction, and the
problems that they experience. Analytical tools equip organizations to adapt to changing
circumstances, improve satisfaction levels, and make informed trade-off decisions about
costs and levels of service. Because location is often key to effective service delivery,
particularly for local and regional governments, CRM-based analysis becomes even more
powerful when linked with mapping or geographic information systems.
Business intelligence tools also enable organizations to use cluster analysis that helps them
link cause and effect for service issues.

CRM systems can also support mobility and flexibility as more employees work from
multiple offices or their homes, or work on the road with wireless-enabled laptops, tablet
PCs, and personal digital assistants. Increasingly, the boundaries of CRM solutions are
blurring as they form part of an integrated IT platform (See Figure 1).

7


Key Benefits and Real-World Examples
CRM practices and solutions enable government organizations to implement and support
the delivery of modern public services. Key benefits include:

∑ Improved access to services by citizens as they find it easier to obtain information
on how and where to access services
• Higher levels of satisfaction as citizens find it easier to obtain information and
quicker to resolve inquiries
• Better support for citizens through improved tracking and follow-up for inquiries
and cases
• Improved efficiency and savings through better planning and resource allocation.
CRM solutions can highlight peaks and troughs of activity, as well as help managers
spot emerging trends and deal proactively with common problems
∑ The ability to integrate front-office inquiries with back-office delivery systems
• Improved use of resources through reducing administrative costs and moving
more staff to front-line delivery of services
• Significant reductions in redundant contacts, including progress-chasing by
citizens across multiple departments and repeat inquiries

Improve Responsiveness

United States: California Department of Corporations—The Department of
Corporations is the investment and financing authority in the State of California.
It licenses and regulates financial services and securities-related businesses that
operate in the state. As part of a state initiative to use information technology to
make state offices more responsive to the public, the Department implemented
a CRM solution. The Department can now efficiently receive and track public
concerns and provide departmental responses. The public has responded positively
to the Department’s initiative, and the call center has increased its call handling
capability by 50 percent.

Integrate Service Delivery

United Kingdom: States of Jersey—The States of Jersey is an island country of
88,000 citizens located about 100 miles south of mainland Britain and 14 miles
from the coast of France. It implemented a CRM solution, including a one-stop
shop environment and a single transactional Web site, as part of its plans to
improve delivery of public services to citizens and save £20 million ($40 million
USD) by 2009.

8

“We’re now able to
serve our citizens
based on their
personal specific
needs and give
them much more
specialized attention.
”

Abrantes City Council

Automate Manual Processes

Portugal: Câmara Municipal de Abrantes—Most of Portugal’s 300 city halls still
deal with citizen requests manually. Abrantes is an exception, and it has a vision
of creating greater community cohesion that offers each citizen online access to
relevant information about education and health, as well as local government
services. The goal is to improve the quality of life for citizens and make Abrantes
more competitive at the national and regional levels through the innovative use
of technology. Since 2004, the city council has been investing in new Web-based
solutions to deliver integrated, high-quality, and cost-effective services to its citizens,
online and through its customer contact center.

Abrantes has now cut in half the average time it takes to process a citizen
transaction. Council employees are working more productively with a single
information system that integrates citizen information from all its line-of-business
applications. This solution is also now being extended to nine other neighboring
districts, as Abrantes consolidates its role as a services hub for other councils.
Abrantes City Council says: “We’re now able to serve our citizens based on their
personal specific needs and give them much more specialized attention.”

9


Assessing CRM Readiness
Assessing when a government organization should implement CRM practices and solutions
tends to be influenced by their progress in implementing e-government. In its simplest
form, e-government is about using technology to enhance access to and delivery of
government services for the benefit of citizens, businesses, and employees. In general,
the implementation of e-government includes the following phases:

• A basic Web site or sites offer one-way communication of information such as
regulations, key dates, and bidding processes for government contracts. In most
cases, government organizations have little recognition of the need for and benefits of
CRM during this phase, but it is important that they begin to understand the
benefits of a citizen-centric approach and how CRM solutions can support their
plans for moving to subsequent phases.
• Online government services allow citizens to request and receive information through
electronic forms, document downloads, and e-mail. Government organizations begin
to think in terms of citizen needs and to collect “customer” information. Initially, each
business unit tends to want their own one-stop-shop, contact or call center, Web site,
and CRM solution. This can lead some units to think that just buying the software will
deliver citizen-centric services. Instead, they need to recognize that a citizen-centric
approach requires new ways of doing business that CRM solutions can facilitate. At
this point, a CRM solution can be introduced to handle specific services and functions,
with the expectation that it will evolve into an organization-wide system. Organizations
may also begin to link the CRM solution with existing desktop tools, financial processes,
and electronic forms.
Equipped with • Integrated government services enable citizens to work with online self-service
applications and financial transactions such as electronic payments, renewal of licenses,
an integrated
and tax returns. At this stage, governments recognize the need for a one-stop-shop
CRM platform, approach and a single transactional Web site environment that supports the entire
organizations gain organization. Officials begin to see the potential for the smarter use of corporate data,
citizen segmentation, and the potential for business intelligence tools. These
powerful relationship organizations devote considerable effort to linking front- and back-office functions
and case management to deliver Web-based access to transactional information, integrate branch- or
capabilities that division-level office systems with headquarters, and provide personalized services
to citizens 24 hours per day.
integrate with • e-Government programs create a single point of contact for all inquiries through
workflow, document a citizen-centric front office, with standardized business processes that connect with
the organization’s back-office system. New ways of working take full advantage of
management, and
technology to provide effective and responsive services. Equipped with an integrated
mapping systems. CRM platform, organizations gain powerful relationship and case management
capabilities that integrate with workflow, document management, and mapping
systems. People also can access information and tools remotely through a wide range
of mobile devices.

10

Moving Forward
Whatever CRM solution you choose, the important point is to recognize that CRM
is much more than a system for recording customer contacts. It is an integral part of
developing a citizen-centric organization. For government organizations, an effective Whatever CRM
CRM solution needs to support rapid and friendly response to inquiries, along with the
solution you choose,
case management functions needed to achieve resolution. Just as important, the
solution should integrate fully with back-office and desktop systems and connect the important point
smoothly with business intelligence tools, workflow, mapping, and mobile devices. is to recognize that
In short, a CRM solution needs to be part of an integrated technology platform and
not a one-off, isolated purchase.
CRM is much more
than a system for
This paper has been developed for Microsoft Dynamics™ as part of its wider program
of working with and supporting government organizations. To date, Microsoft has helped
recording customer
a wide range of government organizations create reliable, secure, and integrated CRM contacts. It is an
solutions that build on existing IT system infrastructures and that can adapt to changing integral part of
needs. Transformational change requires careful planning and collaboration among
stakeholders and across government organizations. Together with its partners, Microsoft developing a
can help government organizations evaluate their operational needs and successfully citizen-centric
implement reliable, integrated, citizen-centric solutions. To learn more about how
Microsoft Dynamics CRM can help your organization operate more efficiently and
organization.
provide better service to citizens, visit www.microsoft.com/crm.

About the Author
John Thornton has over 25 years experience working with and for government
organizations. Between 2001 and 2005, John served as the local government e-envoy for
the United Kingdom. Working with local and central government, John helped ensure
that all local authorities achieved the Prime Minister’s target of having all local services
online by 2005. He is an independent adviser, writer and broadcaster on business
transformation, e-government, and innovation. John is a director of e-ssential Resources,
which provides advice, consulting, and support to public sector bodies, and he serves also
as a director of the SMART Governance Network.

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to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information presented
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