Here’s What No One Tells You About Many Local 311 Contact Centers

Meet Todd Jones. Todd proudly bought his family’s rowhome in a large urban community 30 years ago after he left military service. After raising four children, Todd and his wife are empty nesters and active volunteers in local community activities. Todd is concerned about maintaining the value of his home and began attending community neighborhood beautification programs meetings sponsored by the City Council offices a few years ago. Although he voices his concerns at the community meetings, he still feels frustrated City government workers are not doing their jobs to resolve recurring neighborhood service complaints, such as demolishing abandoned homes, removing wall graffiti, picking up missed trash, etc. As such, his frustration has led him to compile and store “evidence and proof” of notes from conversations with city officials about his concerns in what he called his “City Complaints Black Binder”.

As the new Deputy Managing Director of the City of Philadelphia’s 311 Contact Center, , I would often attend various neighborhood community meeting after community meeting where I would run into the same types of residents. Residents who were frustrated, who’d been long-established fixtures in their neighborhoods, and were seeking answers and change from the City.

More than a few occasions, I was presented with thick “black binders” full of personal meeting reports and general community issues by neighborhood residents. Sitting down, listening to the resident’s frustrations, and flipping through these binders, I became frustrated but also motivated because, in most cases, the residents never called the 311 contact center to report their complaint about various reasons (i.e. didn’t know about 311, didn’t trust department processes, etc.). Behind every concern in those “Black Binders” was a community member who was ready to transform their neighborhood into a better place, and City leadership needed to partner with them to make that a possibility.

At some point, government leaders overseeing 311 contact centers and their service department partners should ask themselves, “what can we do to improve the services we are currently providing?” Unhappy customers cost more to serve and sometimes the answers are not about requesting huge budgets and resources to fix the problem. Fortunately, applying innovation principles using existing resources and processes would be the key to successfully address the problem.

I always think of the Maimonides quote, “give a man a fish and you feed him for a day. Teach a man how to fish and you feed a man for a lifetime.” In this particular scenario, the answer was to create a neighborhood platform for change and provide those who wanted to create that change with the tools to do so. This was how the 311 Neighborhood Liaison Program was designed and implemented.

The program was created to eliminate the middleman and have stand-out community leaders who brought their neighbors’ concerns straight to Philly311. In short, a 311 Neighborhood Liaison is someone who records items discussed during community meetings and contacts Philly 311 for action and answers. Today we have a community engagement in play that:`

• Recruit, identify, train, and engage neighborhood residents into the 311 Neighborhood Liaison program,

• Makes it easy for trained 311 Neighborhood Liaison to report 311 service complaints 24/7/365 using their mobile phone or laptop

• Provide status updates that a City service complaint was accepted and action is being taken by the applicable partner agency using CRM technology,

• Centralizes all concerns, and issues of the community using data, by creating an account for any neighborhood,

• Provides access to the status of issues or concerns at any time by checking the status of the issue through the Philly311 website or contacting or by contacting a local Neighborhood Liaison (neighbor to neighbor engagement),

• Use 311datasets to improve city services and personalize interactions using data analytics and artificial intelligence,

• Builds trust in the community by getting people involved in reporting issues to the 311-contact center and view transparency in government in real-time.

Looking back, I’m happy to report that I did not face any angry residents with black binders at community meetings once we launched the 311 Neighborhood Liaison Program. The program is self-sustainable in many ways that other government services are not. After training, community members are equipped with the necessary tools to create the change they desire.

I like to think that the amount of growth we saw in the program was indicative of its success.  In the first two years since launch, the program doubled from 600 participants to over 1,200.  Residents will fight for positive service delivery transformation and it is the government leaders’ responsibility to fight along with them.

Author Rosetta Carrington Lue is the CEO of RCL Customer Experience Solutions, LLC and is a Senior Advisor & Government Contact Center Experience Management Consultant, 311 Pioneer & Futurist, 2015 White House Presidential Executive Fellow and former Veteran Experience Office SES and City of Philadelphia Chief Customer Service Officer.

Why Do You Need a Government Chief Customer Experience Officer?

In the past few years, we’ve seen the emergence of Government Chief Customer Experience Officers, a new kind of executive in the Mayor, City Manager, or Secretary’s cabinet. While this role is growing more and more popular, there are still lingering questions about where it is necessary for a government agency.  As a former Chief Customer Experience Officer for the City of Philadelphia and Senior Contact Center Advisor for the Veteran Administration, it shouldn’t be a surprise that I agree with the role’s necessity.

While it can be argued that government agencies are relatively concerned with customers to want and needs, efforts can become fragmented across an agency through its departments or leaders over time. The financial department, for instance, could be modeled to provide an excellent customer experience but limited resources, staffing changes or other department-specific events could shift priorities. Now take this example and multiply it across each and every department or leader within an agency, each with an equal chance to lose sight of the customer due to unique circumstances. This is why a Chief Customer Experience Officer is essential, to drive customer-centric initiatives and to coordinate efforts across departments so that these initiatives stay intact.

Marchai Bruchey, the Chief Customer Officer of Thunderhead describes the need for coordinated efforts for successful customer experience strategy:

“It is really important to look at the customer from across the organization, because as a customer if I am calling my bank and have a conversation with a call center agent after having just finished a web transaction, I would like that agent to know about this activity. If they know about all the conversations I have had then they will have a different dialogue with me than just having insight into one channel. Customer service doesn’t own the customer. The customer owns the company. And that means we touch them across it.”

In the public sector, like a major city government, such coordination is vital to maintaining a high level of customer experience. We have tried to facilitate this coordination through the Administration’s Department Customer Experience Officers  Program, naming specific DCXO’s for each department. While this effort helps to keep customer experience as a priority across the administration, the Chief Customer Experience Officer guides the actual effort, making sure that it too stays completely customer-centric and does not waiver.

The most important takeaway is that there absolutely cannot be silos for customer experience and service throughout an agency. Customer experience needs to be “silo-less.” A Chief Customer Experience Officer can help, initiate and coordinate to create the absolute best experience for customers, across an agency, whatever their experience might be.

What have your experiences been with having (or not having) a designated executive for customer experience?

A Best Kept Government Culture CX Transformation Secret

C62DDEAF-89F9-41A8-8C1B-0C6ADE18727A-2862-000001F129B41E38The Secret? Implement an Organization-wide Department Customer Experience Officers (DCXO) Program

When trying to implement a customer experience transformational strategy across an organization, you can expect many hurdles to arise which could slow down its implementation at various levels within the organization. Some examples of these hurdles are departmental processes, individual leaders or a change-averse culture. Thus, for a strategy to be completely adopted, you need to elicit key stakeholders to drive it forward.

Government leaders should consider creating an innovative Department Customer Experience Officers (DCXO) program within the organization to help drive customer experience management strategies and activities. The program should be centralized, managed, and budgeted out of the Administration’s Customer Experience Office (CXO).
The Department Customer Experience Officer (DCXO) program should align perfectly with the Administrative Customer Experience Office, led by the Chief Customer Experience Officer, based on their managerial responsibilities and oversight since the primary duties of the Chief Customer Experience Officer role are to:
  • Provide a single vision and a consistent customer experience across all methods of access is required by customers

  • Design and support key activities and projects to support the customer experience throughout the organization

Launching a departmental Customer Experience Officers (DCXO) program as a customer-focused strategic initiative allows a Department Head to select and appoint the employee to act as a liaison between the Chief Customer Experience Officer and the Department Heads. Over time, participation in the program will provide each Department Head with a trained “customer experience expert” to work directly with their staff on customer and employee engagement activities, such as development and validation of key performance indicators, implementation of customer journey mapped process re-engineering projects, or enhancement of the employee engagement programs.
During the Department Customer Experience Officers Training Program, the Department Customer Experience Officers (DCXO) will learn, research, and create documentations which are unique to their department or function:
  • Customer Experience Vision and Mission Statements

  • “Voice of the Customer Program” Process to Identify and Prioritize Customers’ Needs and Wants to Improve Service Quality

  • Customer Experience & Customer Service Training Program

  • Customer Feedback and Engagement

With this model, each trained Department Customer Experience Officer (DCXO) can provide department-specific customer/employee insights and articulate evidence-based recommendations to help the Administration’s customer experience transformation strategy survive and succeed throughout the organization.
While it might seem that this approach might create a fragmented customer experience initiative across the organization, it is the responsibility of the Chief Customer Experience Officer to make sure their deliverables are consistent and aligns with the Administrative strategic level plan.
What’s noteworthy are the Department Customer Experience Officers (DCXO) can be involved in the yearly Customer Experience Office customer experience strategic plan review and give valued feedback throughout the customer experience transformation implementation journey.

What programs do you currently have in place to ensure the organization is executing your customer experience plans and initiatives?

Is Your Government Contact Center ISO Certified? Why Not!

CX is critical for customer and employee engagement so knowing the current state of CX is important. Many organizations don’t do this, don’t know how or cannot afford to do so for time and cost reasons.  How can this be resolved?  Get your government contact center a prestigious designation with the ISO 18295 certification.

What is ISO?  International Standards for Organizations (ISO) International Organization for Standardization develop and publish International Standards. International Standards make things work. They give world-class specifications for products, services, and systems, to ensure quality, safety, and efficiency.

Why an ISO 18295 certified is important for government contact centers? 

  • Measure productivity in service delivery across all of the government.
  • Apply consistency of benchmarking data, performance metrics, digital engagement, staff training, and technology to access customer experience results with other government customer contact centers.
  • Create value for the customer, the community, the employee, and customer contact centers.
  • Deploy strategic tools that reduce costs by minimizing waste and errors and increasing productivity.
  • Improving the efficiency of the service and the client or customer contact center relationship.
  • Demonstrates that you have an effective quality management system in place and firm control over your processes and procedures.

Zainuddin Hussein, Chair of ISO/PC 273, the project committee in charge of ISO 18295 (Requirements for Customer Contact Centers), said it considered and addressed many customer concerns when developing the standards, such as waiting times, means of contacting the company and customer experience expectations.

“The committee established that there are already some regulations and national standards present in some countries,” he said, “and our research showed that where they were implemented, customer satisfaction improved.

“The new standards bring together international best practices that can improve the service offering and customer experience even more, while also providing a framework on which future national standards can be based.”

ISO 18925 International Organization for Standardization specifies requirements and gives guidance for in-house contact centers and outsourced contact centers. It is intended to be used for any customer interaction with a Customer Contact Center (CCC).

This standard can be applied by organizations both in-house (captive) and outsourced (third party operator) Customer Contact Centers of all sizes, across all sectors and all interaction channels, including inbound and outbound. It specifies performance metrics (KPIs) as and where required.

Key global principles in standard development for contact centers:

1. ISO standards respond to a need in the market
ISO does not decide when to develop a new standard but responds to a request from industry or other stakeholders such as consumer groups. Typically, an industry sector or group communicates the need for a standard to its national member who then contacts ISO.

2. ISO standards are based on global expert opinion
ISO standards are developed by groups of experts from all over the world, that are part of larger groups called technical committees.

3. ISO standards are developed through a multi-stakeholder process
The technical committees are made up of experts from the relevant industry, but also from consumer associations, academia, NGOs and government.

4. ISO standards are based on a consensus
Developing ISO standards is a consensus-based approach and comments from all stakeholders are taken into account.

How do you get started to become certified and accredited to meet the ISO 18295 contact center requirements?

Many companies hire a consultant to get outside help to manage the certification process. With the right preparation and a good understanding of what is required for ISO 18295:2017 certification, most organizations can expect to achieve certification within 3 to 6 months depending on their size and complexity.

IMPORTANCE OF AN OPERATIONAL AUDIT IN A GOVERNMENT CONTACT CENTER

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Why are government contact center operational audits important?  According to the Institute of Internal Auditor, an operational audit is a systematic process of assessing an organization’s effectiveness, efficiency, and economy of operations under the influence of the management and giving details of the evaluation and recommendations to suitable persons. An operational audit has a number of objectives that define the importance attributed to conducting it on a government contact center. Some of these benefits include:

  1. Influence a positive change: Conducting operations audit for government contact centers assists its management to understand how future processes and policies will bring about maximum efficiency. An operations audit assists in developing clearly defined aims and strategies that will make the contact center a high performing one. An operations audit entails verifying written policies and procedures for operations.

For instance, the procedure by which employees are placed on shift sessions is evaluated. Assessing each process to determine if any of them should be combined or scrapped is also important. When these instances have been sufficiently sorted out by the operations audit, the path to positive change isn’t a lengthy and difficult journey any longer.

The employee turnover is another measure to demonstrate a positive change in a contact center. Fortunately, an operations audit evaluates this factor. When an employee has a high turnover, it may be that the manager has inadequate supervisory skills. Organizing seminars and workshops for these supervisors may help in improving the employee’s turnover.

  1. Review Internal Controls: In the accounting department, internal control is a term used to describe the processes that ensure organizational aims have a positive impact on operational efficiency, reliability of financial reporting and is in compliance with rules and policies. Internal controls provide an avenue by which organizational resources are allocated, monitored, and assessed. Internal controls help in protecting organizational resources and identifying fraudulent schemes.

The Foreign Corrupt Practices Act (FCPA) of 1977 and the Sarbanes–Oxley Act of 2002 posted that there is a need to improve internal controls in public corporations including government contact centers. Truly, many a time the internal controls need improvement. However, these internal controls are key elements of the operational audit. Hence, getting to assess those internal controls helps the organization improve its performance.

  1. Understand Risks: There are several risks that are susceptible to occurring during operational hours. These risks may include errors committed by personnel, IT system failure, network interruption, safety and health matters, fraud, and litigation amongst others. There may not be a definite stop to these risks, but operational audit gives us an insight into how these could happen. When a government contact center employs agents, they are given access to sensitive information about the citizens.

Contact centers often have a high turnover and average attrition which is put at about 30% in the United States. Additionally, the employees at government call centers are mostly entry-level workers. An operational audit helps the management to understand how all these threats to the security of citizen’s information may be mitigated and avoided.

Discover areas that need improvement Opportunities: A consequence of understanding risk is the recognition of faulty areas where improvement is needed. There are various forms of risk – financial risk, operational risk, environmental risk, and reputational risk. Operational audits allow the auditors to determine these risks and thus, discover opportunities to do forestall them. Conducting a regular operations audit on government contact centers allows auditors to determine how these centers can improve their services and prevent risks such as network interruption, fraud, and theft of information from happening. Every operational audit brings with it an opportunity to make positive changes and improvements, no matter how small. Thus, the role of operational audits in a high performing government contact center cannot be overlooked.

Government Contact Center Customer Experiences First Step

Who needs to conduct an annual contact center audit and assessments?  Anyone who needs to understand how to improve their customer’s digital experience and the organization’s service delivery performance. Whether they manage a team, offer organizational help to team managers or are an industry body in search of industry benchmarking, an assessment tool can help you figure out how to improve your government customer experience delivery, reduce operational costs and increase employee engagement.

Through the completion of the contact center audit, you can ensure that the organization has a good understanding of the current state of the operation. The audit allows you to examine the contact center maturity and performance in contrast to ‘best practice’ centers globally.

This creates the baseline and context against which the contact center operations can be viewed and assessed. The execution of the audit by surfacing issues and/or concerns is an essential step in ensuring the success of the contact center operations.

Audit categories include:

1. Technology Review – All digital channels, operating technology (i.e. CRM) and telephony within the center, the effectiveness of technology, it’s utilization, scalability, interoperability, new technology opportunities including specifically any required telephony upgrade and ROI calculations. 

2. Operations Management – Process improvement opportunities, workflow process opportunities, automation opportunities, change management, employee and customer satisfaction, measurement and reporting. 

3. Compliance Management – Awareness and understanding of applicable rules, regulations, and standards. Policies, processes, and procedures for ensuring the operation is and can document compliance. 

4. Operational Alignment of the contact center to the business goals, especially related to desired patient journey both within and outside of the normal center operating hours, and presenting suggested approaches and results. 

5. Human Capital Management – Recruiting, Hiring, Job Descriptions, Skills Mapping, Workforce Management, and Optimization, Forecasting, Scheduling, Training, Coaching, Succession Planning, and Quality Assurance.

Outcome:  After the completion of the audit and assessment, you should expect a clear direction, in the shape of detailed reports to empower you to deliver better customer experience and give you a precise idea of where your organization stands in the world map if you also include a benchmarking tool.

Author Rosetta Carrington Lue is a pioneer in the field of Government Customer Experience Management and has devoted an entire career to bettering the lives of everyone around her through her work. She is right at home as the CEO of GovCX Professionals (www.govcxprofessionals).

How To Exceed Your Government CX Contact Center via Benchmarking

Background story: 

I recently met with Cynthia, a Senior Government Contact Center Leader, who was at her wits end trying to manage the agency’s initiative to transform and modernize the contact center as part of her performance expectations.  Cynthia was familiar with the buzz words around “customer experience” but was struggling to decide how to prioritize and build a business case for change.  She didn’t know what “specific problem she was trying to solve” but knew she had to show she was doing something to improve the customer experience.  “Journey mapping, multi or omnichannel communications, CRM, IVR, data visualization, AI, knowledge management, etc. What should I do?”

My Response:  Step back and begin with a Contact Center Audit, Assessment, and Benchmarking initiative to roadmap where you should start the contact center’s transformation and modernization journey,

I explained to Cynthia that it’s critical to understand the current contact center customer experience environment and the future (vision) environment to identify gaps in the operations.  In addition to understanding customer experience operational gaps in the contact center, benchmarking other government operations to improve their customer’s digital experience and agency’s service delivery performance.

Let’s discuss why benchmarking is important

For an agency contact center to transform and modernize, there is a need to evaluate the performance against that of other government contact center establishments. Although a government may not be in competition with regards to the citizens it cares for, there is a need to benchmark the performance of a contact center against another.

As such, government contact centers can quantitatively evaluate the difference in performance level with other reputable call center agencies. Consequently, government contact centers can set customer experience goals and objectives which can serve as motivation for employees to work to the highest standard.

The importance of benchmarking government contact centers includes:

  1. Evaluate the success of your customer experience improvement initiatives: What is the point of making improvements in certain areas and not having to know whether it was successful? Benchmarking helps to create a status quo towards which the success of a government contact center is measured against customer service standards and to understand your position against world best practice.
  2. Gain an insight into other government contact center standard practices: A government contact center trying to compare its success with that of a corporate contact center is futile. It is a lot more beneficial to know what other governments are doing, especially those setting the pace. The failures and successes of a government contact center may help others learn and improve their policies and procedures.
  3. Rate customer experience channels performance objectively: Conducting customer surveys and using certain operational metrics speaks volumes about the performance of an organization. However, it is not enough since a government contact center may not be performing up to international standards. Hence, benchmarking leads government contact centers to rate their performance about similar organizations, rather than having the performance score based on internal assessment tools alone.  The findings from a study indicate that institutions that pay more attention to great customer experience will have a 30-50% more chance to get recommended by its customers. This metric is subjective and it is derived by requesting that customers complete a survey where answers have scores ranging from 1-5, 1-10 or Very Satisfied – Not satisfied.

I also recommended for Cynthia to work independently certified government customer experience professional.  They bring industry experience and knowledge to the table, enabling her to navigate the assessment process in record time by supporting management. They are experts at identifying and anticipating opportunities for growth, staff development, cost reductions, increased productivity and technology improvement within your organization. Ultimately leading to cohesion within teams and customer service delivery support, they add tangible value to the assessment process.

Next Blog:  What’s Included In A Government Audit and Assessment Report

Author Rosetta Carrington Lue is a pioneer in the field of Government Customer Experience Management and has devoted an entire career to bettering the lives of everyone around her through her work. She is right at home as the CEO of GovCX Professionals (www.govcxprofessionals) where she spends her time focused on building a welcoming, innovative, and engaging government customer experience.

Wanted – Women CIOs in Federal Government

About 18% of chief information officers or chief technology officers at big U.S. firms are women, according to a Korn Ferry analysis conducted in early 2019 covering the country’s top 1,000 public and private companies by revenue. That’s up from 16% in 2017.

An informal survey indicates the number of females leading IT operations in the federal government is even less than the national average.  However, in the government, a lot of women have a great reputation in the technology field which includes, but not limited to, Federal Chief Information Officer Suzette Kent, Dana Deasy, CIO, Department of Defense, and Renee Wynn, CIO, NASA.

Federal CIO Advice

Worldwide spending on information technology is expected to reach near-$4 trillion this year, according to Gartner, with the fastest growth rates in enterprise software, IT services, and data-center spending, as the cloud still booms and greater cyberthreats loom. Larger technology budgets and resources are being made to improve the customer experience for customers and employers. Therefore, it is very important for women to be at the table to help bring their diverse expertise and experience to drive those discussions and have the authority on where to prioritize those investments.

Women in the public sector have played pivotal roles in moving toward a more open, innovative, and responsive government.  Women can move up their career ladder and get hired on the government IT jobs. It is not an easy task but is not impossible indeed.

Women climbing the ladder would have to make their own place in the government sector by following this advice:

Be Passionate
Try to be passionate. It is crucial to make your work your passion so that you can enjoy it. Taking pleasure in your work is quite a motivator. If you will have a passion for your work, then you will be able to pay full attention to it and will achieve success shortly. There are about 8 million women who have started doing work, which they love in different Government sectors and received success in those positions. You should come up with new ideas, increase your responsibilities and try to get more projects. These things will lead you to success and make you more visible.
Make Yourself Valuable
It is time to make yourself useful so that you can get hired in the government. Perfection is important for all. Simply, finish your work on time, try to solve problems and figure out the solutions quickly and provide better services than others. These are the primary qualities that can make you valuable.
Be a Risk Taker
Many women are afraid of taking risks. They are afraid of failure. NO! Never do that! Risks can find you new ways to success. It is better to be brave and bold to perform different tasks. Do not be rigid as it can be a hurdle between you and your success. Take different risks and always believe that you can do it. If you would believe, then you can do! Think new ideas, do research and then implement your ideas. These things are important for getting hired in the Government IT sectors.

The Fourth Industrial Revolution is changing the way we receive information, how we process it, how we work and what jobs we will do. Because of this, we simply cannot afford to have any less than our whole population engaged and contributing.  Women can and will be critical to leveraging this revolution to benefit our global society.

About Me: I am a pioneer in the field of Government Customer Experience Management and have devoted an entire career to bettering the lives of everyone around me through my work. I am right at home as the CEO of GovCX Professionals where I am able to spend all my time focusing on establishing government and their partners with a building a welcoming, innovative, and engaging government customer service experience.

 

Using Human Centered Design for Government Digital Transformation

Let’s be clear about my position – government will better serve all stakeholders by establishing a focus to oversee the design and implementation of a human-centered design-centric digital strategy.

The Business Case for Using HCD:

  • Streamlines, integrates, and scales websites and call centers consistently over time,
  • Takes a holistic, iterative approach to prioritizing improvements across channels,
  • Maintains a mobile-experience first philosophy (people seeking information often use mobile devices first because they want information immediately, or rely on mobile exclusively because it is what they can afford),

Digital Customer Experience Values and Benefits:

  • Uses clear, concise, and consistent language and messaging across all channels,
  • Identifies and responds to key touchpoints in a stakeholder’s journey,
  • Establishes a feeling of trust by providing consistent experiences across channels to different stakeholders, and
  • Firmly focuses on the future by laying the groundwork to integrate social media and emerging technologies in later phases of the project.

I am a staunch believer and GovCX Practitioner who understands leading a human-centered design change initiative requires vision and broad oversight to bring stakeholders, products, technical processes, and communication into alignment.

Jane – Typical Government Customer:

For example, picture Jane, a retiree who needs help. She goes to one website on her phone to get information fast, but it doesn’t help. Later she visits another site on her laptop and can see it better, but finds additional information, organized in a new way, and described with a different language.

Jane doesn’t know what to do or trust, so she tries a call center looking for a person to talk to instead. The wait times are long because so many others are having the same problems. When she finally gets through, the call center staff wants to help but they talk about services and options in yet another way.

Jane is distressed by her experience across siloed channels. She encounters disconnected technologies, has to translate between different language use, and finds that information is inconsistently organized or even offered to leave her frustrated and miserable. The call center staff who takes her call can hear that misery as it overflows into their conversation making the staffer’s job harder, the call longer, and both the financial and emotional costs higher for both.

Each time Jane’s journey plays out for another taxpayer or call center staffer, taxpayers lose confidence in the government agency and increase the costs of call center operations.

A single focus and oversight for government Contact Centers and the internet presence is a logical first step towards an improved Customer experience. Needed research must be conducted across channels and changes prioritized coherently across all platforms to maximize results. If the system is not treated as a whole, customer experience will continue to be fragmented and frustrating no matter how many isolated improvements are made over time.

A seamless experience requires a consistent approach to technological solutions, human needs, and organizational responses. The goal is to inspire taxpayer confidence and government efficiency by making it easy to start with a website, reach out to a call center if needed, and then complete tasks on the web when they are ready. In the future, integrating social media will increase responsiveness and better serve millennials and future generations.

A robust online database of Frequently Asked Questions can enhance customer experience based on insights from web analytics and call center topics. Web analytics and the call center knowledge management technology can be used to identify frequently accessed data, searches that come up empty, and how often users access particular information. In-depth interviews with call center personnel can shape resource allocation and better prepare them to address complex situations since the basics are covered in a searchable database.

Starting with aggregated website and call center data creates a solid foundation for human-centered research to address persistent pain points across channels then effectively design and deliver satisfying stakeholder experiences.

What if Jane went to a central website and found the basic information she needed quickly and easily? If she still wasn’t sure what to do in her situation, she could reach out to a call center. When she did, her wait time would be shorter since more people were finding what they needed on a streamlined easily searchable site that highlights frequently asked questions. Jane wouldn’t be so upset when she connected with a staff member, her questions could be answered more quickly, costs would go down, and Jane would regain confidence in the government agency. Later when it worked for her schedule, she could fill out any required forms on the website and get immediate confirmation that they were submitted. Now when Jane talks about the government agency she shares her experience. I get help when I need it, I get things done on my schedule, and I trust that the government agency has my back.

Conclusion

Integrating processes, products, services, and content in an organization like a government agency takes time, vision, and leadership. Consolidating oversight with the right vision offers the best possible chance to successfully transition the taxpayers to a coherent seamless experience.

About me: I am a pioneer in the field of Government Customer Experience Management and have devoted an entire career to bettering the lives of everyone around me through my work. I am right at home as the CEO of GovCX Professionals where I am able to spend all my time focusing on establishing government and their partners with a building a welcoming, innovative, and engaging government customer service experience.

Celebrating 311 Day in Government

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In 2002, the City of Baltimore, led by Director Lisa N Allen, was the first city in the country to launch 311 as an intake center for all service request and requests for general information from citizens and visitors. Over the years, many cities and counties have modeled Baltimore’s 311 and have implemented 311 call centers internationally.

On March 11, 2019 local governments of all sizes are using this date – 3/11 – to showcase and to celebrate how they are using 311 and centralized contact centers to provide a coordinated and seamless approach to service delivery.

For many communities, contact centers have become the face of government to the public. With the implementation of 311 systems, digital and civic media, and apps which allow the public to make service requests and enables direct interact with government officials, local governments are setting new standards for customer/community participation.

I encourage city, county, state, and federal governments that are using 311 and centralized contact centers to use March 11 (3/11) as an opportunity to promote your efforts to provide for responsive service to the public.