Effectively Implementing Your New Municipal CRM System Will Ensure Success

Waterbury, CT (PRWEB) April 28, 2008

The benefits of implementing a municipal CRM system are numerous, for local governments and for citizens. When brought online in the correct manner, those benefits can be realized for years and years to come, said Keith LeBeau during his presentation at a recent CRM Showcase event in Florida.

However, according to LeBeau, president of QScend Technologies, a veteran of over 100 large e-government and municipal CRM projects, those benefits are lost if the new system is not implemented in an effective manner.

In a nutshell, local governments can build stronger relationships with residents and businesses, use reporting tools for better budget and resources management, create a more efficient workforce, and be rewarded with higher customer service scores by satisfied citizens, to name a few.

Citizens, meanwhile, among other things, can feel more connected to their local governing body, know that their concerns are being addressed, become cheerleaders for their community, and potentially become more involved in municipal government.

Regardless of how easy a CRM system may be to get up and running, said LeBeau during QScend's Municipal CRM Showcase, there needs to be a driver on staff to lead the system's proper implementation. Without someone with the ability and the desire to gather a consensus on just beneficial such a system would be, the project will never realize its full potential.

"While purchasing a CRM system is no small decision, determining which one to buy is only the beginning," said LeBeau. "Effectively managing the process from implementation to go live, positioning the system with staff, and promoting it among your citizens are the keys to a successful project."

Managers need to be aware of three things as they are preparing to buy citizen service request software. "I call it the three As - apprehension, accountability, and acclimation," said LeBeau. "Because implementing a CRM system is a process change, there will be apprehension from staff as to how the system will be used.

"Because CRM systems allow you to generate reports that can help you run your municipality, there will be concerns about accountability from employees," added LeBeau. "Suddenly, there are ways to see what's getting done, and what's not, and what costs are associated with all of it.

"And finally, there is acclimation," said LeBeau. "Not only will staff need to get used to your new system and their new work processes, but you will have to get your citizens acclimated to a new phone number to call or get them used to visiting your website to log their service requests. These things take time."

Once a CRM system is purchased, the real work begins. "Some municipalities try to complete this entire process themselves, and some do," said LeBeau. "When the project manager internally is free of other duties to accomplish this task, things go well."

According to LeBeau, municipalities can find the success in the leveraging the knowledge of an experienced consultant in setting up their CRM. Following the steps below will help, as well:

• Appoint a project leader - this should be a ranking staff member with the ability, leadership, and leverage to drive the project to completion. The project leader needs to actively manage the implementation process. "Every organization has its movers and shakers," said LeBeau. "Appointing the correct person to oversee this project is key."
• Build a team - include members from all the departments who will use your CRM system. Be sure they all have a thorough understanding of the project and can discuss its benefits with other employees and members of the public. This is the group that will work with the consultant to set up the CRM system.
• Build manuals - set down in writing how your CRM system will be used, how you expect your employees to use it, what you expect your employees to log, and how it fits in with existing operational processes. "The more information you can provide your staff about what's expected of them, the sooner you will get their total buy-in," said LeBeau. "Without this kind of information, the changes you are hoping to instill in work flow and patterns may never fully take hold."
• Integrate existing data as available - as you set goals for integrating existing data so that data is available to your call center staff, decide on a timetable to bring various pieces online over time. "Don't swing for the homerun on the first pitch," says LeBeau. "hit doubles and triples by integrating data in stages. You'll get around the bases much faster and accurately."
• Deliver the proper training to your users - this is often an area in which organizations try to save dollars, but it is perhaps the most important step. Once your manuals are ready, provide them to the instructor so your training can incorporate the tasks your staff will need to perform as they are learning to CRM system.
• Implement the project in phases - provide employees the opportunity to get used to using the system and the new processes internally for a short period before rolling it out for public use. Along the way, the project leader should be available for feedback and be prepared to make some adjustments, if needed.
• Broadcast your new tool - let your employees and your citizens know of the exciting new tool that you are implementing, making sure every is aware of the use of your new CRM system through your call center or website.
• Continually measure outcomes - the mayor, town manager, or first selectman should hold monthly meetings to discuss how well the organization's goals of providing outstanding customer service are being met; discuss open service requests, and any problems or unusual occurrences while attempting to resolve those issues. "Survey those internally and externally to stay on top of how you are performing," said LeBeau. "The constant feedback will enable you to fine tune your work flow and processes."
• Celebrate - when you reach key benchmarking items, when citizen service has measurably improved, acknowledge and share the success stories through department head meetings, your website, and the media.

If your municipality is searching for a CRM system or would like a review of your current implementation, contact QScend about its QAlert™ citizen service request management system at sales(at)qscend.com or 888-878-3006.

About QScend Technologies, Inc.
QScend Technologies (http://www.qscend.com) is an industry leader in web-based software solutions and services for municipalities. More than 2,000 QScend product users access the company's series of "Q" products for a variety of citizen service related functions, including website content management, electronic newsletter distribution, citizen service request management, and 311 call center functionality.

Located in Waterbury, Connecticut, QScend Technologies was the first company to relocate into the city's Information Technology Zone. The company also provides custom website design, application hosting, and e-mail solutions for its customers.

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