Using 311 data to measure performance and manage city finances.

• Author: Eichenthal, David R.
• Position: Constituent relationship management

311 and CRM

Providing citizens with a single number for their non-emergency questions and concerns is valuable in itself, but pairing 311 with constituent relationship management (CRM) gives it the power to transform government. CRM is a combination of people, processes, and technology used to deliver superior service to constituents. Superior service means shorter wait times for contacting government representatives, less frustration in finding the required services, outcomes that are delivered when promised, and, ultimately, greater constituent satisfaction. Technology is mentioned last in the definition of CRM, which is instructive--while modern technology is a crucial enabler, what really makes CRM possible is government employees whose behavior is attuned to customer service, and business processes that focus on outcomes that are of value to constituents.

Local governments are finding that 311 can improve performance, increase efficiency, and enhance both customer and citizen satisfaction. But at the same time, these benefits also have to bring budgetary improvements. The City of Chattanooga's 311 system and performance measurement program offer an example of how such an initiative can allow officials to use data to more effectively manage resources, improving operations and saving money throughout the organization.

Since the Federal Communications Commission formally designated 311 as the number for government information and non-emergency services in 1997--a year after Baltimore implemented the first such system--more than 70 U.S. cities and counties have put 311 systems in place. A 2007 survey found that just 15 percent of cities had any form of centralized customer service center, but 34 percent were seriously considering it. (1)

The clearest case for adoption of 311 has been political--311 is a hit with voters because it improves residents' access to the local government they pay for. Rather than having to play blue pages roulette--in some cases, going through hundreds of local government phone listings to find the right one --residents are able to access local government through two numbers--911 for emergencies and 311 for non-emergencies. Instead of leaving citizens to fend for themselves in determining which department or agency can address their problems or answer their questions, 311 shifts that burden back where it belongs--with the local government.

But for cities and counties that are considering adopting 311, good politics and improved citizen access to government may not be sufficiently compelling reasons to justify the early investments. More than one-third of the cities and counties that have no form of centralized customer service cite cost as the reason why. (2) To overcome this situation, a 311 program must be linked to performance measurement and budgeting.

311, PERFORMANCE MEASUREMENT, AND THE BUDGET

Some efficiencies related to 311 systems are immediately evident. For municipalities that are large enough to already have multiple call centers--or even where questions or requests that would normally be directed to a 311 center are distributed among department employees--consolidation can lead to reductions in staff. However, those savings are not usually sufficient to justify the upfront investments in building, technology, software, consulting, and telephony

Most local governments are looking for more. In addition to operational efficiency and effectiveness, municipalities are seeking real budgetary savings, which requires...