One of the many questions local governments have to answer regarding a 311/CRM system is how to schedule the implementation.  Some local governments want to convert all service departments over to the new system at the same time. Others prefer to take a phased approach, starting by moving three or four service departments over and then adding new ones in subsequent phases.  And there are good arguments to be made for both scenarios.

Conversion to a 311/CRM system is a game changer for most local governments, and represents a vastly different way of doing business.  A decision to convert all service departments over to the new system at the same time represents a real commitment to a new way of doing business.  Staff members in service departments have the ability to share and learn from each other as they review and document their current business processes, develop service level agreements (SLA’s), and determine how they are going to use the new data they have available for managing their operations.  An esprit de corps is created as everyone is in the same situation, learning as they go.

With a phased approach, a local government opts to start by transitioning three or four service departments over to the new system with other departments moving over in later phases.  These early pioneers can learn what works and what doesn’t and share their lessons with others.  The idea behind a phased implementation is that fewer mistakes will likely be made, saving both time and money.   Building the system in phases allows “kinks” in the system to be worked and a smoother implementation is the result.

While there are successful examples of both strategies in the field today, I personally encourage most local governments to take the later approach.  My primary reason for doing so is that CRM implementation takes staff time away from routine business.  A phased implementation enables the local government to control better how system “kinks” are resolved rather than risk potentially experiencing problems system-wide.  For example, if there are problems with how the addressing system works, do you want staff in all the service departments dealing with that one problem at the same time? By focusing attention on fewer departments, you can minimize errors, which increases the likelihood of success. Such early success, in turn, can create more positive "buzz" among service departments not yet working with 311, making it easier to add them in the future.

Whichever strategy is selected, early planning and good communications always make for a smoother implementation.  Learn more on how the City of Philadelphia has approached stakeholder involvement in selecting and implementing its new CRM solution in our August 23, 2012 blog.