While virtually every local government service department can make use of a 311/CRM system to improve customer service as well as service delivery and efficiency, it is also true that there are some service departments are better suited to benefit from a centralized customer service system.  Identifying which departments are most suited for a 311/CRM system allows a local government to establish development phases for implementation.

During a 311 readiness assessment, interviews with personnel can help uncover which service departments should go first and which may need some education and training before using the new system.  For example, interviews may reveal that staff members in a service department are not particularly technology-savvy.  If a fear of new technology or change in general exists within a department —exhibited by comments like “If it’s not broke, don’t fix it” or “We’ve always done it this way,” it’s best to hold off bringing such a department on board with the new system.  

Service departments that are well suited for 311/CRM systems generally have a culture that’s devoted to problem solving and innovation.  Characteristics of service departments that are good candidates for 311/CRM systems include those that:

• Push for new technology and equipment
• Propose new ideas or processes
• Track performance in order to improve it
• Reach out to work with their fellow service departments on issues of joint concern.

But the number one criteria for selecting a service department’s participation in an early implementation phase?  The desire to take advantage of a new 311/CRM system.