|
eServices Customer Insight Program
U.S.
Social Security Administration (SSA)
The SSA has been moving forward aggressively with a variety of Internet products to augment the Agency’s traditional person-to-person customer service via office visits and telephone calls including state-of-the-art online, electronic self-service techniques. SSA engaged ICF International to develop a program to better understand its eServices customers. Our approach to customer insight program design is to identify current and new customer insight methods/tools and work creatively with SSA to determine which methods/tools are most useful to their unique environment. ICF conducted an e-customer insight situation audit and market research to serve as an important foundation for the design, development, and evaluation of the eServices customer insight pilots in each of three program areas: e-customer research, e-customer product/service development, and e-customer post-launch feedback.
Development and Implementation of Customer Relationship Management Strategy
Electronic Tax Administration, U.S. Internal Revenue Service (IRS)
IRS Electronic Tax Administration (ETA) contributes to the overall mission of the IRS by facilitating the shift of critical resources from processing paper to providing customer service. ETA's overarching strategic goal is to have 80 percent of all tax returns filed electronically by the year 2007. The Assistant Commissioner of ETA asked ICF International to develop and implement a customer management strategy to ensure that ETA will meet its strategic objectives. We performed a comprehensive review of ETA's business strategies, services, programs, operating procedures, organization structure, staffing, and technology resources to determine whether they are properly aligned and sufficiently leveraged to achieve the ETA's stated customer objectives. We conducted a gap analysis and developed recommendations to eliminate the gaps in functionality and performance between best practice customer management and ETA's current reality. These recommendations included the definition of several customer management principles (e.g., performing customer segmentation, customer account identification and selection, implementing a national and field-based account management program, creating channel management programs, developing technology based CRM tools, development of customer and marketing databases, etc.). We developed interim, midterm, and long-term implementation projects for closing the gaps and conducted human, technological, and organizational realignments.
Facilitation and Strategic Planning Support
Chicago Operations Office, U.S. Department of Energy (DOE)
In supporting the strategic planning and business planning processes of DOE’s Chicago Operations Office, ICF International planned the management retreats on critical strategic issues facing the office, facilitated and wrote sections of the business plan, and published the plan for concurrence of the managers. ICF provided invaluable assistance in identifying the areas of strategic leverage that differentiated the office from other offices and operations at DOE. This helped the office better focus its action plans and initiatives on its strengths. Other activities have included developing and leading team-building workshops to improve roles and relationships between two internal offices and a DOE HQ office. ICF planned the meetings, interviewed attendees and other stakeholders prior to the meeting, developed the agendas and team-building exercises and facilitated and reported out on outcomes. The workshops resulted in improving relationships between internal departments and with headquarters clients, and sustaining the level of project work for the Office.
Business Process Improvement (BPI) Support
Rocky Flats Environmental Technology Site (RFETS), U.S. Department of Energy (DOE)
ICF International has provided business process improvement (BPI) services to the BPI manager at RFETS including the following:
Reviewed performance management processes in place at RFETS and developed a series of lessons learned for managers to incorporate in subsequent performance measurement planning efforts.
Provided strategic planning and organizational design, program progress review, and program director coaching support for the Financial Systems Modernization Program Office, which successfully implemented a new enterprise resource planning system.
Supported a number of finance and administration BPI projects, including accounts payable re-engineering and information resource management (IRM) project management processes. Supported the environmental data quality improvement initiative, including group facilitation, improvement opportunity identification, and change management.
Information Management Review
National Marine Fisheries Service, U.S.
National Oceanic and Atmospheric Administration (NOAA)
NOAA's National Marine Fisheries Service (NMFS) retained ICF International to manage an information management review. The review involves an evaluation of NMFS information management practices and procedures in light of best industry practices and stakeholders' expectations. ICF International will examine and make recommendations for improvements, including linking NMFS information technology (IT) resources with programmatic strategic planning; managing IT assets as a "corporate" resource; and developing performance measurements and returns on investment that are specific to the mission, goals, objectives, and business processes of the NMFS.
Customer Relationship Management (CRM) Strategy and Contact Center Planning Study
Federal Technology Service (FTS), Heartland Region, U.S. General Services Administration (GSA)
The GSA, FTS Heartland Region, wished to refine their customer relationship management (CRM) strategy by implementing a customer care center to improve marketing, sales, and customer service. ICF International developed an implementation plan with both strategic and tactical recommendations. We recommended three levels of customer care to meet their goals including Web-based self-service as the first tier of support, a customer care center for mid-level support, and one-on-one account management for large account customers. From a CRM perspective, the customer care center offered customers another way to interact with FTS and provided FTS with another vehicle to offer improved customer support. |
