**Knowledge Management & Service Channel Consolidation Initiative**

#### *by* *John Eagle,*

#### *Director of Information Technology and*

*Elizabeth A. Nisley,*

######## *Call Center Director*

# Hampton, Virginia

The City of Hampton deployed Virginia's first 311 call center in 1999.
Since that time, Hampton has learned that the call center and the city's
Web site complement one another in an extraordinary way.

Call center call takers (also known as "advocates") use the city's Web
site to act as a proxy on the behalf of citizens who do not have access
to the Web or who would rather conduct business via telephone. This
capability makes possible a business model that has surprising
implications. The technical model supporting the call center challenges
the way the enterprise is organized and presents opportunities for
efficiencies and improved service. It calls for consolidating the
systems supporting various service channels (i.e., the counter, the
telephone, the Web and kiosks) around a single database layer, and
installing knowledge management, workflow and work order processing
components.

Hampton has developed the first publicly enabled local government
knowledge management system at
[http://311.Hampton.gov](http://311.Hampton.gov/). This site and its
underlying database represent the "intellectual capital" of the City of
Hampton workforce. Over 3000 frequently asked questions (FAQs) and
answers reside in the database. The "Top FAQs" are the questions most
frequently asked in telephone calls to 311.

The application itself is not technically sophisticated; the city
partnered with a local vendor to write the application for less than
\$20,000. However, by creating an online application, the city is
expanding its information base by linking to city schools, state
offices, animal control, utilities, federal agencies and non-profit
organizations.

Hampton's 311 call center offers much more than improved customer
service and extended hours of operation. The central database provides a
source of information for regional call centers, counters, kiosks and
IVR systems, while blurring the boundaries between the various
governmental units.

When trash isn't picked up on time, citizens don't care which government
or which department is responsible--they simply want to have their trash
picked up. They are often frustrated by bureaucracy; trying to find the
right person, being transferred repeatedly, getting stuck in "voice-mail
hell" are all symptoms of large complicated organizations struggling to
meet customer needs. The 311 call center fixes all that, but promises
even greater potential.

## **Using the Internet as Leverage**

The FAQ database was initially available only to a call center call
taker, who had the collective knowledge of the organization at his or
her fingertips. Now that the FAQs are posted on the city's Web site,
this information is now available to all city employees and citizens at
large.

However, it doesn't end there. State agencies, the schools and even
federal agencies can participate in the knowledge management system,
contributing information that is easily searchable and accessible to the
citizen. Sometimes the information can take the form of a simple link;
sometimes it may be a contact telephone number. But whatever the method,
the citizen is not required to know in advance what government
agency---or what level of government---to contact.

Imagine, for example, that you have just moved to Hampton. You know you
need to do several things in order to set up residence. One of those
things is to register to vote. You pick up your phone and dial 311 (or
go to the 311.Hampton.gov Web site) and ask about voter information. The
call-taker (or online system) can provide you with information about
where to register, what the process is, what documentation you need,
where your voting precinct is located, and other relevant information.

Or, say you're concerned about anthrax. Go to <http://311.hampton.gov/>.
Type "anthrax" in the search field, and then click the search button.
You will see three frequently asked questions in relation to this
keyword. Click on the second FAQ, and it will expand to include the
answer. Click on the "more" link and a new browser window will open with
a link to the Centers for Disease Control.

##  

The Internet is a key enabler in this model. By making the information
available at a single source from diverse governmental entities,
government begins to look seamless. Government is transformed when
back-end systems need not have their own, unique, front office.
Technology enables a single virtual service counter for every government
service.

## **More Than a Portal**

At first glance, this model may appear to be a simple portal, where
various Web sites are referenced in a searchable database in order to
provide the functionality discussed. However, that is not the case; the
knowledge management system does not require the participating
governmental entity to have a Web site. Furthermore, the system will
eventually provide an online transaction capability without existing
online capabilities in the destination (processing) agency.
Participating government organizations will be able to use the system to
process transactions, whether via the Web or other service channel
(kiosk, 311, etc.). The system combines knowledge management and
workflow technology to enable online transactions for practically any
back-end system. Furthermore, portals do not focus on customer-centric
processing but merely point users to other Web sites, where further
drill-down and searching is required in order to perform transactions.
By contrast, Hampton's system is specifically centered on services.

## **The Virtual Service Counter -- a True Transformation** 

The Web and the 311 call center complement one another. The call center
provides a backstop against issues of the digital divide. Its staff also
manages the knowledge management system and monitors the transaction and
workflow components of the system, ensuring the accuracy of the data as
well as the proper functioning of the Web-enabled pieces. Furthermore,
because call takers can fill out online forms for callers who don't have
access to the Web, it is possible to accept transactions by phone.

## This builds transformational momentum and forces governmental entities to reconsider their own service counters. If you can do it via the Web, you can do it via the call center. If you can do it via the call center, then why do you need a separate office for each government agency? Why not a single counter, with multiple tellers, capable of renewing your license, registering you to vote, registering your property, issuing a yard sale permit, recording your marriage license, and more? This is transformational government.

## **Prototype Courtesy of UVA**

In 2002, Hampton partnered with the Virginia Electronic Commerce
Technology Center of Christopher Newport University and the University
of Virginia to develop a prototype application that includes knowledge
management, workflow and work order management components. With help
from a grant from the Virginia Center for Innovative Technology, Hampton
and UVA developed several building blocks that, while not yet ready for
prime time, demonstrate the feasibility and proposed functionality of
the system. This system can be viewed at
<http://iis.cs.virginia.edu/WebWeavers/logon.asp>, using the user ID
"Guest" and password "Guest".

#### Improvements in Service

Currently, with only the knowledge management system in place, citizen
service is improved in several ways:

-   Citizens can get access to government information via the Web
    interface, telephone or other service channel.

-   All employees have access to the collective knowledge of every other
    city employee enhancing and improving their ability to provide
    service and information to citizens.

-   Citizens experience quicker response times based on the ability of
    the system to help streamline business processes.

-   Additional information can be accessed through links to other
    locations where more in-depth information, online services or
    transactional hooks are available.

#### Efficiency of Operations

The city's operations have become more efficient, making it easier for
citizens to find---and for civil servants to deliver---government
information and services. Other operations that have been improved
include:

-   Holistic approach to providing services that may overlap and involve
    several departments or agencies with a single citizen complaint or
    issue.

-   Departments and agencies are required to list their FAQs and answers
    and supply metrics for issues (such as the average time for
    completion of requests), which improves accountability.

-   The wide availability of the system across the Web allows
    departments to become better coordinated, providing cross checks and
    verification of information, facts and services.

#### Conclusion

As the call center, Web site and other service channels grow, there will
be many new challenges. The long-range plan includes expanding to
include more outside agencies that interface with city customers. Some
examples include utilities, schools and other state agencies. Several
state agencies and non-profit organizations are already participating.

In conclusion, our electronic service approach is an ongoing and
ambitious reengineering project. The City of Hampton asked for citizen
input during the strategic planning process and made a commitment to
make it happen. At a time when local government is encountering
declining revenues and increasing citizen dissatisfaction, Hampton is
looking at a new way of doing business with its customers and
transforming the way governments organize to provide service to
citizens.

#### For more information, contact John Eagle, Director of Information Technology,

City of Hampton, at <jeagle@hampton.gov>