July-August-201719GOVERNMENT CIO OUTLOOKConsolidating Customer Service Strategy uring the past several years the State of Wisconsin has made significant strides in advancing an enterprise vision for IT­we've consolidated state agency data centers and virtualized servers, saving $5 to $6 million per year. We implemented an enterprise resource planning system, which replaced 140-plus legacy systems with one comprehensive system for managing procurement, finance, and human capital. Teams of state and local government officials, along with private-sector infrastructure operators, worked together to develop the Wisconsin Cyber Disruption Response Strategy. We have greatly expanded broadband connectivity throughout the state, while our e-government program has resulted in agencies launching more than 70 new services in the past three years.IT professionals throughout state government, and particularly within my Division of Enterprise Technology (DET), are justifiably proud of these accomplishments. But I don't think any would have been possible, or have come to fruition, without a more fundamental effort that supported our technology initiatives­namely, a systematic, ongoing program for enhancing DET's customer service expertise. Without that corresponding effort, it is doubtful we could have generated the agency buy-in necessary to implement a vision for collaboratively designed, enterprise-focused services. And when agency ``customers see we are willing to let them be the ones who assess our customer service capabilities, and we publish the results for all to see, they know we are serious about our mission statement: to be the IT service provider of choice, exceeding customers' expectations and allowing state agencies to focus on their core business.Our experience has taught that a customer service program has its best chance for success when four key components are incorporated: Staff have to understand and believe in the program; staff have to play an essential role in designing the day-to-day elements of the program; results have to be measured; and employee engagement must be assessed and nurtured along with customer satisfaction. Let's look at each of these components in more detail.When I first introduced the program in early 2015, I couldn't say these words enough to staff: "We are already good at customer service. But we can be even better." This was absolutely true on both counts. I have never doubted that that vast majority of DET professionals care deeply about the customer experience, and always have. They wouldn't be here in the first place if that weren't true. I had to reinforce that this program was not being instituted We view effective customer service and communication as ongoing guiding principles, not finished productsDavid Cagigal, CIO, Wisconsin State DByDavid CagigalCIOINSIGHTS
< Page 9 | Page 11 >