Contents:

CHAPTER 1 EXECUTIVE SUMMARY 3. Introduction 3 Market context 3 Competitor dynamics 4 The future decoded 4 CHAPTER 2 INTRODUCTION 11. What is this report about? 11 Who is the target reader? 11 How to use this report 12 CHAPTER 3 MARKET CONTEXT 13. Introduction 13 Key findings 13 The need for IT in local government 15 Inefficiency 15 Limited personnel resources 16 Public safety concerns 16 Need for better communication networks 16 Legislative requirements 16 What CRM means for local government 17 Differences between private sector CRM and local government CRM 18 Constituent service 19 Marketing 20 Sales 20 Analytics 20 Drivers and trends 21 Constituent demands for better service 21 311 call centers 22 Central government requirements 24 Need to cut costs or increase revenue 24 Government inefficiency 24 Lack of accountability 25 Desire to differentiate between localities or candidates 25 Inhibitors 25 Costs 26 Resistance to cultural change 26 Silo mentality 26 Citizen privacy concerns 26 Local government CRM capabilities: interaction and workflow management 27 Interaction management 28 Workflow management 29 Issues involved in the local government CRM decision 30 Hosted solution vs. owned and operated 30 Live agent vs. voice automation 31 Examples of CRM in local government 31 New York City 311 Citizen Service Center 31 Dacorum Borough Council 32 Baltimore CitiStat 33 CHAPTER 4 COMPETITIVE DYNAMICS 34. Introduction 34 Key findings 34 Profiles of select CRM vendors in the local government market 35 Motorola 35 Onyx Software 36 Remedy 37 RightNow 38 Siebel 39 Talisma 40 CHAPTER 5 THE FUTURE DECODED 42. Introduction 42 Key findings 42 Greater use of hosted options 43 Voice-enabled software only to complement live agents 43 More sophisticated analytics 44 Limited integration with departmental databases 44 CHAPTER 6 APPENDIX 45. Supplementary data 45 Research methodology 45 Related readings 45 SPP writing team 46 How to contact experts in your industry 47 LIST OF FIGURES Figure 1: Improving customer service is the top motivation for agencies to invest in IT 17 Figure 2: The main functions of CRM are sales, marketing, and constituent service 19 Figure 3: State and local government look for online and mobile functionalities 22 Figure 4: Agencies prefer constituents use electronic channels 23 Figure 5: Local governments are most interested in improving constituent interaction and problem solving 28