December 15, 2005 • Volume 3 • Number 13
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Citizen Relationship Management |
Learn What Citizens (Customers) Value
 “It’s not technology; it’s the things you do to impact citizens, said Robert Smuddle in his session at the Digital Government Institute’s December program on “Federal Contact Centers”. “Take the time to speak to your customer. Learn what your customers value.”
A Citizen Relationship Management working definition is: “A government strategy that uses ongoing process and technology innovations to form and sustain quality relationships that benefit citizens and encourage their interaction with government.”
Citizen Relationship Management is a variation of Customer Relationship Management. Customer Relationship Management in the corporate world is a mature business strategy that helps them learn more about their customers so they can increase customer satisfaction and profits.
Interactions with consumers of services are the target of Citizen Relationship Management. Examples of Citizen Relationship Management that exist today in the Federal government include:
· 1-800-FED-INFO - Phone
· FirstGov.gov – Internet
· Pueblo Colorado Publication Distribution (FCIC) – U.S. Mail
· USPS Automated Postal Centers (APC) – Self-Service
· Passport Acceptance Facilities – Face-to-Face
· 311 non-emergency call centers (at the state/local level and are the ultimate citizen relationship management systems.
Smuddle emphasized the need to know your customer and to recognize that Citizens are Customers Are Taxpayers. And the need to look at, but don’t necessarily follow the private sector paradigm. He stressed the need to use technology and services designed around how citizens can best access government.
The benefits of Citizen Relationship Management are many.
· Benefits for Government
o New technology is NOT required to start
o Lover-level employees can take on more responsibility
o Cross-channel access to same data
o Cost savings
· Benefits to Citizens
o Consistent level of service to citizens reqardless of the channel used
o Highly-networked “One Stop Government”
o Improved quality and accuracy of information received
o Easier and more convenient access to the government.
Smuddle outlined 10 steps to building a Citizen Relationship Management capability.
1. Develop a shared vision with stakeholders
2. Obtain senior executive buy-in
3. Inventory internal and external dependencies
4. Conduct market research and alternative analysis
5. Build the detailed business case and get funding
6. Develop a detailed program plan.
7. Establish the program, build a project plan and a RFP
8. Acquire resources.
9. Execute program plan to build the envisioned capability.
10. Test and operate the new Citizen Relationship Management processes and technologies
Smuddle can be reached at RobertSmuddle@gsa.gov.
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Commentary from Richard White
Author of the New Book: "The Department of Homeland Security"
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Neutralizing the “Dirty Bomb” Threat?
 With all the recent attention focused on natural disasters, news from Australia that authorities arrested 16 suspected al-Qaida terrorists1 serves as a potent reminder of
the continuing danger posed by terrorism.
The Homeland Security Council remains rightfully concerned about the detonation of a radiological dispersion device (RDD), commonly referred to as a “dirty bomb”, placing it among its list of top 15 disaster scenarios.2
RDDs fall into a class of devices categorized as weapons of mass destruction (WMD). While the WMD label implies large-scale human casualties, dirty bombs are considered “weapons of mass disruption” because of the far greater economic impact they would have by spreading radioactive contamination and rendering an area uninhabitable. Radioactive materials suitable for building RDDs are found in
everyday applications, including medical therapy, food irradiation, smoke detectors,
communication devices, navigation beacons, and oil rigs.3
The Nuclear Regulatory Commission has estimated that one licensed U.S. source is lost every day.4 In September 1987, five people died and 249 people were contaminated by cesium-137 when a radiotherapy machine was stolen from an abandoned clinic in Goiânia Brazil.5
In November 1995, Chechen rebels placed a 30-pound container of radioactive cesium in a Moscow park, demonstrating the means and ability of terrorists to build such a device.6 An RDD detonated in a major metropolitan area would kill scores of people, injure many more, and spread highly radioactive particles across some 10 city blocks.7
Many experts believe the health effects would be minimal, resulting in only four
additional cancers for every 100,000 people exposed to that level of radiation, but they acknowledge the area would be rendered uninhabitable according to current Environmental Protection Agency (EPA) guidelines.8
Conventional decontamination involves removing radioactive material either by washing or demolishing the affected area. Washing or sandblasting is less effective since cesium, strontium, cobalt, and other potential bomb ingredients tend to bond with and seep into surfaces.9 Demolition is cost prohibitive and risks further spread
of contamination. New developments, however, portend breakthroughs that may neutralize the threat from RDDs.
In its October 29th issue, Science News reported development of cost effective new materials capable of trapping and lifting radioactive particles from porous surfaces. The Virginia-based Technical Support Working Group (TSWG), a counterterrorism-research branch of the government, is funding research that’s now producing an assortment of prototype radiation-binding and –ridding gels, foams, films, and emulsions that can restore a contaminated zone with unprecedented speed, economy, and gentleness.10 Expected to be fielded within the next few years, these new materials may take the economic bite out of a “dirty bomb”, and render RDDs ineffective as weapons of mass disruption.
Notes:
1 Associated Press (2005). November 8, 2005.
2 The Homeland Security Council. (2004). “Planning Scenarios, Executive Summaries”. July 2004.
3 Peter D. Zimmerman & Cheryl Loeb. (2004) “Dirty Bombs: The Threat Revisited”. Defense Horizons. No. 38, pg. 2. Center for Technology and National Security Policy National Defense University. January 2004.
4 Ibid
5 Ibid, pg. 4.
6 Ford, James. (1998) “Radiological Dispersal Devices, Assessing the Transnational Threat”. Strategic Forum. No. 136. March 1998.
7 Weiss, Peter. (2005) “Ghost Town Busters”. Science News. Vol. 168, No. 18, pg. 282. October 29, 2005.
8 Medalia, Johathan. (2004). “Terrorist “Dirty Bombs”: A Brief Primer. Congressional Research Staff Report for Congress. April 1, 2004.
9 Ibid, pg. 283.
10 Weiss, Peter. (2005) “Ghost Town Busters”. Science News. Vol. 168, No. 18, pg. 282. October 29, 2005.
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In Their Own Words
Recent Press Releases |
OMB RELEASES DRAFT BULLETIN FOR GOOD GUIDANCE PRACTICES
 FOR IMMEDIATE RELEASE 2005-30
November 23, 2005
November 23, 2005. The Office of Management and Budget’s (OMB) Office of Information and Regulatory Affairs (OIRA) today issued a proposed bulletin on good guidance practices (GGP). The proposed guidelines seek to improve the manner in which Federal agencies develop, issue and use guidance documents.
“Guidance documents provide helpful information to the public for understanding agency regulations. These good guidance practices should improve the transparency, quality and consistency of important agency guidance documents,” said Dr. John D. Graham, OIRA Administrator.
The proposed procedures would require:
• approval of significant guidance documents by senior agency officials;
• standard elements for significant guidance documents, such as identifying the issuing office and who is affected, as well as avoiding unwarranted binding language;
• transparency, including disclosure to the public of significant guidance documents and a comprehensive list of agencies’ significant guidance documents;
• procedures allowing the public to request the creation or modification of significant guidance documents; and
• a presumption for notice and comment for economically significant guidance documents that could lead to a $100 million impact on the economy.
The OIRA proposal comes in the form of a draft “Bulletin” that was released today. The Bulletin will be modified, as appropriate, based on comments received during the public comment period, which ends December 23, 2005, and our further consideration of this issue.
For more information please contact OMB Communications at 202-395-7254, or visit www.omb.govFor gov.
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In Their Own Words
Recent Press Releases |
OPM Announces Launch of IT Exchange Program on Agency Website
 FOR IMMEDIATE RELEASE
December 6, 2005
Contact: Michael Orenstein
202-606-2402
Program is designed to help federal agencies stay up to date with technological developments by engaging in exchanges with private sector
Washington -The U.S. Office of Personnel Management today announced the launch of the Information Technology Exchange Program (ITEP) section of OPM's website www.opm.gov/leader/hrd/lead/itep/overview.asp.
The ITEP allows exceptional individuals from the Federal information technology (IT) workforce and exceptional individuals from the private sector IT workforce to participate in an exchange program which will enable both sides to share rather than compete for critical IT expertise. Federal IT workers would be exposed to private industry's best practices management, while private sector employees would gain a greater understanding and appreciation of the challenges Federal agencies face in meeting the growing demand for government services.
The Information Technology Exchange Program is of high interest to those in Federal and private sector IT circles and has been endorsed by the Federal Chief Information Officers (CIO) Council as well as the American Council for Technology and Industry Advisory Council (ACT/IAC).
"This is a wonderful opportunity for both Federal and private sector IT employees to expand their breadth of experience through a program not previously available to them," said Nancy Kichak, OPM's Associate Director for Strategic Human Resources Policy. "The ITEP will also help private sector leaders have a greater understanding of how agencies and departments in the Federal Government manage IT related issues. This program benefits everyone."
In an effort to facilitate IT exchanges between agencies and the private sector, OPM, in coordination with the Federal CIO Council's IT Workforce Committee, is marketing the ITEP to the private sector through the USAJOBS website at www.usajobs.opm.gov/itep.asp.
ITEP opportunities, participating Federal agencies, and points of contact are posted for review by the private sector at this website.
"Everyone involved in the program, OPM staff, the CIO Council, and ACT/IAC, have been dedicated to working together to realize the implementation of this needed program," Ms Kichak added. "We are initially featuring nine Federal agencies on this site and OPM is proud to be one of the front runners exploring ITEP opportunities with the private sector."
In addition, the USAJOBS website provides a link to the American Council of Technology's website at www.actgov.org/ITEP, where Federal agencies can view and explore exchange opportunities in the private sector. Other private sector IT professional organizations have been contacted about and encouraged to consider participating in the ITEP.
The E-Government Act of 2002 authorized the temporary assignment of employees in the field of IT management from the Federal Government to private sector organizations. It also authorized Federal agencies to accept private sector employees assigned under this program.
The ITEP is expected to promote the interchange of Federal and private sector IT workers to enhance skill and competencies.
For more information about the ITEP please contact the OPM Office of Communications and Public Liaison at 202-606-2402.
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