Customer Service20111011_Final - Department of Natural Resources

Transcription

COLORADO DIVISION
OF PARKS & WILDLIFE
CUSTOMER SERVICE
WORK GROUP REPORT
Co-Chairs
Allison Kincaid
Mercedes Schwall
Group Members
Lyn Bader
Greg Calvert
Phyllis DeJaynes
Shawn Hermosillo
Kris Holinka
Erin Mata
Ben Pedrett
Tracy Predmore
Theo Stein
Maria Yslas-Brandt
OCTOBER 11, 2011
[This page is intentionally left blank
Colorado Division of Parks and Wildlife
Customer Service Work Group Report
Table of Contents
Executive Summary....................................................................................................................................... 1
Background of the Core Work Area .............................................................................................................. 8
Description of Shared Work Function(s) ................................................................................................... 8
Colorado Division of Wildlife ................................................................................................................ 8
Colorado Division of Parks and Outdoor Recreation ............................................................................ 9
Summary of any Shared Policies, Directives, or Procedures .................................................................. 11
Statutory and Regulatory Guidance........................................................................................................ 13
Relevant Strategic Plan Elements ........................................................................................................... 16
Issues/Considerations ................................................................................................................................. 17
Historical Considerations ........................................................................................................................ 17
Commonalities/Synergies between Agencies......................................................................................... 18
Potential Shared Assets .......................................................................................................................... 19
Functional Differences ............................................................................................................................ 20
Work Group Scope of Work ........................................................................................................................ 23
Work Group Alternatives ............................................................................................................................ 23
Alternative A ........................................................................................................................................... 23
Desired Outcomes and Measures for Success .................................................................................... 26
Information Technology (IT) Considerations ...................................................................................... 27
Potential Short-Run Considerations.................................................................................................... 27
Potential Long-Run Considerations..................................................................................................... 28
Suggested Statutory Changes ............................................................................................................. 28
SWOT Analysis of Merging Core Functions ................................................................................................. 29
Organizational Structure Considerations ............................................................................................ 30
Potential FTE Savings……………………………………………………………………………………………………………………..38
Alternative B ........................................................................................................................................... 31
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Alternative C ........................................................................................................................................... 41
Alternative Summary Table .................................................................................................................... 54
Additional Areas for Future Consideration ................................................................................................. 60
Conclusion ................................................................................................................................................... 61
APPENDICES ................................................................................................................................................ 63
APPENDIX A – ACRONYM/ ABBREVIATION KEY ...................................................................................... 63
APPENDIX B – DEFINITIONS OF ‘ANNUAL’ PRODUCTS ........................................................................... 64
APPENDIX C – ORGANIZATIONAL CHARTS .............................................................................................. 66
APPENDIX D – PRODUCT KEY FOR EACH AGENCY .................................................................................. 75
APPENDIX E – SECURE AND VERIFYABLE IDENTIFICATION/ SOCIAL SECURITY NUMBER REQUIREMENTS
................................................................................................................................................................ 85
APPENDIX F – CUSTOMER SERVICE REPRESENTATIVE (CSR) TRAINING CHECKLIST ............................... 88
APPENDIX G – CLOUD SOFTWARE BACKGROUND INFORMATION ......................................................... 93
APPENDIX H – PARKS AND WILDLIFE DATABASES .................................................................................. 97
APPENDIX I – OVERLAP WITH OTHER WORK GROUPS ........................................................................... 98
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EXECUTIVE SUMMARY
The goal of the Customer Service Work Group (CSWG) is to identify the shared core functions of
both agencies related to customer service and how to enhance these services to the public
while eliminating duplicate efforts and processes and reducing costs. Customer service at
Colorado Division of Parks and Outdoor Recreation and Colorado Division of Wildlife can be
broken down into the following core areas with shared functions: product availability, face to
face and phone customer service, database integrity, customer service through the web and
(unified customer service team) internal customer service through training.
In an effort to identify efficiencies and cost savings in customer service, the Work Group
presents three alternatives that range from low to high levels of integration and cost
effectiveness. Customer service at Colorado Parks and Wildlife can be achieved at varying
levels with diverse opportunities and threats. The Work Group has identified an alternative
representing low level integration and low cost, Alternative A, which can be achieved relatively
quickly. Alternative B is a mid-level recommendation that builds upon some of the ideas in
Alternative A. Alternative C represents a wholly integrated and advanced customer service
model.
Alternative A
Alternative A is a low-level integration approach to customer service at Colorado Division of
Parks and Wildlife. This alternative demonstrates a way to merge the agencies using a model
that is fast and relatively low-cost. In this recommendation the CSWG suggests keeping the two
agencies separated physically with very little change in organizational structure. The TLS
machines (the machines used by Wildlife for point-of-sale over-the-counter license sales) will
be distributed to all parks where reasonable so that Parks can sell Wildlife licenses.
In addition to Wildlife licenses being available at Parks, Wildlife offices and service centers
should also be selling annual passes and taking registration applications. Wildlife will receive
passes for issuance and registration applications to be filled out at offices and service centers.
In this model, both agencies are being treated as ‘agents’ and quickly able to provide a majority
of products. This does not, however, allow for the ability of all products and other services such
as registration renewals, HIN/VIN inspections, etc. to be available everywhere.
At this level there will be no changes to the retail, reservations or web product sales. There
should be a work group formed whose role is to benchmark and research technologies available
for possible new parks pass formats. This group would be tasked with determining the viability
of a vehicle pass, individual pass, tiered pass, and other alternative approaches to the current
parks pass system.
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The CSWG recommends ‘Read Only’ access be granted to the eight different databases
currently used regularly by customer service representatives (CSRs) at both agencies. This
would allow all CSRs to have basic information readily available to assist any Parks and Wildlife
customer. This recommendation also requests forming a Database Consolidation Work Group
that will be responsible for evaluating the existing customer service databases for each agency
and determining the most cost-effective way to create a user-friendly alternative.
To assist the CSRs at each agency in adapting to the above changes, there will be various levels
of training required. To start, a customer service work group should be formed to address the
ongoing training and administrative support needs of CSRs throughout the state. After this step,
an agency-wide “Getting to Know You” In-Service will need to take place. The goal of this inservice will be to provide an introduction to what each agency currently does in terms of daily
operations and provide an avenue for all CSRs to ask questions about the new tasks they will be
assigned.
Another training opportunity should be a smaller-scale annual Customer Service In-service that
should be open to all CSRs and intended to provide updates on current and upcoming issues
that impact CSRs (i.e. regulatory changes, marketing, software updates, disease updates, and
administrative procedures).
Internal Agent training should be provided and would enable Parks staff to sell Wildlife
products and vice versa. This mandatory training would be provided to all levels of staff that
work in customer service, would be offered at multiple locations around the state and would be
comprehensive (covering all products and CSS, TLS, VRS, Registrations, Reservations, and
Special Pass [Columbine and Lifetime] Databases).
The next level of training would be a cross-training program between Parks and Wildlife for
Customer Service Representatives to allow basic familiarity of daily functions and would include
job shadowing, training on current regulations and statutes and website overview. This crosstraining should include navigating each other’s SharePoint sites as well as using the SharePoint
sites as a training tool where useful reference material relevant to customer service will be
posted.
For customer service on the web, the quickest, easiest and cheapest way to represent the
integration of both agencies to the customer is through the creation of a "splash page" or
common home page of the new agency whose function is to communicate key information
about the new agency and its mission. An important attribute of this page would be a section or
feature (such as a list or drop-down menu) that directs users to existing customer-service
oriented pages on the respective former agency websites. Such a page could be developed
quickly once a new agency logo is identified and branding is resolved. It would be one of the
first tangible products of the merger presented to key agency customers (early adopters and
technologically-savvy) as well as to key internal and external stakeholders.
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Lastly, this alternative suggests establishing a method for measuring customer satisfaction
throughout the merger and into the future. The format and method of this survey should be
left to the Public Information group.
Alternative B
Alternative B guides the agencies into a more integrated customer service model. For this
alternative, the CSWG recommends combining:
• Licensing and Registrations;
• Finance, Accounting, and Cashiering (creating organizational efficiencies for field
support);
• Campsite Reservations and Hunting Reservations;
• Vendor/Agent/Retail services – license agent support, retail products, and external
agent pass consignment;
• Main Call Centers for Parks and Wildlife (merged together to form one main information
hotline).
At this level of integration there will be no change to field office locations (i.e. regional offices,
parks or service centers) and the current availability of specialized services (i.e. CWD drop off,
mandatory animal checks and HIN/VIN inspections) will stay the same. In other words, these
services will not be offered at any new locations.
This alternative recommends expanding sales to include all Parks and Wildlife products at all
Parks offices and Wildlife Service Centers by using a new Integrated Licensing System (ILS). The
new Integrated Licensing System (ILS) will be created to allow for the sales of passes (in
addition to the license sales currently offered). Gift certificates (currently only available at
Parks) will also be available for all Parks and Wildlife products.
In this alternative, most products will be available at internal and external license agents
through the point-of-sale terminals, Parks and Wildlife locations and online. The administrative
approval of specialized licenses and passes will still be handled by the administrative offices
responsible for those functions.
Retail products will require a real-time inventory tracking system at this level which may be
accomplished using the new ILS. Retail programs will also be subject to change or possible
expansion based on the results of a cost-benefit analysis of the existing parks program. Pass
distribution will change at this level by eliminating the existing annual pass processes and
capitalize on the ILS machines instead. The reservations systems (camping and hunting) will
need to be considered for roll out into the Integrated Licensing system as well.
This alternative creates two separate customer service web portals for products. The first is a
merchandise/retail page that allows the customer to purchase Parks and Wildlife merchandise
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and the second is a page that allows the customer to purchase any other products (i.e. passes,
licenses, etc.).
In terms of registrations, this alternative suggests that all registration applications (new and
transfers) be accepted and temporaries issued at Wildlife offices and service centers.
This alternative recommends that all databases be ‘layered’ into the existing Wildlife Customer
Service Screens (CSS) interface. The format of this current database operates in a way that
would allow for CSRs to view the content of the existing eight separate databases in one
location. This will make the content from all other databases viewable in one place. The Wildlife
CSS database requires an identification number for each customer so, in this recommendation,
a CID number would be required for all customers where practical.
This alternative builds on and includes the training identified in Alternative A. Adequate training
is critical for the new unified information call center. As the frontline staff to a majority of our
customers, it is imperative that the correct information is being given to our current and future
customers. To assist CSR’s in the call center; an Integrated Customer Service Resource System
should be identified and implemented. This would provide a web based information system for
CSRs to reference.
In terms of the web, this alternative provides a half-step between the splash page concept and
full integration. Most of the legacy architecture of the two sites would be retained, while the
home page and top-visited pages would be integrated with a new look and feel. A one-stop
customer service page offering all products and services available on the web would be created.
This would maintain separate websites but offer consistent branding on site pages.
Like Alternative A, this alternative suggests establishing a method for measuring customer
satisfaction throughout the merge and into the future. The format and method of this survey
should be left to the Public Information group.
Alternative C
Alternative C represents an agency as fully integrated as possible and, not surprisingly, has
additional costs and time associated with its implementation. This alternative recommends all
the steps from the integration, products, and training sections of Alternative B with a few
added objectives.
To begin, Parks and Wildlife Field Offices, Service Centers, and Region offices should be
combined under one roof where efficiencies and customer support allow (based on population
and remoteness of the office). Also, all locations, whether Parks or Wildlife, should offer CWD,
mandatory animal checks, and boat HIN/VIN inspections when possible. This will create a true
model of a merged agency where customers can have these services at any location.
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It is recommended to offer one customer service web portal for all products. In addition to one
web portal, via the Parks and Wildlife website, also explore other options and technologies
beyond the current website. For example, consider partnering the web sales with a web based
customer service system, such as a cloud based program, which would allow for enhanced
customer service beyond the traditional methods.
This alternative suggests eliminating all eight existing customer information databases and
merging them into one new application. The CSWG recommends that the transition team
consider adopting a cloud-based platform to manage all customer information databases. Using
this type of system positions the agency for future enhancements to customer service.
Identifying the optimal database for the agency for this consolidation will require a cost-benefit
analysis by OIT. Using a cloud-based system allows for all data to be represented in one
common interface and improves front-line customer service efficiencies. However, there are
per-user costs to use a system like this. Whatever the result, the new database needs be
compatible with product sales on the new Integrated Licensing System.
In this alternative, a full integration of the two agency websites in a new, branded, databasedriven Colorado Parks and Wildlife website would provide a one-stop virtual marketplace for
virtually a complete range of Colorado Parks and Wildlife products and services. In this
alternative, the recommended integration of web resources in a traditional website would
overlap with subject areas being discussed by the Public Information/Branding/Marketing
workgroup, the Volunteer/Interpretation/Environmental Education workgroup, and the
Financial Services workgroup.
This alternative recommends expanding Colorado Parks and Wildlife’s web presence beyond
the existing website. This can be through the use of non-traditional web-based customer
service tools such as a cloud based program or also through social media tools that are free or
low cost and allow for reaching out to more demographics. Innovative social media platforms
to explore include, but are not limited to, Facebook, Twitter and mobile Smart Phone
technologies.
Conclusion
In an effort to identify efficiencies and cost savings in customer service, the Customer Service
Work Group (CSWG) presented three alternatives ranging from low to high levels of integration
and cost effectiveness. This demonstrates that customer service at Colorado Parks and Wildlife
can be achieved at varying levels. The CSWG has identified an alternative representing low level
integration and low cost, Alternative A, which can be achieved relatively quickly. Alternative B is
a mid-level recommendation that builds upon some of the ideas in Alternative A and
Alternative C represents a wholly integrated and advanced customer service model.
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While there are advantages and disadvantages to each, the CSWG is not able to select one
alternative that would best meet the needs of the new agency and believes that this decision
should be made at the Transition Team level. However, Alternative A is the lesser of the
alternatives presented, and does not represent the level of efficiency, integration and cost
savings that should be included in an optimal customer service merger plan. The Transition
Team should consider the value of Alternatives B and C, and their individual components, in
achieving the best Customer Service through the merger of Parks and Wildlife.
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BACKGROUND OF THE CORE WORK AREA
DESCRIPTION OF SHARED WORK FUNCTION(S)
Customer service at Colorado Division of Parks and Outdoor Recreation and Colorado Division
of Wildlife can be broken down into the following core areas with shared functions: product
availability, face to face and phone customer service, database integrity, customer service
through the web and (unified customer service team) internal customer service through
training.
Colorado Division of Wildlife
The Colorado Division of Wildlife sells a variety of products to its customer base. These
products can be separated into retail merchandise and license products. Wildlife's primary
revenue stream comes from the sale of hunting and fishing licenses. Annual net sales from 2010
for all licenses were $68,644,810.63. Licenses are sold at 16 internal offices and service centers,
at 665 external license agents as of July 2011 (this includes 19 Parks agents and phone sales)
and through an online web-sales interface. The Total Licensing System (TLS) machines, phone
sales and Internet sales are services provided by an external vendor, Active Outdoors, under a
contract with Wildlife that is up for renewal in 2013.
Wildlife does require reservations on specific properties, primarily for small game and
waterfowl hunting, though there are properties that require reservations for deer, turkey or
pronghorn hunting. Reservations may only be made by phone. Wildlife provides the
reservations as a service and does not charge the customer for the reservation – no revenue is
generated from the hunting reservation program.
Retail merchandise is sold through the Colorado Division of Wildlife’s website and service
centers. The maintenance of inventory (including distribution to wildlife service centers and
offices) is handled by approximately 1.5 full-time employees (FTE). Examples of wildlife retail
merchandise are hats, DVD’s, shirts and books. Generally speaking, Wildlife does not sell its
retail merchandise for revenue but rather uses it as a marketing tool. Therefore, there is little
revenue made from these items.
Wildlife manages its customer information in one primary database. This database, often
referred to as CORIS (Colorado Outdoor Recreation Information System), or CSS, captures all
license sales and customer information. TLS also has a user interface that captures this same
data. Both databases are updated in real time as licenses are sold. Retail sales are not currently
maintained using this system.
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The Wildlife website is viewed by 4 million visitors every year. That breaks down to 1,755,871
unique visitors and a total of 17,302,275 page views. After the home page, the top 20 pages all
related to the agency's core business of providing licenses and opportunity to hunters and
anglers. Hunting licenses, especially elk hunting licenses, will generate $77 million or 61% of the
projected revenue for this fiscal year. Big game license sales subsidize literally all of the state's
wildlife programs.
About 65% of hunting license applications for the big game limited draw are processed through
the Internet. The online license and application page is the 4th most-viewed. The online license
application generated $6.8 million in revenue last year.
Other heavily used pages include the fishing page, fishing reports, office location and contact
information. Likewise, the top 20 most downloaded pages all have the common function of
providing information to hunters and anglers.
Colorado Division of Parks and Outdoor Recreation
Parks offers a variety of products, including park passes, boat, OHV and snowmobile
registrations and camping reservations. Parks' primary revenue stream is generated by the sale
of parks passes, including day passes, annual passes and lifetime passes. Data from lifetime
passes and Columbine passes are managed in separate databases and other products/passes
are currently not tracked anywhere. Pass sales generate over $5 million of revenue annually.
Parks also has a retail sales program that offers a variety of branded Parks merchandise and
convenience items for Parks visitors. Unlike Wildlife, Parks retail sales are used to generate
revenue for individual Parks. In most cases, merchandise items are printed with Park-specific
information on them. Some Parks may also sell conveniences such as firewood, ice, snack items,
camping items and gasoline (the Two Rivers Marina at Navajo State Park).
Parks also operates its own year-round campground reservation system. The Central
Reservation Office processes reservations through a central call center; in addition, reservations
can be made online. In FY11 80,000 reservations were made generating over six million dollars
in gross revenue. The contract vendor for the reservation software and online reservation
processing is ReserveAmerica which was acquired by ActiveNetwork (the TLS vendor).
Reservations through Parks occur at a significantly larger scale than the Wildlife reservations,
which are limited to a small number of duck blind and State Wildlife Area reservations for
hunting.
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Another service offered by Parks is the registration for Off Highway Vehicles (OHVs),
snowmobiles and boats. These services are handled through a separate application process and
require, in some cases, a physical inspection of a vehicle for VIN/HIN number verification.
Like Wildlife, Parks also uses external agents to sell some of their products. Parks currently has
approximately 250 agents that sell annual passes and 175 external agents who process
registrations and sell non-resident snow and OHV permits.
While Wildlife handles all retail in-house, Parks operates its program slightly differently. Some
functions are done in-house and some with outside concessionaires. There is one full-time
employee (FTE) that operates the in-house retail program along with the duties of online sales
fulfillment and management of the agent sales program. Approximately 15 parks acquire their
retail product from concessionaires (RMNA – Rocky Mountain Nature Association and GARNA –
Greater Arkansas River Nature Association). Approximately 25 others operate a retail sales
program in-house. When merchandise is acquired through concessionaires, the park receives a
percentage of the revenue (approximately 8%), provides space and staffing for sales, tracks
inventory, and handles cash and records sales completely separate from other revenues. In the
case of in-house merchandise, parks provide space and staffing for their stores; participate in
merchandise selection and record sales with all other revenues (passes, permits, camping) on
the monthly parks revenue reporting tool. While Wildlife operates its retail program as a
marketing effort, Parks operates its program as a revenue generating tool for individual parks.
Parks retail generated roughly $436K gross revenue last fiscal year.
The Parks website is used as an interactive communication tool and information resource for
customers and Parks staff. The website provides information about the 42 State Parks and
eleven programs throughout the Division. It also serves as a portal to the major revenue
generating programs such as the Registration, Reservation and Retail programs. The Parks
website logged 2,040,784 visits in FY 2010-2011. That breaks down to 1,235,065 unique visitors
and 11,210,731 page views. After the home page, the reservations page sees the most traffic
and is obviously critical to Parks' customer service mission. In FY 2010, the State Parks
reservations page processed 48, 583 transactions which is about 56% of total reservations and
brought in $3,765,950.00 in revenue. Overall, about 80% of total reservations are processed
through the Internet sales channels with the central reservation office processing around 20%
of total reservations in addition to all changes, and most cancellations to reservations. The
central reservation office handled over 46,000 calls in FY11. The Parks store page brought in
$185,376 during roughly the last six months of the fiscal year.
Both Wildlife and Parks rely on field Customer Service Representatives to assist customers faceto-face at Parks and Wildlife service centers as well as provide phone assistance. This staff
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requires ongoing training and assistance from headquarters reservations, registration and pass
consignment staff.
SUMMARY OF ANY SHARED POLICIES, DIRECTIVES, OR PROCEDURES
BOARD/COMMISSION POLICIES AND
ADMINISTRATIVE DIRECTIVES
Policy or
Directive
Number
Title
Distribution of nonresident Rocky Mountain
Bighorn Sheep, Desert Bighorn Sheep, Rocky
Mountain Goat and Moose
Drawing licenses for nonresidents
Reservations can only be made for individuals that
possess the appropriate license for the
reservations.
Creation and standardization of Colorado Division
of Wildlife Brochures and Other Publications
Policy
A-10
Policy
Policy
##
Directive
A-2
Directive
A-3
Directive
L-2
Directive
M-1
Directive
Directive
M-6
W-21
Sale, Inventory and Distribution of Publications
and Brochures
Public records – inspection and reproduction by
the public
Rules and procedures governing operation of
Division of Wildlife office/storage facilities
Denver Headquarters Office Space
Youth outreach program hunting license
Directive
W-22
Dream hunt hunting license
Policy
Reservation Window - Reservations can be made a
maximum of six months in advance of arrival date,
depending on the parks open date. If campsites
are available, a reservation can be made a
minimum of three days prior to the arrival date.
Policy
Payment Policy – All camping and reservation fees
must be paid in full in advance of occupancy or use
of park facilities. Vehicle entrance fees are
collected at the park.
Policy
Payment Methods – Payments can be made by
Visa, Master Card, Discover, check, money order,
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Comments
This directive requires
that PDF versions of all
brochures (including
big-game, fishing, etc)
be provided on the
website.
Policy
Policy
Policy
Policy
Policy
Policy
Policy
traveler's check, gift certificate or cash. Internet
reservation payments can be made with credit
card only.
Discounts –Aspen Leaf Pass holders are eligible for
camping discounts at individual campsites, Sun. Thurs. excluding holidays. The discount does not
apply to fees for cabins or yurts.
Unreserved campsites – Campsites that are not
reserved are offered on a first come/first served
basis payable at the park
Handicap Sites - HA sites are handicap accessible
sites that could have a paved or gravel walkway,
elevated fire rings and table extensions and are
relatively close to the restrooms. These sites can
be reserved by anyone. The handicap designated
(HD) sites have the same amenities, but can ONLY
BE RESERVED BY CUSTOMERS WITH A VALID
HANDICAP LICENSE PLATE OR PLACARD. This
information will be confirmed by a Park Ranger.
Emergency Closures – In the event of an
emergency park closure, Colorado State Parks will
attempt to notify customers and make other
camping arrangements, or process a refund.
Campsite changes - A non-refundable transaction
fee per reservation is applied when a change is
made to a reservation. All changes must be made
through the Central Reservation Office before the
arrival date, and must be made within the same
park.
Cancellations – If a reservation is made online, the
reservation can be cancelled online or through the
Central Reservation Office, but if the reservation is
made through the Central Reservation Office, then
the reservation must be cancelled through the
Central Reservation Office. If a reservation is
cancelled 14 days or more prior to the arrival date,
the camping fee will be refunded less the nonrefundable reservation fee and a cancellation fee.
If a reservation is cancelled 13 days or less prior to
the arrival date, the reservation fee and the first
night's camping fee are non-refundable. If
canceling a reservation after the date of arrival or
departing early from the park, then the park must
process a request for refund. The refund will be
based upon the number of nights left on the
reservation less the reservation fee and first
night's camping fee. A refund check will be
processed and will take 4-6 weeks for delivery.
Refunds – When a reservation is cancelled through
the Central Reservation Office, a credit is applied
to the credit card used for the original purchase. If
the reservation was paid by check, money order,
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Policy
Directive
Directive
Directive
B-301
B-275
B-150
Directive
B-151
Directive
Directive
Directive
Directive
B-152
B-153
B-154
B-175
Directive
Directive
Directive
Directive
B-176
B-177
B-178
D-103
Directive
A-127
traveler's check or cash, a refund check will be
processed and will take about 4-6 weeks to
receive. If the refund request is submitted to and
processed by a park area, then only a check refund
will be processed which takes about 4-6 weeks.
The appropriate cancellation and transfer/change
fees will be deducted from the refund.
No refunds given for bugs, bad weather, campfire
bans, or low lake water.
Forest Management
Wildlife Hunting and Management in State Parks
Sale of Camping Permits to Campers Without
Reservations
Removal of Individual Campsites, Group
Campgrounds and Cabins from Available
Reservation Inventory
Camping
Backcountry Camping
Handicapped Accessible Campsites
Administration and Management of Passes,
Permits and Revenues Manual
Special Activities
Complimentary Passes and Fee Waivers
Revenue Shortage Recovery
CUSTOMER SERVICE AND PUBLIC IMAGE
STANDARDS – This directive establishes a
framework of customer service and image
standards in order to support Parks' goal of
maintaining a high level of service to the public
and agency image as a customer-oriented
institution.
This directive provides guidelines for the
appropriate and acceptable use of social
media by Division employees and volunteers.
STATUTORY AND REGULATORY GUIDANCE
STATUTORY OR REGULATORY GUIDANCE
Statute or Regulation
State Statute
Section Number
Title
24-72-101 et seq.
Colorado Open Records Act (Exemption: 24-72-204
CRS)
State Statute
State Statute
State Statute
State Statute
State Statute
33-1-102
33-4-101
33-1-102
33-4-104
33-4-116
Definitions
License agents
Types of licenses and fees
Big game hunting licenses – auction or raffle
State Statute
33-4-117
Youth licenses
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State Statute
Regulation
33-4-119
Chapter 00 General
Provisions - License
Types and
Requirements #001
Mobility impaired hunters
Huntcodes
Regulation
Chapter 00 General
Provisions - License
Types and
Requirements #002
License Requirements
Regulation
Chapter 2 – Big
Game - #201
Chapter 2 – Big
Game - #208
Chapter 3 –
Furbearers and
Small Game except
Migratory Birds #301
License Fees
Regulation
Chapter 3 –
Furbearers and
Small Game except
Migratory Birds #304
License Requirements
Regulation
Chapter 5 - Small
Game – Migratory
Birds - #503
License and Stamp Requirement
Regulation
Chapter 9 - Division
Properties - #901.A
Hunting Reservation Requirements
Regulation
Chapter 15 License
Agents
Regulation
Chapter 16
Procedural Rules for
the Wildlife
Commission - #1670
Regulation
Regulation
State Statute
State Statute
State Statute
State Statute
License Restrictions
License Fees
Refunds and restoration of preference points
24-72-101 et seq.
Colorado Open Records Act (Exemption: 24-72-204
CRS)
33-1-102
Definitions
33-4-104
33-10-115
Use of parks and recreational areas by nonprofit
search and rescue organizations – definitions – rules
14
State Statute
33-12-101
Passes and registrations – rules
State Statute
33-12-103
Aspen leaf annual pass-aspen leaf lifetime pass-report
State Statute
33-12-103.5
Columbine annual pass
State Statute
33-12-104
State Statute
33-12-105
Pass and Registration agents – reports-board of
claims-unlawful acts
Licensing violations
State Statute
33-12-106
Regulation
Chapter 7 Passes,
Permits and
Registrations
State Statute
33-10-111.5.4
Park entrance privileges – identified veterans -search
and rescue organizations conducting training activities
700 – Vehicle Pass
701 – Individual Passes
705 – Aspen Leaf Annual Pass holders
708 – Pass and Permit Fee Schedule
710 – Pass or Registration Agents
711 – Pass and Registration Agent Requirements
712 – Delinquency, suspension and cancellation of
pass agents
713 – Procedure for Financial Responsibility of agents
714 – Standards of Financial Surety for agents
715 Cash purchase in lieu of financial guaranty
There is hereby created a stores revolving fund
in the amount of two hundred thousand
dollars, which amount shall be maintained to
acquire stock for warehousing and distributing
supplies for retail sales to visitors. On July 1,
2003, the state treasurer shall transfer two
hundred thousand dollars from the parks and
outdoor recreation cash fund to the revolving
fund. The moneys in such fund shall under no
circumstances be used for the payment of
operating expenses but shall be maintained
intact as a revolving fund of two hundred
thousand dollars, composed of the following
assets: Cash, accounts receivable, and
inventory supplies. The purpose of the fund is
to provide better budgetary control, and
nothing contained in this subsection shall
authorize the division to make any purchases
or acquisition in any manner except as
provided by law. Any surplus in the revolving
fund in excess of two hundred thousand dollars
shall revert to the parks and outdoor recreation
cash fund at the close of each fiscal year.
15
RELEVANT STRATEGIC PLAN ELEMENTS
The Colorado Division of Wildlife’s 2010-2020 Strategic Plan lists quality customer service as
one of 10 core management principles that reflect the agency's most deeply held values and
ideals. These management principles also recognize the continued expectation that license fees
remain the major source of revenue for the agency. It goes without saying that quality
customer service will complement continued license sales. Listed below are Program Areas
relevant to the Customer Service work group:
 Objective: Provide equipment and facilities for excellent service to the public and for
agency management effectiveness. Relevant strategies are:
o Maintain and upgrade facilities and equipment;
o Design and locate offices for customer service and convenient access;
o Partner with other agencies to combine offices where feasible.
 Objective: Improve information management and business systems. Relevant strategies
are:
o Develop and implement a long-term plan for information technology and
management;
o Improve tools for entry, storage, retrieval, reporting and dissemination of
biological and business data;
o Provide access to and training in the use of information management systems;
o Continually review, adapt and improve business practices to enhance
effectiveness and accountability;
o Effectively use innovation and technology in the Division’s management decision
making, planning and operations;
o Balance operational effectiveness and cost efficiencies in the Division’s use of
information technology.
The Colorado Division of Parks and Outdoor Recreation 2010 strategic plan lists “The Outdoor
Experience” as one of three core values. This core value best represents the goals of the
customer service work group. This value can be recognized internally (within Parks) as a
customer-focused model (as opposed to transaction-focused), providing training to assist
employees in making an emotional connection with customers and as an agency working to
anticipate the needs of Parks customers. Externally, this manifests itself as quality customer
16
service and accessibility (including proximity and affordability). Below is a list of goals relevant
to customer service:
 Goal 1: Connect people to the Outdoors by Providing Quality Outdoor Recreation
Opportunities and Settings. The relevant desired outcome of this goal is to maintain the
current loyalty and satisfaction rates of current Parks customer base. Relevant
Objectives are:
o Objective 1: Operate, maintain and enhance park resources and services to meet
visitor needs and enrich the Colorado State Parks experience.
o Objective 5: Promote participation in Colorado’s outdoor recreation
opportunities.
 Goal 3: Foster and Actively Promote Excellence in our Workforce. The relevant desired
outcome of this goal is that Colorado State Parks be recognized as having highly
professional, motivated staff to serve park visitors. Relevant Objectives are:
o Objective 1: Maximize the ability to serve customers by providing staff with
training, equipment, and resources to efficiently and effectively perform their
jobs and manage park resources.
o Objective 4: Foster a culture of collaboration, innovation, and commitment to
the Agency’s mission and vision among all members of the Colorado State Parks’
team.
ISSUES/CONSIDERATIONS
In considering the integration of Parks and Wildlife into one entity, the Customer Service
Working Group identified several key issues and considerations which should be addressed.
Listed below are significant historical considerations, commonalities and synergies, shared
assets and functional differences.
HISTORICAL CONSIDERATIONS
Parks uses the Active Outdoors reservation software. The Central Reservation Office operates a
year-round reservation service with two FTE and up to 16 temporary employees annually. The
campground reservation contract is in its first year with an option to renew up to five years.
Parks offers reservations through a fully staffed Call Center during regular business hours and
offers Internet users the convenience of securing their reservations online at any time.
Hunting reservations were originally processed by hand in the Wildlife Fort Collins office of the
Northeast Region which was a labor-intensive process, before contracting with Parks to take
the reservation calls. The ReserveAmerica application was not designed for the kind of
17
information that the hunting public requires, so it was not an easy fit. Due to customer
demand, Wildlife created a new reservation system and brought reservation duties back to
their staff. This year, waterfowl hunters will be required to reserve duck blinds on several
properties in the Northwest Region, as well as the usual properties in the Northeast Region. In
addition, the Commission asked wildlife managers to create a lottery process to handle the
demand for many popular areas. The process is presently first-come, first-served via phone
with no web interface for self-service. Reservation calls are dispersed among the assigned
Northeast and Northwest region staff. As these individuals have other duties (customer service
and administrative), maintaining consistent quality service can be a challenge.
As noted, Wildlife derives most of its revenue from the sale of hunting and fishing licenses,
particularly big-game hunting licenses. Big-game licenses are valid only during the specific biggame season, which can be as short as five days. In 2009, the season dates on annual licenses
changed from a calendar year (valid January 1 through December 31) to a license year that
starts April 1 and runs through March 31. Annual park passes are currently valid for 12 months
from the date of purchase. Prior to 2008 these annual passes were valid based on the calendar
year. Boat registrations are annual and valid from January through December. OHV
registrations are valid from April through March and snowmobile registrations are valid from
October through September.
Historically, registrations were previously hand written on stickers and distributed from offices.
To meet increased customer demand, Parks has started using industrial printers. The Licensing
section at Wildlife also historically manually processed license applications by hand and have
since moved to an off-site printer and scanning service.
Each agency’s website is several years old at this point and might soon be a candidate for an
update even absent the merger. The DOW site is enormous, with more than 40,000 pages that
have been created. Because of the vast amount of information, the site can be difficult to
navigate. A successful integration will require a thoughtful, deliberate approach that solicits
input from both internal and external agency customers.
COMMONALITIES/SYNERGIES BETWEEN AGENCIES
Related to customer service, Parks and Wildlife have some fundamental commonalities
associated with the products that each offers to its current customer base. Both agencies
currently offer some form of license or pass to the public. These products represent a service or
permission to participate in a particular activity. For Parks, it represents permission to recreate
in State Parks and to use a personal OHV, boat or snowmobile in the State of Colorado. For
Wildlife, the license grants permission to hunt or fish for state wildlife. In addition to the passes
18
and licenses, both agencies also offer reservations for the use of agency property by the public
and also retail merchandise specific to the agency or specific locations (i.e. specific Parks).
Both Parks and Wildlife are authorized by state statute and statute governs many agency
functions. The individual agencies also have regulations specific to their distinct products.
Both agencies have a contractual relationship with the vendor ActiveNetwork for key revenuegenerating services. Wildlife contracts with ActiveNetwork to host the Internet license sales
web page, phone sales, and license sales at license agents using TLS machines and to print and
mail big game draw licenses to customers. Parks contracts with ActiveNetwork to provide call
center software and manage online reservations. Parks and Wildlife both use external agents to
assist in selling their products, as well as internal agents (i.e. local offices and service centers or
individual Parks.
Parks and Wildlife also have developed similar organizational structures in terms of customer
service. Both agencies staff their headquarters location and local offices/Parks throughout the
state with CSRs, which are all hired at the Administrative Assistant level.
Both agencies have offices or Parks that do not offer the full range of customer services to the
public. For example, Lon Hagler State Wildlife Area has an office which is not open to the public
for license sales or services and Spinney Mountain State Park is a park that does not have a
visitor center or office open to the public.
In terms of the web, the Wildlife site has completed its migration from the MCMS content
management system to the MOSS content management system. Parks' site is already using
MOSS. This should make each of the web integration alternatives easier to accomplish.
POTENTIAL SHARED ASSETS
Employees represent a significant component of the potential shared asset base. Currently
there are 19 Parks that sell Wildlife products in addition to the standard Parks products and
services. These employees are an asset to both agencies because of their ability to convey
information to the public about all current Parks and Wildlife products.
Another existing and potential shared asset is the Southeast Region Office for both Parks and
Wildlife in Colorado Springs. Though customers are currently processed at a separate Parks or
19
Wildlife counter, it is a shared lobby and environment, which helps facilitate the transfer of
information among the CSRs for the customers.
In terms of the web, potential shared employee assets would include web programmers at both
agencies.
FUNCTIONAL DIFFERENCES
Because Parks and Wildlife have long functioned independent of each other, they have several
functional differences when it comes to customer service. The first overarching difference is in
the type of product each offers to its customer base. While Parks offers outdoor recreational
opportunities to a broader customer base than Wildlife, Wildlife offers its customers a more
specific product: hunting and angling related licenses. Thus, Parks is location focused while
Wildlife licenses an activity. How CPW defines or redefines these products may influence
thinking about how to best provide customer service on the ground and on the web. Listed
below are more detailed functional differences broken down by key areas.
Product Sales (Licenses and Retail)
When selling a product, Wildlife is required to collect a social security number and secure and
verifiable identification. These are both required per federal law. Parks, however, does not
require either to sell any Parks product or service.
Wildlife license sales activity is recorded in ‘real’ time (electronic customer records are updated
automatically). Parks does not track any day-pass or regular annual pass data electronically and
keeps its other data in separate reservations, registration, retail, and pass databases. For
product sold at external agents, license agent commission differs between agencies (4.25
percent for Wildlife and 5 percent for Parks).
Another functional difference is the product year. Annual park passes are valid through the end
of the 12th month after their purchase. A few other Parks products have season dates specific
to the needs of that product. Annual Wildlife licenses function with set a license year
regardless of date purchased. When products are purchased from Wildlife through the limited
drawing process, on the Internet or phone sales they are mailed by the vendor Active Outdoors.
Parks uses various program staff in addition to IDS to mail its passes.
20
In terms of applications, Wildlife licensing applications for the draw are scanned and saved
electronically (if submitted by paper) or accepted electronically via the Internet. Parks boat,
OHV and snowmobile applications for registrations are keyed by hand.
Wildlife CSRs have access to all customer records through the Wildlife Customer Service
Database. Parks CSRs do not have access to all parks product databases. Wildlife also has access
to CO Drivers License database to verify residency and whereas Parks does not have access to
this residency tool.
Reservations
Wildlife reservations are currently offered free of charge to sportsmen. Parks does charge for
its campground reservations. Wildlife reservation peak times are during hunting seasons
(August – January) and Wildlife reservations staff also performs other facets of customer
service duties. Parks peak times are May through August with Parks staff also performing Pass
and Permit Consignments to the Parks during the slower season (November – February).
Retail
Parks has an extensive retail program with a large variety of products including convenience
items, firewood, gasoline, and location-specific products. Parks uses a QuickBooks based pointof-sale system for tracking its retail inventory. Parks works with concessionaires that operate
approximately 15 stores, approximately 25 stores are operated in-house. Both Parks and the
concessionaires use a variety of vendors who provide product to the stores. Wildlife does not
contract with RMNA or any other vendor. The Parks retail program is busiest from April to
October whereas Wildlife is busiest during Big Game application submission in March, during
Big Game seasons from September through October and during the Christmas season.
Wildlife retail operates differently in that the management and maintenance of the retail
program are handled in house. This program, called ShopDOW, is currently run using BV
Commerce Storefront but will be changed to a new system in the near future. BV Commerce
Storefront is used to handle product inventory (in addition to an annual physical merchandise
inventory). Some merchandise, such as books and DVD’s, are produced internally and other
merchandise, such as ball caps, are obtained from vendors. While Parks sells its retail products
as a means to increase revenue, enhance customer service, and engage in Park branding,
Wildlife uses its product sales as a marketing tool. Wildlife products are sold online, at any
Wildlife office or service center, or by using an order form in the Wildlife magazine and
brochures.
21
General Customer Service
Wildlife has a dedicated customer assistance call center (hotline) that is available to the public
during business hours. The Wildlife call center is staffed with 3 permanent and 4 to 12
temporary employees (depending on the time of year). The peak times for the Wildlife call
center is from July through August and February through the 1st week of April. In addition to the
general information hotline, Wildlife also has a call center staffed with ‘Hunt Planners’ to assist
non-resident hunters in planning a hunt in the state of Colorado. This call center operates with
4-9 temporary employees with their busiest time during Big Game Draw application acceptance
(February- 1st week of April). Though Parks has a similar call center that processes camping
reservations, they do not have a central phone line with staff dedicated solely to answering
general Parks questions.
Customer service at Parks' headquarters office – a primary center for customer inquiries – is
provided by a temporary employee who has primary responsibility for answering phone
inquiries, but is also charged with handling walk-in customer inquiries, front desk sales and
administrative duties. Two FTE also support phone and walk-in customers in addition to
performing other primary administrative functions. One significant functional difference is that
Parks requires a live person to answer the phones (via Administrative Directive #D-103)
whereas Wildlife uses call center software allowing callers to go into a queue if necessary.
Wildlife offers unique customer services at the area offices including, but not limited to overthe-counter customer service; mandatory animals checks; nuisance wildlife calls, acceptance
and processing of CWD (Chronic Wasting Disease) deer, elk and moose heads for testing;
biological data collection; game damage and land owner issues (trapping permits) just to list a
few. The hunting culture unique to Wildlife may not be well-received by some Parks customers,
who may be more interested in non-consumptive outdoor recreation and may not support
hunting.
All fulltime Parks staff functions in some capacity as customer service representatives. Even
rangers are occasionally involved in pass, camping and retail sales and all staff are expected to
handle inquiries from customers. A service that is unique to Parks is the ‘self serve ‘day pass
boxes that use the honor system. These boxes are at Parks that may not have the personnel to
staff all the entrance stations and they allow the public to enter the park after using the selfserve payment system. Wildlife offers no comparable service.
Lastly, Parks uses InternetHoney to remind retail customers to renew annual pass purchases.
Wildlife does not use a product like this.
22
WORK GROUP SCOPE OF WORK
The Customer Service Work Group scope of work includes discussing the historical background
and key components of each agency’s customer service programs and uses this information to
provide strategic recommendations. The customer service team has recognized five core areas
to focus its efforts in terms of the merger: integration, products, customer service databases,
employee training and the customer service aspects of the agency website.
The key objective of the Customer Service Working Group is to identify alternatives that cover,
at a minimum, the five core areas listed above and that consider the level of integration the
alternative achieves as well as associated costs. The working group developed the alternatives
listed below after evaluating such factors as: eliminating duplication, achieving the greatest
possible efficiencies and enhancing the effectiveness of Colorado Parks and Wildlife customer
service programs.
WORK GROUP ALTERNATIVES
ALTERNATIVE A
Integration
This alternative recommends a low-level integration approach that would allow the two
agencies to merge quickly and at a relatively low cost. This alternative suggests that the
organizational structure of the Wildlife offices and service centers and Parks offices and parks
service centers remain close to status quo. In this alternative, there are no changes to current
customer service locations. This alternative also recommends offering one main CPW phone
number with the ability for customers to choose between Parks or Wildlife information (i.e.
Press 1 for Parks, press 2 for Wildlife). Calls will still be routed to specific Parks and Wildlife
offices as appropriate. This phone line would be a no-cost alternative as the phone
infrastructure already exists to accommodate one phone line.
Products
This alternative recommends allowing all locations to sell all Wildlife and Parks products by
expanding the availability and use of TLS machines, Registrations, and Parks passes to all Field
Offices. This would be achieved by making Parks Field Offices agents for Wildlife and Wildlife
Service Centers agents for Parks (internal agents). In this recommendation, the Annual and
Senior Aspen Leaf passes will be sold at Wildlife offices and all Wildlife licenses will be sold by
Parks subject to limitations in staffing and connectivity. Day passes will continue to be sold at
23
parks only. Currently 23 of the 42 parks are already Wildlife agents so this will be a relatively
low impact alternative with respect to parks.
For retail products and reservations (camping and hunting), no change is recommended from
the current systems and processes. It is also proposed that all concessionaire agreements and
current pass distribution procedures not change. Web sales and reservations will remain the
same being launched from current separate web portals.
transfers) be accepted and temporaries issued at Wildlife offices and service centers. Wildlife
offices should also be given VRS access for registration renewals.
This alternative also recommends establishing a workgroup (working in conjunction with the
current TLS rewrite work group) to benchmark and research technologies available for possible
new parks pass formats. This group would be tasked with determining the viability of a vehicle
pass, individual pass, tiered pass, and other alternative approaches to the current parks pass
system.
throughout the merge and into the future. The format and method of this survey should be left
to the Public Information group.
Database
In addition to being able to sell each other’s products it is suggested providing ‘view only’
access to all product and customer service databases (i.e. CSS, VRS and Specialized Pass
Database). In addition, a Database Consolidation Work Group should be established and be
responsible for evaluating the eight existing customer service databases (See Appendix H) and
determine the most cost-effective way to create a user-friendly alternative.
Training
To assist the CSRs at each agency in adapting to the above changes, various levels of training
should provided. First, an agency-wide “Getting to Know You” In-Service should be offered. The
goal of this in-service will be to provide an introduction to what each agency currently does in
terms of daily operations and provide an avenue for all CSRs to ask questions about the new
tasks they will be assigned. This training opportunity should be available to levels of CSR staff
with at least one representative from each office, service center and park in attendance. The
average cost of this type of training is between $3,000 and $5,300 depending on the number of
people and the location (this estimate does not include travel costs or per diem) which includes
the meeting space, lunches, handouts/ materials provided and any speaker fees.
24
Because CSRs are needed throughout the state and can’t all attend training at the same time, it
would be beneficial to provide written materials to be taken back to CSRs that are unable to
attend and to post to SharePoint. This training should also be offered at the regional level so
that statewide customer service is not impacted but regional CSRs who will work together
regularly will have an opportunity to meet each other and learn about the new procedures that
will be implemented. Other options would include web training and video conferencing.
In addition to this in-service, this alternative also recommends providing Internal Agent
training. This training would enable Parks staff to sell Wildlife products and vice versa. This
mandatory training would be provided to all levels of staff that work in customer service, would
be offered at multiple locations around the state and would be comprehensive (covering all
products and CRS, TLS, VRS, Registrations, Reservations, and Special Pass [Columbine and
Lifetime] Databases).
Customer Service Representatives to allow basic familiarity of daily functions. An Integrated
Transition Customer Service Checklist similar to the one currently used by Wildlife (see
appendix F) should be created and would include job shadowing, training on current regulations
and statutes and website overview (to include navigation of each agency’s current websites and
a review of most frequently visited pages).
Provide training on navigating each other’s SharePoint sites as well as using the SharePoint sites
as a training tool where useful reference material relevant to customer service will be posted.
Also posted on this site should be an expanded Contact List to include more detailed agencywide staff information to include names and staff responsibilities.
Lastly, it is suggested to create a Customer Service Team whose responsibility is to address the
ongoing training and administrative support needs of CSRs through the state. This is an ongoing
customer service need that should be met.
Web
The quickest, easiest and cheapest way to represent the integration of both agencies to the
customer is through the creation of a "splash page" or common home page of the new agency
25
whose function is to communicate key information about the new agency and its mission. An
important attribute of this page would be a section or feature (such as a list or drop-down
menu) that directs users to existing customer-service oriented pages on the respective former
agency websites. Such a page could be developed quickly once a new agency logo is identified
and branding is resolved. It would be one of the first tangible products of the merger presented
to key agency customers (early adopters and technologically-savvy) as well as to key internal
and external stakeholders. Because existing Parks and Wildlife staff includes competent web
developers, a splash page could be developed in house.
This recommendation is a first step in web integration, a larger and more methodical effort
which would yield a unified agency web platform but could potentially consume resources
rather than create efficiencies over the 1-2 year time frame. Given that the current combined
FTE of the two agencies' web staff is less than five, and given the increasing importance of the
web in developing public support and revenue streams for the new agency, opportunities for
efficiency through FTE consolidation appear limited.
Desired Outcomes and Measures for Success
 Within six months of legislation approval, all Parks and Wildlife offices and service
centers will become internal agents and trained to sell each other’s respective products
(where accessibility and staffing allow).
 Product will be distributed and sales of all products across all Parks and Wildlife offices
will show a measurable increase within the first year.
 Within six months, all CSRs will have access to view each agency’s customer service
databases (depending on accessibility).
 Begin evaluation of current systems (CSS, VRS, etc.) to identify opportunities for
improvement. All viable database options need to be evaluated to see if the newly
combined agency can conform to an improved and potentially cost-saving system.
Current systems may not be feasible for future growth for a combined agency.
 Within the first year, VRS applications for new and renewal requests are accepted for
processing by Wildlife offices (when inspections are not required.)
 A single web landing page where customers of the two agencies would find an easy-tonavigate set of links to key license, pass, reservation, registration and retail purchase
points should be created. Within three months the page would provide a set of links to
important customer contact resources, and perhaps include popular features like the
parks finder.
 A training plan following the recommended guidelines should be established
immediately to address customer needs and create a sense of unity among the CSRs of
Parks and Wildlife.
26
 A new integrated CSR training checklist created within 2-4 months that includes formal
oversight, tracking, and is a part of CSR Individual Performance Objectives (IPOs) for
annual evaluations. This would be for both current and new CSRs. The oversight of the
checklist should belong to the Statewide Customer Service Manager or Human
Resources/Training section. The CSR checklist encourages consistent training across the
agency.
 Within a year, CSRs will have job shadowed at one respective local Park or Wildlife
Service Center.
 Within a year, an integrated Customer Service In-Service will be held.
 Have Public Involvement section establish a method to survey and monitor customer
satisfaction (i.e. postcard survey). The responses can help determine additional areas
needed for training as well as measure customer satisfaction with the merger.
Information Technology (IT) Considerations
 Databases given read-only capability;
 Security and technical (firewall) barriers regarding sharing of databases;
 Time and resources spent on making the separate Parks and Wildlife websites appear
as one to the customer (creation and maintenance of a new, branded Colorado Parks
and Wildlife landing page should not require investment in new technology);
 IT expertise needed for evaluation of current system;
 Phone and Internet connectivity is not available in all locations;
 IT assistance in creating online training for CSRs;
 IT assistance in creating a customer service SharePoint to share resources.
Potential Short-Run Considerations
 Offers quick implementation time and minimal cost to accomplish.
 Will require timely cross-training for current staff for which the logistics, timing and
resources need to be established.
 Connectivity issues at outlying Parks may create barriers in offering products at all
parks.
 Maintaining separate phone numbers may create confusion for the customer and does
not give the appearance of a merged agency to the public.
 This is not a fully integrated database solution and could be perceived as a “band-aid”
rather than a solution to issue of separate databases.
27
 A secured space for passes, products and related supplies will be required at all CPW
service centers.
 Training will increase demand on CSR time and requires staff time and resources to
create training material.
 Cashiering infrastructure will need to support new products and additional sales.
 Not all offices and parks will have accessibility and staffing to support new product sales
and TLS.
 Merchandise evaluation is necessary to assess whether the retail program should be
managed in-house or continue with a concessionaire format.
 Budget allocations for parks are currently based on individual park revenue. With
increased sales locations, this could impact individual park revenue.
 This alternative has a high probability of success in demonstrating to key stakeholders,
including customers, the immediate progress of agency integration.
 Developing this alternative with existing resources would eliminate hurdles associated
with engaging an outside vendor and serve to build working relationships between the
customer service, public information and marketing departments of the new agency.
 There could be negative impacts to office, park and service center coverage during
cross-training and in-service. Supervisor support of training will be critical.
Potential Long-Run Considerations
 Technical issues beyond the scope and knowledge of the customer service work group
could impact implementation.
 Ongoing training will be required for current staff and the necessary resources need to
be available to new staff that assists customers, including six month temporaries and
part-time, permanent employees.
 Identifying the best solution for database integration will improve long-run efficiencies.
 Adequate support and funding for ongoing and consistent training will be required.
 Some locations may require increased staffing to support new product sales.
 With time, the perceived advantage of this approach would fade. Customers will expect
to see additional merger benefits, such as development of a single, integrated agency
website, which are not included in this alternative.
 The need to address unforeseen issues or costs related to customer service that
develops after the merger implementation.
Suggested Statutory Changes
Changes to statutes regarding residency and disability licenses/passes will need to be made for
consistency.
28
There is also a difference with Wildlife having to meet a federal requirement of checking Secure
and Verifiable ID and collecting Social Security Numbers where as Parks does not have to meet
the same federal requirement. May require further review and a recommendation by the
Attorneys General office.
SWOT ANALYSIS OF MERGING CORE FUNCTIONS
Table 1. SWOT Analysis of Merging Core Work Functions – Alternative A
•
•
Internal and often Associated with
existing or past conditions
•
•
•
•
•
•
•
•
•
•
•
•
assoc
iated
with
•
•
Positives
Negatives
Strengths
Weaknesses
Minimal cost to the agency and
minimal implementation time;
Builds on existing product sales
infrastructure;
Minimal staff interruption;
Increasing sales at added locations may
decrease work load at higher volume
locations, allowing employees to
“disperse the work load” throughout
the state;
Improved customer service through
increased number of agents;
Creating new agents can be done at no
cost to agency;
Immediately function as a unified
agency;
Opportunity for cross-training between
agencies;
Tangible quick win outcome;
One-stop web presence for customer
service information;
Seamless to public;
Low risk;
Training will increase employee
confidence in helping the public;
Job shadowing helps build
relationships among CSRs;
Some training resources already exist;
Database Workgroup can capitalize on
internal subject matter experts.
Opportunities
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Limited ability to provide integrated
customer service information;
Does not promote a fully unified agency
for employee cohesion;
Fragmented customer databases;
Knowledge based information still needs
to be transferred to specialty Parks or
Wildlife staff;
There may be delays for offices/parks
with connectivity issues;
Specialized licenses and passes still
handled outside of service centers;
Residency requirements differ for passes
and licenses;
Possible negative impact on individual
parks based on present budget allocation
process;
Minimal integration benefit;
Cost to change existing vendor site
banner/logo (Reserve America/Active
Outdoors);
Potential customer confusion;
Failure to address legacy site deficiencies;
Difficult for small offices/Parks to have
CSRs absent to attend training;
Possible staff resistance to additional
responsibilities and respective training;
Database Workgroup may limit its
thinking to internal solutions as opposed
to outside options.
Threats
29
•
•
•
Improved customer service due to
expanded product availability;
Provides a foundation for further
integration;
•
•
Potential for improved compliance
with public users if added locations are
convenient;
•
Ability to view each other’s customer
service agency databases will
encourage more efficient customer
interactions by promoting the “onestop shopping” idea;
•
Outsourcing may not be necessary if
OIT can work with a modern enhanced
system;
•
Customers see a unified agency;
•
Customers have more locations to
purchase products and will benefit
from CSR expanded knowledge and
product availability;
Chance to build brand quickly;
Immediate integration of customer
service web presence;
Encourages internal discussion on web
integration;
Database work group can generate
cost savings by completing work in
house (rather than outsourced);
Database work group will have the
opportunity to identify new database
platforms that might not have been
identified otherwise
•
•
•
•
•
•
Public and legislative perception of
missed opportunities to achieve
efficiencies through the merger;
The public expects all services be
available at all locations. This alternative
doesn’t address that and may lead to
customer confusion;
Could lack public support;
•
Perceived competition for existing
external agents (by increasing the
number of locations where products can
be sold);
•
May underperform based on public
expectations of a full web integration (as
opposed to the ‘splash’ page);
If training does not occur in a timely
manner, the public perception may be
that the merge is not being
implemented;
If the training is not effective, the public
perception may be that the merge is not
being managed well;
Missed opportunity to use outside
vendors who specialize in database
consolidation;
New database may not fully integrate
both parks and wildlife databases to the
extent needed;
Missed opportunity to conduct market
research and identify other database
platforms that would be available.
•
•
•
•
•
Organizational Structure Considerations
This minimal integration alternative would have a low impact on the organizational structure.
Because of its narrow scope, easily defined objective and brief time frame, this alternative can
likely be achieved through coordination and collaboration among existing customer service,
public information and marketing employees.
However, it is recommended assigning one person the role of a statewide customer service
manager. This person would help determine the level at which our customer service should
perform, establish training standards and work towards creating efficiencies and consistencies
among customer service in Parks and Wildlife throughout the state. This person would also be
responsible for managing the main call-center hotline and any other customer service call
centers (i.e. reservations).
30
Potential FTE Savings
At this level there are minimal opportunities for any FTE savings. Any savings might be realized
through some temporary employees at combined offices (i.e. Colorado Springs).
ALTERNATIVE B
Integration
This alternative recommends combining ‘like’ functions into one location. For example, the
following functions should be housed together:
• Licensing and Registrations;
• Finance, Accounting, and Cashiering (creating organizational efficiencies for field
support);
• Campsite Reservations and Hunting Reservations;
• Vendor/Agent/Retail services – license agent support, retail products, and external
agent pass consignment;
• Main Call Centers for Parks and Wildlife.
At this level of integration there will be no change to field office locations (i.e. regional offices,
parks or service centers) and the current availability of specialized services (i.e. CWD drop off,
mandatory animal checks and HIN/VIN inspections) will stay the same. In other words, these
services will not be offered at any new locations.
It is proposed to bring the Wildlife and the Parks main downtown office customer information
call centers together to form one main information hotline.
Products
Alternative B recommends expanding sales to include all Parks and Wildlife products at all
Parks offices and Wildlife Service Centers, excluding specialized licenses (Disability, Falconry,
Commercial Parks, etc) and specialized passes (Columbine and Centennial).
A new Integrated Licensing System (ILS) will be created to allow for the sales of passes (in
addition to the license sales currently offered). The format of the parks pass must be changed
so that it can be printed from the point-of-sale terminal. Gift certificates (currently only
available at Parks) will also be available for all Parks and Wildlife products. In this alternative,
most products will be available at internal and external license agents through the point-of-sale
terminals, Parks and Wildlife locations and online. The administrative approval of specialized
licenses and passes will still be handled by the administrative offices responsible for those
functions. Renewals of Annual Park passes will be processed at all Parks and Wildlife offices,
service centers and parks.
31
expansion based on the results of a cost-benefit analysis of the existing parks program. Until
the time that these results are evaluated, the other retail operations will remain the same.
Current concessionaire agreements will not change. Pass distribution, however, will change as it
is suggested at this level to no longer use existing annual pass processes and capitalize on the
ILS machines instead.
The reservations systems (camping and hunting) will need to be considered for roll out into the
Integrated Licensing system as well. The new system will require that fair and equitable
processing of reservations requests stays consistent. Hunting reservations should include a
method for handling high demand sites/areas (i.e. a lottery process) and might include a ‘High
Use’ fee such as the one that Parks currently charges to high demand sites.
It is recommended to have two separate customer service web portals for products. The first is
a merchandise/retail page that allows the customer to purchase Parks and Wildlife
merchandise and the second is a page that allows the customer to purchase any other products
(i.e. passes, licenses, etc.). Parks presently has one interface/portal for pass and retail item
sales. Wildlife has two different interfaces/portals for this.
Database
This alternative recommends that all databases be ‘layered’ into the existing Wildlife CSS
interface. The format of this current database operates in a way that would allow for CSRs to
view the content of the existing eight separate databases in one location (See Appendix H). This
is not a full consolidation of all existing customer service databases into one replacement
database but rather recommends the content from all other databases be viewable in one
place.
The Wildlife CSS database requires an identification number for each customer so, in this
recommendation, a CID number would be required for all customers where practical. To assign
a CID number Parks and Wildlife CSRs would be required to obtain any combination of name,
address, date of birth, license plate or driver’s license. This would not include assigning
32
Customer ID numbers to self-serve or day pass holders. The self-serve and daily pass process
will remain the same.
The CSS interface would stay in its existing format but offer additional ‘tabs’ to allow users to
view registration, reservation and pass purchase information in addition to the current license
information that is available.
Training
training. This training would make Parks staff capable of selling Wildlife products and vice versa.
This mandatory training would be provided to all levels of staff that work with customer
service, would be offered at multiple locations around the state and would be comprehensive
(covering all products and CRS, TLS, VRS, Registrations, Reservations, and Special Pass
[Columbine and Lifetime] Databases). A component of this training would be information for
CSRs on navigating the new ‘layered’ Customer Service Database.
Transition Customer Service Checklist similar to the one currently used by Wildlife (see
appendix F) should be created and would include job shadowing, training on current regulations
and statutes and website overview (to include navigation of each agency’s current websites and
a review of most frequently visited pages).
33
Special attention should be paid to the new unified information call center. As the frontline
staff to a majority of customers, adequate training is critical in ensuring that the correct
information is being given to these current and future customers. This should include job
shadowing and one-on-one training.
It is also recommended providing training on navigating each other’s SharePoint sites as well as
using the SharePoint sites as a training tool where useful reference material relevant to
customer service will be posted. Also posted on this site should be an expanded Contact List to
include more detailed agency-wide staff information to include names and staff responsibilities.
In addition to the above recommendations (also represented in Alternative A), an integrated
Customer Service Resource System should be identified and implemented. This system would
provide a web based information system for CSRs to reference. An example of this type of
system is the City of Fort Collins Comcate site
(https://clients.comcate.com/newrequest.php?id=150).
ongoing training and administrative support needs of CSRs through the state. This is an ongoing
customer service need that should be met.
Web
In terms of the web, this alternative provides a half-step between the splash page concept and
full integration. In this alternative, most of the legacy architecture of the two sites would be
retained, while the home page and top-visited pages would be integrated with a new look and
feel. A one-stop customer service page offering all products and services available on the web
would be created.
At this level of integration it is recommended to maintain separate websites, but offer
consistent branding on site pages. This means that all banners would have Colorado Parks and
Wildlife name and logo represented. Colorado Parks and Wildlife customers need to see one
agency and not be confused. At minimum all banners on all pages should reflect the combined
agency; the first screen showcases the combined new agency - one place for all services, goods
and information. Updating banners to several thousand pages to include the new logo on each
page will require additional time and investment.
 Within one year, there should be a measurable increase in efficiency, reduced
duplication of duties performed and improved internal and external customer service at
administrative offices now working collaboratively in one location (i.e. licensing and
registration).
34
 Within six months of legislation approval, all Parks and Wildlife offices will sell each
agency’s respective products using the new integrated licensing system (where
accessibility and staffing allow).
 Within six months, all external agents should be trained and be able to represent CPW
and sell all products.
 Distribution and sales of all products across Parks and Wildlife offices will show a
potential increase within the first year due to increased sales locations. Gift certificates
will be available for all products within this first year.
 The manual annual parks pass process will be redesigned into ILS.
 Within six months, all CSRs will have access to view each other’s customer service
databases and within one year CSRs will be able to view all Customer Service
information in one location.
 Within six months, there will be measurable improvement in customer service resulting
from all CSRs having access to all database information. The number of calls forwarded
should decrease significantly.
 Within one year, all parks pass customers will be assigned a CID compatible with ILS and
other customer databases. It is suggested to use the same CID format that Wildlife
currently uses.
 The centralized information call center (Parks and Wildlife Hotline) will be staffed and
running in six months. Call Center Staff will participate in all CSR training (job shadowing,
integrated Checklist, Internal Agent Training, etc.)
 Begin evaluation of current systems (CSS, VRS, etc.) to identify opportunities for
improvement. All viable database options need to be evaluated to see if the newly
combined agency can conform to an improved and potentially cost-saving system.
Current system may not be feasible for future growth for a combined agency.
 Within the first year, VRS applications for new and renewal requests will be accepted for
processing by Wildlife offices (when inspections are not required).
 A new look and feel for the most popular pages on the new agency website will be
created without reorganizing information or rethinking the website's architecture.
Measure of success is creation of the single point of sale page for licenses, passes,
registrations and reservations in less than 12 months.
 A training plan should be established immediately to address customer needs and
create a sense of unity among the CSRs of both Parks and Wildlife.
 A new integrated CSR training checklist created within 2-4 months that includes formal
oversight, tracking, and is a part of CSR IPOs. This would be for both current and new
CSRs. The oversight of the checklist should belong to the Statewide Customer Service
Manager or Human Resources/Training section. The CSR checklist encourages
consistent training across the agency.
35
 Within one month of the rollout of new CSS layering system, CSRs will have access to
training. This training will be ongoing to accommodate new employees.
 Within six months, all CSRs will have had advanced internal agent training in order to
more effectively sell each other’s products. Within a year, CSRs will have job shadowed
at one respective local Park or Wildlife Service Center.
 Have Public Involvement establish a method to survey and monitor customer
satisfaction (postcard survey). The responses can help determine additional areas
 Assessment of existing potential Customer Service Resource Systems (i.e. ComCate,
Sales Force) to be used by CPW for customer service support completed within one
year.
 Creation of additional CSS layering or alternate application;
 Infrastructure (phone software and database accessibility) for information hotline/call
center;
 Security and technical (firewall, etc.) barriers regarding sharing of databases;
 Will require time and money for IT to implement a new system for the agency;
 Phone connectivity and Internet connectivity is not available in all locations;
 Website redesign for sales portals;
 Potential need for new hardware;
 IT assistance in creating a customer service SharePoint to share resources;
 IT assistance in creating training for the new CSS layering;
 IT assistance in creating an Integrated Customer Service Resource System;
 Question as to whether in-house resources could accomplish without outside
contractor.
 Will require timely cross-training for current staff for which the logistics, timing and
resources need to be established.
 Connectivity issues at outlying Parks may create barriers in offering products at all
locations.
36
 Increased sales at more locations will increase the bottom line. Per transaction costs are
$1.34. However, this may be balanced by the savings realized by discontinued printing,
distributing, consignment and reconciliation of passes as passes are sold using the ILS
machine.
 Will need to educate the public on one phone number and website changes.
 Should consider the cost and technology needs to create CSS layering or alternate
application.
 The peak seasons for customer interaction need to be charted to determine staffing and
other resource needs.
 Should consider the impact of expanding products to the combined list of external
agents.
 Impact on staff for creation, implementation and quality assurance testing for all sales
through the new ILS system.
 Increased work through registration application consignment to all parks and offices.
 Adequate, effective and ongoing training needed for all CSRs and external agents.
 ILS (point-of-sale) machines needed in field.
 Budget allocations for parks are currently based on individual park revenue. With
increased sales locations, this could impact individual park revenue.
 Staff time and resources needed to create training material.
 There could be negative impacts to office, park and service center coverage during
cross-training and in-service. Supervisor support of training will be critical.
 Internal agent training must be timely to facilitate the start of selling each other’s
products.
 Timeline for training of new CSS is dependent on the feasibility and implementation of
the layering component of CSS.
 In terms of the website, over the short run this solution might be cheaper, but is certain
to strike users as unsatisfying. Multiple "evolutions" of website could confuse
customers. Legacy look/feel of less-visited pages would create inconsistent
branding/web presence. Could divert scarce resources away from full web integration.
 Finding locations and the cost of combining administrative staff and functions could be
an issue.
37
 Creating an ongoing training program for current staff and having resources available to
new staff that assists customers (to include six month temporaries and permanent parttime).
 Having sufficient staffing for information hotline/call center.
 Educating the public that some Parks and Wildlife offices will have unique services such
as CWD head collections, mandatory animal checks, and HIN/VIN inspections (not all
offices will be able to provide all services).
 Adequate funding must be available for new and ongoing training.
 Support for consistent training of new staff and ongoing training for current staff.
 Resources and training must be in place to address the turnover of six-month
temporaries.
 Funding and staff time must be available to build customer service resource system
using an outside system/vendor.
consistency.
Assoc
iated
with
existi
Table 2. SWOT Analysis of Merging Core Work Functions Integration Alternate B
Positives
Negatives
Strengths
Weaknesses
38
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
assoc
iated
with
•
Expanded and shared staff knowledge;
Staffing efficiencies realized, duplications
minimized and customer services improved
by combining administrative functions and
new Integrated Licensing System;
Agents (both internal and external) benefit
from ‘one stop’ help location;
With the training and availability of a new
Customer Service Resource System,
interactions with customer will be more
efficient, effective and consistent;
Promotes a unified agency for employee
cohesion;
Workload from customer sales is
distributed due to product availability at an
increased number of sales locations;
Public will benefit from having one phone
number to get Parks and Wildlife
information;
Local expertise still available at Wildlife
Service Centers and Parks;
•
•
•
•
•
•
•
•
•
•
•
•
Expanded products create a one-stop-shop
experience;
Start functioning as a unified agency – cross
trained and able to serve customers;
New Integrated Licensing system will allow
for tighter inventory control and sales
reporting;
Possible efficiencies for reservation staffs;
Training increases employee confidence in
helping the public;
Job shadowing helps build relationships
among CSRs;
Some training and resources already exist;
Quicker and cheaper than full web
integration;
Higher level of web integration for
customer service;
Diffusion of new look/feel across more web
pages;
Opportunity for additional branding.
Opportunities
•
•
•
•
•
•
•
•
•
Training costs and time;
Increased customer traffic could increase wait
times;
Additional workload can affect staffing
budget (overtime or temps may be required);
Additional product sales and database access
dependent on a park having connectivity and
a staffed office (some Parks do not have
offices open to the public);
Potential additional phone line expenditures;
Cost of moving staff and office space needs;
Inventory space needs for expanded products
and retail items in each field location;
Resistance from staff due to additional
workload;
Cost of a centralized point of sale system;
Cost of new platform for reservations and
training on system use;
Possible negative impact on individual parks
based on present budget allocation process;
Difficult for small offices/Parks to have CSRs
absent to attend training;
Training must be consistent as turnover of
CSRs occurs;
Training materials and resources (including
web) must be kept current;
responsibilities and the respective training;
Training cannot fully address local procedural
differences at offices/parks. While the agency
should strive for consistency in customer
service, there needs to be local flexibility to
handle unique issues;
Training and maintenance required for new
Customer Service Resource System;
Sub optimal web integration;
"Unfinished" look to new website;
Resources expended on web project that will
be quickly obsolete;
Customer Service Database consists of
layering effect. This is only a temporary fix in
the short run for a centralized database
needed.
Threats
39
•
•
•
•
•
•
•
•
•
•
•
•
•
More products and more customer service
locations available;
Additional sales because of exposure to the
other’s programs/products (i.e., Wildlife
customers discover camping and outdoor
recreation and Parks customers discover
hunting and fishing opportunities);
Customers see a unified agency – one stop
shop;
Accessibility of all products and retail
available on website;
Opportunity to implement work group
recommendations for improved products
and product formats;
Gift certificates allow customers to buy all
parks and wildlife products;
Expanding ILS to include registration
functions for customer convenience and
efficiency for CSR time;
Future-Proofing the agency;
External agents may have an increased
commission gains with expanded products;
Improved access and flexibility for
reservation customers;
Public benefits from CSR expanded
knowledge;
Expanded training and knowledge could
lead to flexibility in utilizing staff where
needed;
Training an integrated Call Center will lead
to a smoother customer transaction (fewer
transfers, true one-stop information
center).
•
•
•
•
•
•
•
•
•
•
•
Possible impact to agents because of
additional CPW sales locations;
Required knowledge base can be
overwhelming to the front line staff which
can lead to inaccurate information given to
the customers;
External agents resistant to selling additional
products;
Effective external agent sales of expanded
products – accuracy of the sale and
information;
Resistance from external agents for the
expansion of products and additional
workload;
Possible perception of reservations system
being unfair because of changes to the
system;
If training does not occur in a timely manner,
the public perception may be that the merge
is not being implemented;
Perception of "false start";
Perception of wasted resources;
Multiple evolutions of web presence
confusing ;
Minimal web opportunities.
The same organizational structure considerations mentioned for Alternative A apply here.
These include having current Parks call center and Wildlife call center brought to one location
and managed by one person. Second, it is suggested assigning one person the role of a
statewide customer service manager. This person would help determine the level at which our
customer service should perform, establish training standards and work towards creating
efficiencies and consistencies among customer service in Parks and Wildlife throughout the
state. This person would also be responsible for managing the main call-center hotline and any
other customer-service call centers (i.e. reservations).
40
At this level the Customer Service Work Group recommends combining the following: licensing
and registrations, hunting and parks reservations, retail and customer support call centers. In
combining these there may be opportunities for reduction in FTE or, at the minimum, seasonal
and temporary employees in these respective departments. For example, it may not be
necessary to have two people managing the retail program for Parks and Wildlife. This task can
be delegated to one person with some administrative support.
For registration at this level of integration, it would be reasonable to be able to accommodate
the work load with three or four less temporary employees (now that Wildlife offices are
contributing and also if the registration applications can be scanned rather than be keyed
manually). Reservations could also be managed with one less temporary employee. By selling
Parks passes using ILS, it may be reasonable to eliminate one temporary position at that level.
ALTERNATIVE C
Integration
Alternative C recommends all of the steps from the integration section of Alternative B as well
as a few added steps. In this alternative, Parks and Wildlife Field Offices, Service Centers, and
Region offices should be combined under one roof where efficiencies and customer support
allow (based on population and remoteness of the office). Region offices would follow the
Colorado Springs model and examples of potential offices to combine are the High Plains and
Northeast Region Service Center in Denver, the Northwest Region Service Center and Rocky
Mountain Region in Grand Junction or the Salida Service center and Arkansas Headwaters
Recreation Area.
Also, all locations, whether Parks or Wildlife, should offer CWD, mandatory animal checks, and
boat HIN/VIN inspections when possible. This will create a true model of a merged agency
where customers can have these services at any location.
Products
A new Integrated Licensing System (ILS) will be created to allow for the sales of passes (in
addition to the license sales currently offered). The format of the parks pass must be changed
so that it can be printed from the point-of-sale terminal. Gift certificates (currently only
available at Parks) will also be available for all Parks and Wildlife products. In this alternative,
most products will be available at internal and external license agents through the point-of-sale
terminals, Parks and Wildlife locations and online. The administrative approval of specialized
licenses and passes will still be handled by the administrative offices responsible for those
functions. Renewals of Annual Park passes will be processed at all Parks and Wildlife offices,
service centers and parks.
41
expansion based on the results of a cost-benefit analysis of the existing parks program. Until
the time that these results are evaluated, the other retail operations will remain the same
Current concessionaire agreements will change based on findings from cost-benefit analysis. At
this level, concessionaires may no longer be used or be used to a lesser extent. Manual pass
distribution will cease and passes will be printed from the ILS machines instead.
The reservations systems (camping and hunting) will need to be considered for roll out into the
Integrated Licensing system as well. The new system will require that fair and equitable
processing of reservations requests stays consistent. Hunting reservations should include a
method for handling high demand sites/areas (i.e. a lottery process) and might include a ‘High
Use’ fee such as the one that Parks currently charges for high demand sites.
It is recommended that one customer service web portal be available for all products. This
includes all merchandise/ retail goods and any other products (i.e. passes, licenses, etc.). Parks
presently has one interface/portal for pass and retail item sales. Wildlife has two different
interfaces/portals for this. In addition to one web portal via the Parks and Wildlife website,
there is still a need to explore other options and technologies beyond the current website. For
example, partnering our web sales with a web based customer service system, such as a cloud
based program (See Appendix G), which would allow for enhanced customer service beyond
the traditional phone and over-the-counter customer service currently provided by Parks and
Wildlife. The use of this type of system would serve to enhance the efficiency and quality of
customer service but would incur added cost to implement.
Database
This alternative suggests eliminating all eight existing customer information databases and
merging them into one new application. It is suggested that the transition team consider
adopting a cloud-based platform to manage all customer information databases (See Appendix
G). Using this type of system positions the agency for future enhancements to customer
service. This would provide CSRs with all customer information in one place and should have
the capability to offer sales, reservations and other similar tasks from the CSR interface.
42
Identifying the optimal database for the agency for this consolidation will require a cost-benefit
analysis by OIT. Using a cloud-based system allows for all data to be represented in one
common interface and improves front-line customer service efficiencies. Whatever the result,
this database needs to be compatible with product sales on the new Integrated Licensing
System.
Training
training. This training would make Parks staff capable of selling Wildlife products and vice versa.
This mandatory training would be provided to all levels of staff that work with customer
service, would be offered at multiple locations around the state and would be comprehensive
(covering all products and CRS, TLS, VRS, Registrations, Reservations, and Special Pass
(Columbine and Lifetime) Databases). A component of this training would be information for
CSRs on navigating the new ‘layered’ Customer Service Database.
43
Transition Customer Service Checklist (see appendix B) should be created and include job
shadowing, training on current regulations and statutes and website overview.
Special attention should be paid to the new unified information call center. As the front line
staff to a majority of customers, adequate training is critical in ensuring that the correct
information is being given to these current and future customers. This should include job
shadowing and one-on-one training.
A training program for external license agents on the new Integrated License System should be
created. A program already exists in License Services at Wildlife and that program could be
improved to incorporate the additional product sales.
Provide training on navigating each other’s SharePoint sites as well as using the SharePoint sites
as a training tool where useful reference material relevant to customer service will be posted.
Also posted on this site should be an expanded Contact List to include more detailed agencywide staff information to include names and staff responsibilities.
In addition to the above recommendations an integrated Customer Service Resource System
should be identified and implemented. This system would provide a web based information
system for CSRs to reference. An example of this type of system is the City of Fort Collins
Comcate site (https://clients.comcate.com/newrequest.php?id=150).
ongoing training and administrative support needs of CSRs through the state. This is an
ongoing customer service need that should be met.
Web
In this alternative, a full integration of the two agency websites in a new, branded, databasedriven Colorado Parks and Wildlife website would provide a one-stop virtual marketplace for a
complete range of Colorado Parks and Wildlife products and services. In this alternative, the
recommended integration of web resources in a traditional website would overlap with subject
areas being discussed by the Public Info/Branding/Marketing workgroup, the
Volunteer/Interpretation/ Environmental Education workgroup, and the Financial Services
workgroup.
44
As part of this alternative, a standing team of Subject Matter Experts should be established and
have members representing IT, public information, marketing, customer service, education and
licensing functions to help shape and guide the web redesign.
This alternative recommends expanding Colorado Parks and Wildlife’s web presence beyond
the existing website. This can be through the use of non-traditional web-based customer
service tools such as a cloud based program or also through social media tools that are free or
low cost and allow for reaching out to more demographics. Innovative social media platforms
to explore include, but are not limited to, Facebook, Twitter and mobile Smart Phone
technologies.
 Within one year, there should be a measurable increase in efficiency, reduced
duplication of duties performed and improved internal and external customer service
at administrative offices now working collaboratively in one location (i.e. licensing
and registration).
 Within six months of legislation approval, all Parks and Wildlife offices will sell each
agency’s respective products using the new integrated licensing system (where
accessibility and staffing allow).
 Within six months, all external agents should be combined, trained, and be able to
represent CPW and sell all products.
 Product will be distributed and sales of all products across all Parks and Wildlife
offices will show a measureable increase within the first year. Gift certificates will be
available for all products within this first year as well.
 Limited information from customer records would be available to be viewed to the
individual customer via password-protected page on the Parks and Wildlife website
as new Customer Service Database is rolled out.
 With roll-out of Integrated Licensing System, Colorado Parks and Wildlife will create a
shared external agent pool to expand product availability and increase sales, track
combined Park products and Wildlife products sales, track revenue per customer and
improve efficiency of customer service efforts at all locations.
 The manual annual parks pass process redesigned into an automated system.
 CSRs will have access to new consolidated Customer Service database as soon as
reasonable after the launch of the new system.
 Within six months there will be measurable improvement in customer service
resulting from all CSRs having access to all database information. The number of calls
forwarded should decrease significantly.
45
 Within one year all parks pass customers will be assigned a CID compatible with total
licensing system and other customer databases. It is suggested to use the same CID
format that Wildlife currently uses.
 The centralized information call center (Parks and Wildlife Hotline) will be staffed and
running in six months. Call Center Staff will participate in all CSR training (job
shadowing, integrated Checklist, Internal Agent Training, etc.)
 Within the first year, VRS applications for new and renewal requests are accepted for
processing by Wildlife offices.
 Within one year, all applicable offices will be trained and offer expanded inspections
(CWD, animal checks, HIN/VIN)
 Once offices are combined, within six months all Parks and Wildlife services/products
will be available to the public.
 A training plan following the recommended guidelines should be established
immediately to address customer needs and create a sense of unity among the CSRs
of both Parks and Wildlife.
 A new integrated CSR training checklist created within 2-4 months that includes
formal oversight, tracking, and is a part of CSR IPOs. This would be for both current
and new CSRs. The oversight of the checklist should belong to the Statewide
Customer Service Manager or Human Resources/Training section. The CSR checklist
encourages consistent training across the agency.
 Within one month of the rollout of new CSS layering system, CSRs will have access to
training for system. This training will be ongoing to accommodate new employees.
 Within six months, all CSRs will have had advanced internal agent training in order to
more effectively sell each other’s products. Within a year, CSRs will have job
shadowed at one respective local Park or Wildlife Service Center.
 Have Public Involvement establish a method to survey and monitor customer
satisfaction (postcard survey). The responses can help determine additional areas
 Assessment of existing potential Customer Service Resource Systems (i.e. ComCate,
Sales Force) to be used by CPW for customer service support completed within one
year.
 The desired outcome of this alternative is the creation of a new, branded Colorado
Parks and Wildlife website within the short term (1-2 years). A branded website,
particularly one that addresses existing complaints about the legacy sites, will be a
tangible and powerful demonstration of agency integration. From a customer service
standpoint, the new web page should be configured to provide easy-to-navigate
46
pathways to key points of purchase and informational resources. The new site should
incorporate the replacement for TLS, due to come online in fall of 2013.
 Also recommended for the web is enhanced search functionality (including event
calendar), secure access point for customers to view personal purchase history, no
loss of informational content, enhanced ease of use, improved attention to content
updates, enhanced interactive mapping feature (linked to event calendar).
 Reservation system will be rolled into the new Integrated Licensing System within
two years of TLS rewrite.
 Retail program will change within reasonable amount of time based on results of
cost/ benefit analysis and research.
 Within one year the Colorado Parks and Wildlife website will be compatible with
mobile technology and Parks and Wildlife will have developed a strategy for the
effective use of social media as a customer service tool.
 Cost and product fit of new ILS System;
 Cost and product fit of new integrated customer database;
 Infrastructure (phone software and database accessibility) for information hotline/call
center;
 Time and resources spent on creating enhanced websites;
 Network access issues related to combining offices where staff may be expanded in
existing location;
 Expensive to implement new system (or upgrading current system);
 Potential for additional OIT FTEs in order to implement and provide support and keeping
information current and accurate;
 Investing in a system not able to evolve, transform and scale;
 IT assistance in creating training for new Integrated Customer Service Database;
 Outside consultation may be needed for the exploration of social media requirements;
 Creating a new agency web page may require purchase of new servers or other
supporting hardware. Whether the project is performed in-house or by a contractor, IT
staff resources will be required to shape, guide and validate the new site development.
Training for customer service staff and content managers will also likely be required.
 Implementation of Alternative C requires timely and in-depth cross-training for current
staff. The logistics and resources will need to be determined for training.
47
 Connectivity for ILS at outlying Parks (in order to make those offices agents for Wildlife).
 Increased sales at more locations will increase the bottom line. Per transaction costs are
$1.34. However, this may be balanced by the savings realized by discontinued printing,
distributing, consignment and reconciliation of passes as passes are sold using the ILS
machine.
 Educating public on one phone number, new website, as well as changes in services
related to relocation of offices.
 Cost and technology issues for creation of new integrated customer database and ILS
System.
 Peak seasons for customer interactions need to be charted to determine staffing and
other resource needs.
 Consider the ramifications of expansion of products to the combined list of external
agents.
 Must have adequate staff time and resources to create training material.
 Must have office coverage during cross-training and in-service.
 Must have supervisory support of training for CSRs (including both field and Call Center
staff).
 Internal agent training must be timely to facilitate the start of selling each other’s
products.
 Creating a more in-depth and expanded internal agent training.
 Decide on locations for expanded services (i.e. CWD checks or HIN/VIN inspections) and
how to train CSRs.
 The tremendous depth of information and architecture of the legacy sites will make
integration into a new site a complex endeavor. A project of this significance should be
given a timeline sufficient to explore and resolve issues that will arise as merger moves
forward. If this alternative is selected, it is recommended that the agency immediately
designate a web project team, composed of individuals from IT, web management,
public information, customer service, marketing and education to begin planning for
successful web page integration.
 A high priority should be placed on the planning and execution of the website project.
An integrated web page, particularly one that provides enhanced customer service, will
become an important symbol of the merger's progress.
 If this alternative is not paired with a short-term companion approach, such as creation
of a splash page, the length of time needed to develop and launch a new website may
cause key stakeholders to become critical of the pace of improvement.
 The agency should address the need for an ongoing online strategy for customer
service.
48
 Choosing to use a Cloud Based system will require research into the best possible
system, an investment of a per-user fee and a minimal implementation time.
 A work group dedicated to maintaining awareness of technological developments and
opportunities for Colorado Parks and Wildlife should be formed.
 Where office integration is not possible, make sure that all locations provide maximum
services.
 Cost and technology issues for creation of new integrated customer database and
integrated Point of Sale System.
 Ongoing technology improvements will require repeated investments of resources.
 Finding locations and the cost of combining administrative staff and functions could be
an issue.
 Creating an ongoing training program for current staff and having resources available to
new staff that assists customers, including six month temporaries and permanent part
time employees.
 Adequate funding must be available for new and ongoing training.
 Having sufficient staffing for information hotline/call center.
 Educating the public that some Parks and Wildlife locations will have expanded and
unique services such as CWD head collections, mandatory animal checks, and HIN/VIN
inspections.
 Staffing needs may need to be adjusted to handle increased customer traffic due to
additional product/information availability.
 Need to adopt an innovated system that will blanket more users in a suitable and cost
effective approach.
 Support for consistent and ongoing training of new and current staff.
 Resources and training must be in place to address the turnover of 6-month
temporaries.
consistency.
49
See Appendix E.
Assoc
iated
with
existi
Table 3. SWOT Analysis of Merging Core Work Functions Integration Alternative C
Positives
Negatives
Strengths
Weaknesses
50
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
assoc
iated
with
•
Where offices are combined, staff to visitor
ratio will be increased, which may result in
less wait time for the customer;
Possible cost savings for maintaining fewer
locations in the long term;
A unified workforce and staff cohesion;
Public realization of fully merged and
unified agency;
One integrated Point of Sale system and
customer database is more efficient and
easier for staff to learn;
Expanded products to create a one-stopshop;
Possible efficiencies for reservation staffs;
Training increases employee confidence in
helping the public;
Job shadowing helps build relationships
among CSRs;
Some training and resources already exist;
With the training and availability of a new
Customer Service Resource System;
interactions with customer will be more
efficient, effective, and consistent;
New branded web page is essential to
establishing in public mind the success of
the merger;
New, redesigned web page will address
existing concerns about ease of use by
customers;
Provides a branding platform;
New customer database would allow CSRs
to view all Parks and Wildlife transactions
for each customer in one location;
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Ultimately, more efficient use of web
management resources;
Improved customer service functionality
may decrease call volume to CSRs.
•
•
•
Opportunities
Increased capital construction expenditures
to expand/redesign offices to house
additional staff;
Where offices are not combined, increased
customer traffic for existing staff may result
in longer wait times for the customer;
could cause inaccurate information to be
given to customers;
There may be delays for offices/agents
without connectivity;
There is still a handoff of duties for the
specialized licenses and passes;
Resistance from internal staff because of
additional workload and changes in
merchandise availability;
License Year/Pass Year Expiration dates differ
between agencies – two different definitions
of “annual”;
Residency requirements differ for passes and
licenses;
Storage and display space availability in
offices may be limited;
Difficult for small offices/Parks to have CSRs
absent to attend training;
Training must be consistent as turnover of
CSRs occurs;
Training materials and resources (including
web) must be kept current;
responsibilities and the respective training;
Training cannot fully address local procedural
differences at offices/parks. While the agency
should strive for consistency in customer
service, there needs to be local flexibility to
handle unique issues;
Will require investment of financial resources;
Timeline is not immediate;
Will require investment of staff time from
multiple sections/units.
Threats
51
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Additional sales because of exposure to the
other’s programs/products (i.e. Wildlife
customers discover camping and outdoor
recreation and Parks customers discover
hunting and fishing opportunities);
“One Stop Shop” and Information centers
beneficial to all customers;
One Integrated Point of Sale System is
easier for external agents to learn/use;
Revenue to visitor ratio may be increased;
Public will benefit from having one phone
number to get Parks and Wildlife
information;
•
•
•
•
•
•
Customers have more locations to purchase
products;
More efficient for the customer;
Capability of expanding park access passes
variety through the point of sale;
Gift certificates will allow customers to buy
licenses and passes;
Improved access and flexibility for
reservation customers;
Public benefits from CSR expanded
knowledge;
Expanded training and knowledge could
lead flexibility in utilizing staff where
needed;
Training an integrated Call Center will lead
to a smoother customer transaction (fewer
transfers, true one-stop information
center);
Opportunity to future-proof site while
incorporating compatibility with social
media, blogs, forums and other developing
web features;
Clean slate on which to realize agency
aspirations.
•
•
•
•
•
•
•
•
Public perception of decreased services;
Possible impact to agents because of
additional CPW sales locations;
could mean inaccurate information is given to
the customers;
Availability of capital funding may be limited
to support building/expanding offices;
Effective external agent sales of expanded
products – accuracy of the sale and
information;
Resistance from external agents for the
expansion of products and additional
workload;
Resistance from concessionaires for any
changes in merchandise dispensing;
Possible perception of reservations system
being unfair because of changes to the
system;
Supervisors must support training;
If training does not occur in a timely manner,
the public perception may be that the merge
is not being implemented;
Loss of customer confidence if timeline is
prolonged;
Loss of customer confidence if expectations
regarding ease-of-use, stability, security are
not met;
Complicated Site design and features could
alienate Baby Boomer- demographic of
current customer base;
Conservative site design could alienate techsavvy and early adopters.
The same organizational structure considerations mentioned for the other alternatives apply
here. These include having current Parks call center and Wildlife call center brought to one
location and managed by one person. Second, it is suggested assigning one person the role of a
statewide customer service manager. This person would help determine the level at which our
customer service should perform, establish training standards and work towards creating
efficiencies and consistencies among customer service in Parks and Wildlife throughout the
52
state. This person would also be responsible for managing the main call-center hotline and any
other customer-service call centers (i.e. reservations).
A consolidation of web programmers into a single work unit would be recommended for this
alternative. IT support staff would need to be an integral part of this project, but would not
need to be incorporated into a common work unit. Currently, Parks has one Internet
programmer and IT systems analyst and a network and infrastructure manager who report to
the chief technology officer. All are Denver-based. Wildlife has one web content manager and a
web (duty station: Grand Junction) reporting to the External Relations Manager. In Denver,
Wildlife has a web programmer currently reporting to the Education Section chief (position
vacant), and potentially 8 FTE reporting to the Wildlife Technologies Manager who might be
tapped to support the project.
This alternative recommends that the leadership team include a member who is responsible for
the new agency online presence and web development. Consolidation of all media and public
information functions, including print, digital, and audio be organized in one unit, for
consistency of public presence and to maximize coordination among functions with overlapping
missions. It might also be appropriate to convene a standing web committee composed of
interdisciplinary members to periodically review and suggest improvements.
At this level the Customer Service Work Group recommends combining the following: licensing
and registrations, hunting and parks reservations, retail and customer support call centers. In
combining these there may be opportunities for reduction in FTE or, at the minimum, seasonal
and temporary employees in these respective departments. For example, it may not be
necessary to have two people managing the retail program for Parks and Wildlife. This task can
be delegated to one person with some administrative support.
For registration at this level of integration, it would be reasonable to be able to accommodate
the work load with three or four less temporary employees (now that Wildlife offices are
contributing and also if the registration applications can be scanned rather than be keyed
manually). Reservations could also be managed with one less temporary employee. By selling
Parks passes using ILS, it may be reasonable to eliminate one temporary position at that level.
If a new, more efficient system is implemented (i.e. a cloud based system) it may be reasonable
to expect the call center to operate more efficiently in that customer call times will reduce in
length to easier access to information. In this case, there might be an additional savings of two
to four call center temporary employees.
53
ALTERNATIVE SUMMARY TABLE
Integration
Strategy/Altern
ative
Potential
for
Staffing
Savings
(low,
med,
high,
none)
Potential
Operations
Savings
Potential
Capital Cost
Savings
Capital
Investment
Required
(if any)
Impact on
IT and
Other
Work
Groups
(high, med,
low, none)
List of Implementation Requirements and
Anticipated Hurdles
List of Related “enhancements” such as added value or improved
customer service
Alternative
“A”
None
$0
$0
Low
Low
•
•
Agent training
One phone number for agency
•
•
Alternative
“B”
Low
Low/
Medium
$0
Medium
Medium
•
•
Call center software
Agent and customer service
training
Reprogramming of CSS to add
Parks tabs
Office design/space for
combination of administrative
staff and functions
•
•
•
•
•
Alternative
“C”
Low
Low
Savings
could exist
long term
where
offices are
combined.
High
High
•
•
•
•
•
•
Call center software
Integrated Point of Sale System
Integrated customer database
Agent and CSR training
Office space when combining
offices
Public perception of loss of
service if an office is
closed/moved
54
•
•
•
•
•
One main phone number for agency
Limited improved customer service with product
expansion.
Combined information call center for customers
Minimization of duplicated administrative functions
Increased product sales opportunities because of
additional CPW locations (Parks can sell Wildlife
products and Wildlife sells Parks products) – “one stop
shopping”
Increased customer service in familiar environment
(same offices customers are used to)
Combined information call center for customers
Integrated Point of Sale System that will include a
wide range of products
Integrated Point of Sale System and integrated
customer database would allow CPW to capture
customer information and track sales trends
Staff would benefit from having one application for
Point of Sale System and customer database
Training
Strategy/Alternative
Alternative “A”
Potential for
Staffing Savings
(low, med, high,
none)
None
Potential
Operations
Savings
$0
Potential
Capital Cost
Savings
$0
Impact on IT
and Other
Work Groups
(high, med,
low, none)
Capital
Investment
Required (if any)
Minimal for
training
Low
List of Implementation Requirements
and Anticipated Hurdles
•
•
•
•
Alternative “B”
N one
$0
$0
Investment
required for
Customer
Service
Resource
System
Medium
•
•
•
•
•
Alternative “C”
None
$0
$0
Investment
required for
Customer
Service
Resource
System
Medium
•
•
•
•
•
55
Time constraints for
employees to leave office
Funding for training
(materials, location, per
diem)
Supervisory support
Staff (CS Manager, HR)
oversight of training
diem)
Supervisory support
Research, acquisition, and
installation for Customer
Service Resource System
diem)
Supervisory support
Research, acquisition, and
List of Related “enhancements” such as
added value or improved customer service
•
Improved staff knowledge
which improves customer
service.
•
service
Training improves efficiency,
consistency, and
effectiveness.
Cross training of additional
staff creates better coverage
for offices/Parks.
•
•
•
•
•
service
Training improves efficiency,
consistency, and
effectiveness.
Cross training of additional
staff creates better coverage
for offices/Parks.
•
•
Installation for Customer
Service Resource System
New programs and tools
will often require the use
of new databases and/ or
systems. This will require
training on how to use
these systems.
Will require training on
another process for front
line employees who have
full work loads
•
Employee understanding of
the new products available
will help provide better
service
Products and Database
Strategy/Altern
ative
Alternative
“A”
Potential
for
Staffing
Savings
(low,
med,
high,
none)
None
Potential
Operations
Savings
$0
Potential
Capital Cost
Savings
$0
Capital
Investment
Required (if
any)
$0
Impact on
IT and
Other
Work
Groups
(high,
med, low,
none)
Mediu
m
List of Implementation Requirements and
Anticipated Hurdles
•
•
•
•
•
TLS machines need to be
distributed to Parks
Registration applications and
annual parks passes distributed
to Wildlife offices
Develop new processes and
training requirements for Parks
and Wildlife staff to sell all
products and issue registrations
IT will have to provide ‘Read
only” access to all eight
databases.
Not all databases are easily
shared with all CSR’s (i.e. one
database is in an Access file)
56
List of Related “enhancements” such as added value or improved
customer service
•
•
•
Majority of products available at both locations
Immediate access to critical information for CSR’s to
best serve the public
Allows the agency to take its time identifying the most
cost effective way to consolidate all databases in the
long run
Alternative
“B”
Low
$0
$0
Minimal
Mediu
m
•
•
•
•
•
•
•
•
•
Alternative
“C”
Low
$0
The cost of
maintaining
all eight
systems (in
the long
run)
High –
Cost to
build new
consolidat
ed
Customer
Database
High
•
•
•
•
to Wildlife offices
Training requirements for Parks
Parks products, including retail
merchandise, need to be
included in TLS rewrite
Web sales needs to be updated
to accommodate all products
Training external agents to sell
all DPW products
Gift certificates expanded to
Wildlife
Requires real-time merchandise
inventory system that doesn’t
currently exist
Requires all databases be put
into a format compatible with
the CSS system
to Wildlife offices
Develop new processes and
training requirements for Parks
Parks products, including retail
merchandise, need to be
included in TLS rewrite
57
•
•
•
•
•
•
•
•
•
•
True one-stop-shopping experience at any parks and
wildlife location
Parks passes can efficiently be printed using a TLS
terminal allowing for immediate capture of customer
information
Significant change in parks pass procedures will allow
for a majority of the work to be done via TLS terminal
and free time for other work
Real time inventory of merchandise will allow for
more efficient management of retail program
Registrations can be handled at any DPW locations
Allows CSR’s to access all customer data in one
location without having to manage several different
systems
Convenience of one web page for all products for
customers may increase sales due to cross-marketing
Concessionaire agreements can better meet the needs
of CPW or may be eliminated if that is what is decided.
Since concessionaires currently take all revenue
except for 8%, this may be considered
Reservations can be made by customers at the time
they purchase a license allowing for a more
convenient customer experience
One database for all customer information built to fit
the agency’s needs and make daily work more
efficient
•
•
•
•
•
•
•
•
•
•
Web sales needs to be updated
to accommodate all products
Training external agents to sell
all DPW products
Gift certificates expanded to
Wildlife
Requires real-time merchandise
inventory system that doesn’t
currently exist
Creation of one web portal for
sales of all products (combining
retail with other products)
Concessionaire agreements will
change and may cause issues
with Parks who currently use
and prefer working with
Concessionaires
Reservations will need to be
converted to the Integrated
License System
Cutting edge technologies that
can be used must be identified
and implemented in a timely
manner
Social media pages have to be
maintained regularly
Ongoing maintenance will
require ongoing maintenance
58
•
•
•
Added convenience to customers
Show reaction to changing customer needs
In some cases, may make daily operations more
efficient (i.e. purchase a day pass online and be able
to show a parks officer proof on the phone)
Web Integration
Strategy/Alternative
Alternative “A”
Potential for
Staffing Savings
(low, med, high,
none)
Low
Potential
Operations
Savings
Low
Potential
Capital Cost
Savings
Capital
Investment
Required (if any)
Low
None
Impact on IT
and Other
Work Groups
(high, med,
low, none)
High
List of Implementation Requirements
and Anticipated Hurdles
•
Alternative “B”
Low
Low
Low
Medium
High
•
•
Alternative “C”
Low
Low
(investment)
None
Medium
High
•
•
•
•
•
•
•
•
59
Staff time
Staff time
External Vendor/ Web
Contractor
Staff time
Contractor
IT investment
Training
Service contract
Site development
Bandwidth capacity
Resistance by legacy
employees/customers
List of Related “enhancements” such as
added value or improved customer service
•
•
•
•
•
•
•
•
•
•
Marginal enhancement of
customer service
Branding platform
Enhanced customer service
Branding platform
Better content
organization
New web features
Enhanced service delivery
Interactivity/enhanced
customer relations
Nurtures culture of
innovation
Vastly improved customer
analytics
ADDITIONAL AREAS FOR FUTURE CONSIDERATION
There are several additional areas for consideration by the transition team in the future. These
are listed below.
License/Pass purchase requirements
•
•
•
•
•
•
Parks does not require the ‘secure and verifiable ID required’ for purchase of products.
Federal requirements for Wildlife but why not Parks? Use of TLS may change this
requirement.
The federal requirement for a social security number to purchase Wildlife licenses will
need to be reviewed if Parks pass sales are on TLS. Parks does not currently require
social security numbers to purchase a pass. In some cases, overlapping customers may
already have that information on file in Wildlife databases.
The use of the Driver’s License database that is used by Wildlife can be of use to parks in
order to verify residency for the Aspen (senior pass) and Columbine pass sales online.
This will only assist with residency; offices will still have to verify that the vehicle is
registered in Colorado.
Proof of residency in Colorado – review for both to find commonalities and create
consistent policies.
Disability licenses/ passes are handled differently at each agency. These should be
looked at for opportunities to improve efficiencies and processes where possible.
Should the Habitat Stamp be required for park pass purchases now?
Registrations
•
•
•
Can online registration be allowed if online signature and perjury statement accepted?
Temp form used until actual registration received (this could be used in the way that
Wildlife used the Temporary Authorization Number (TAN)).
Mail-in registrations may need to have the ability to require SSN.
Opportunity for scanning of registration applications to minimize manual entry of
registration applications. Image of the app kept and hardcopy can be archived for law
enforcement. This is how Wildlife licensing currently operates. This provides
opportunities for increased efficiencies.
Other Areas for Consideration
•
There may be opportunities through combined websites and combined information to
improve Fishing Conditions Report and Ice Conditions at parks available to customers
60
•
Phone on-hold scripts need to be reviewed to reflect new name, information accuracy
and relevance.
•
Time should be spent on identifying peak seasons at each office, service center and
park. Peak seasons should be considered when identifying changes to staff and would
also be useful for offices that will be fully consolidated.
•
Explore the opportunities for a Parks Pass/Fishing product package.
•
Parks still uses honor boxes and research needs to be done to identify how these types
of self service can be integrated into new system.
•
Cash closing for DOW is more manual. Parks has the PARKS system that helps automate
the process.
•
Wildlife and Parks Agent Commissions need to be addressed. Parks Commission is 5%
and Wildlife is 4.25%. (Possibly discussed in TLS re-write.)
•
Consolidate Reservation Systems for staff efficiencies. Research the viability of
combining these efforts into one team.
•
Corona Survey for Parks – should do one for wildlife customers?
•
NR Annual Park Pass – evaluate opportunities and benefits for raising fees.
•
Multi-lingual - Spanish version of brochures/web pages. (Official Translations would
need to be paid.)
•
There is a lack of consistency at Parks offices in how they handle ‘Bill of Sale’ submission
for VRS. Streamlining this process can improve efficiencies in that area.
•
The definition of agents varies between the two agencies. For example,
OHV/snowmobile dealers are registered with parks to be agents but would not be
agents for wildlife.
CONCLUSION
In an effort to identify efficiencies and cost savings in customer service, the Customer Service Work
Group (CSWG) has presented three alternatives that range from low to high levels of integration and
cost effectiveness. As this report demonstrates, customer service at Colorado Parks and Wildlife can be
achieved at varying levels with diverse opportunities and threats. The CSWG has identified an
alternative representing low level integration and low cost, Alternative A, which can be achieved
61
relatively quickly. Alternative B is a mid-level recommendation that builds upon some of the ideas in
Alternative A and Alternative C represents a wholly integrated and advanced customer service model.
While there are advantages and disadvantages to each, the CSWG is not able to select one alternative
that would best meet the needs of the new agency and believes that this decision should be made at the
Transition Team level. However, Alternative A is the lesser of the alternatives presented and does not
represent the level of efficiency, integration and cost savings that should be included in an optimal
customer service merger plan. In conclusion, the Transition Team should consider the value of
Alternatives B and C in achieving the best Customer Service through the merger of Parks and Wildlife.
62
APPENDICES
APPENDIX A – ACRONYM/ ABBREVIATION KEY
CSR – Customer Service Representative
CSS – Customer Service Screens (the current version of Colorado Outdoor Information
Recreation System- CORIS)
CWD – Chronic Wasting Disease
HIN – Hull Identification Number
ILS – Integrated Licensing System (this is the recommended new customer service database and
product sales system)
TLS – Total Licensing System
VIN – Vehicle Identification Number
VRS – Vehicle Registration System
Field
Individual Parks
Service Centers
Region
Offers same products and services as Service Centers
Specialized passes (Columbine, Aspen, Lifetime)
Development/engineering staff
Some Administrative Functions
Headquarters
Director
Assistant Directors
Some Administrative Functions
Administrative Functions
Financial Services
Registration
License Administration
Pass Consignment
Administrative Offices
Administrative Functions (see above)
Currently Service Center Functions are also located on the same complex
(North - 6060 Broadway and South – Littleton office)
Customer Service Representative (CSR)
Wildlife CSRs
63
Parks Administrative Assistants
Call Center Staff
Wildlife Call Center
This is used to refer to the current Wildlife call center housed at 6060 Broadway.
Parks Call Center
This refers to the front desk of Parks at 1313 Sherman where calls are taken and distributed.
Call Center
Refers to staff who answers a joint Parks and Wildlife information hotline. (The Reservation
Center is separate from the proposed Call Center.)
Staff
Permanent Full Time Employee (FTE) and Permanent Part Time Employee
Temporaries (six month)
External Agent
License Agents for DOW (must have TLS machines)
Pass and Registration Agents for Park
APPENDIX B – DEFINITIONS OF ‘ANNUAL’ PRODUCTS
Parks – Registrations and Passes
•
Boats – January 1 through December 31
•
Off Highway Vehicles – April 1 through March 31
•
Snowmobiles – October 1 through September 30
•
Annual, Aspen Leaf, Columbine, Volunteer and Dog Off Leash Parks Pass – 12 Months
from month of purchase
•
Annual Multiple - Annual pass holders may purchase a multiple pass for other vehicles
registered in the same household. Proof of ownership and same address of vehicle
must be given. The expiration coincides with that of the previously purchased Annual
pass.
• Centennial Pass – Valid through December 31
Wildlife – Licenses and Stamps
• All annual licenses and State Waterfowl Stamp valid April 1 through March 31
64
•
•
Big Game licenses valid for season printed on license
Federal Duck Stamp valid July 1 through June 30
65
APPENDIX C – ORGANIZATIONAL CHARTS
66
67
68
69
70
71
72
73
74
APPENDIX D – PRODUCT KEY FOR EACH AGENCY
Wildlife – Transaction Fees
7/1/2008
through
6/30/2010
7/1/2010
through
6/30/2011
7/1/2011
through
6/30/2012
7/1/2012
through
6/30/2013
Licenses sold through point of sale terminals
$1.29
$1.32
$1.34
$1.35
Licenses sold through the Internet
$2.00
$2.00
$2.00
$2.00
License Application submitted via Internet
$2.00
$2.00
$2.00
$2.00
Licenses sold by telephone
$2.37
$2.37
$2.37
$2.37
Limited License fulfillment
$1.00
$1.00
$1.00
$1.00
License Sales Channel or Category
Credit card fee*
0.3% plus actual merchant fee (see above)
* The total rate at the signing of this Renewal Contract is 2.2% (merchant fee of 1.9% plus 0.3%).
75
Wildlife – Products
76
77
78
79
Wildlife Retail
80
81
Parks Products
Passes
Annual Parks Pass - $70 (Can be sold to any customer. Does not have residency requirements.)
Annual Multiple - $35 (Available to customers who have purchased an annual pass and require
a pass for any additional vehicles owned by the original annual pass holder or any immediate
family member who lives at the same address. The expiration coincides with that of the
previously purchased Annual pass.)
Annual Replacement - $5 (Affidavit and proof of purchase of an annual pass required - Expires
at the same time as the pass that is being replaced)
Aspen Leaf Annual - $60 (For Colorado resident 64 years or older. Proof of residency,
registration, and age must be provided. Allows for discounted camping Sunday through
Thursday, excluding holidays. Pass holder must be present in vehicle when entering the park.)
Aspen Leaf Multiple - $30 (Aspen Leaf holders may purchase a multiple pass for other vehicles
registered in the same household. Proof of same address must be given. The expiration
coincides with that of the previously purchased Aspen Leaf pass.)
Aspen Leaf Replacement - $5 (Affidavit and proof of purchase of aspen leaf pass required Expires at the same time as the pass that is being replaced.)
Aspen Leaf Free – ((Any resident who claims to have had an Aspen Leaf Passport prior to
January 1985 is eligible for a free aspen annual pass. Residents born prior to 1923 and had an
original Passport are eligible for the pass. If the Passport is no longer in possession, then an
affidavit is required.)
Aspen Leaf Lifetime Pass – (Issued annually to residents who have purchased the Lifetime
Aspen Card. Valid 12 months from date of issue.)
Columbine Pass - $14 (For disabled Colorado residents. Proof of total and permanent disability
must be provided. Valid 12 months from date of issue.)
Columbine replacement - $5 (Available to residents who originally purchased a Columbine Pass
and the pass was lost or destroyed. Expires at same time as the original pass that is being
replaced.)
Centennial Pass - $14 (For low-income Colorado residents. Proof of income must be provided.
Valid for the calendar year.)
82
Centennial replacement - $5 (available to residents who originally purchased a Centennial Pass and the
pass was lost or destroyed.)
Volunteer Annual Pass - (Volunteers eligible after 48 hours of service in twelve month period)
Volunteer Senior Pass - (Seniors 64 or older eligible after 48 hours of service in twelve month
period, this pass also provides discounted camping Sunday through Thursday, excluding
holidays.)
Dog Off-Leash Area Pass - $20 (Valid at Cherry Creek and Chatfield -Twelve month pass - Good
for up to three dogs per owner)
Dog Off-Leash Replacement - $5 (available to customers who original purchased a Dog Annual
Pass and the pass was lost or destroyed.)
Other Products: Aspen Lifetime Card, Aspen Lifetime Replacement Card, Attended Tow Vehicle
Pass, Attended Camping Permit, Attended Aspen Camping Permit, Attended Daily Pass, Self
Serve Daily Pass, Self Serve Camping Permit, Attended Dog Pass, Self Serve Dog Pass, Gift
Certificates, Attended Self Serve Individual Pass, Self Serve Individual Pass, Attended Yurt/Cabin
and Bus/Commercial Vehicle Pass.
Registrations
Boats
•
•
•
•
Small, <20’ - $35.25
Medium, 20’ – 29’ - $45.25
Large >30’ - $75.25
Boat dealer
o < 26 sold - $45.25
o > 26 sold - $75.25
Off-Highway Vehicles - $25.25
• Same for non-resident permits
• OHV dealer
o < 26 sold - $35.25
o > 26 sold - $60.25
• OHV Renter
o < 11 owned - $35.25
o > 11 owned - $60.25
Snowmobiles - $30.25
• October 1st – September 30th
83
•
•
Same for non-resident permits
Snowmobile dealer
o < 26 sold - $35.25
o > 26 sold - $60.25
Retail
•
Clothing - Hats, Shirts, Sweatshirts and Jackets
•
Supplies and Materials – Stuffed Animals, Calendars, Candles, Camping Items and Gift
Items
•
Books – Maps of area, Hunting maps and Books of all kinds (i.e. birding, wildlife,
wildflowers, area, novels, etc.)
•
Food – Drinks, Ice Cream, Camping Supplies, Ice
•
Gasoline
•
Firewood
84
APPENDIX E – SECURE AND VERIFYABLE IDENTIFICATION/ SOCIAL SECURITY NUMBER
REQUIREMENTS
85
86
87
APPENDIX F – CUSTOMER SERVICE REPRESENTATIVE (CSR) TRAINING CHECKLIST
Level 1
88
89
90
2nd Level
91
92
APPENDIX G – CLOUD SOFTWARE BACKGROUND INFORMATION
The impact of cloud computing and mobile technology on customer service.
The last couple of years, a paradigm shift in customer relations management (CRM) has occurred due to
the rapid adoption of smart mobile devices and cloud-based information storage. Wikipedia defines
cloud computing as:
… a model for enabling ubiquitous, convenient, on-demand network access to a shared pool of
configurable computing resources (e.g., networks, servers, storage, applications, and services)
that can be rapidly provisioned and released with minimal management effort or service
provider interaction.[1]
The concept of cloud computing fills a perpetual need of IT: a way to increase capacity or add
capabilities on the fly without investing in new infrastructure, training new personnel, or
licensing new software. Cloud computing encompasses any subscription-based or pay-per-use
service that, in real time over the Internet, extends its existing capabilities.
A good example of an enterprise that reflects this new paradigm is Facebook, clearly the dominant social
network currently in existence. Ben Elowitz, in a recently published Tech Crunch article
93
(http://techcrunch.com/2011/06/03/facebook-google-out-of-business/), makes the case that this
paradigm shift is such a game changer that it threatens even tech giants such as Google. He states:
Since its founding in 2004, Facebook has focused on enabling social connections, not on search.
And yet, in the process, Facebook has created a platform that knows more than 600 million
people, complete with identity, interests, and activities online. The company’s relentless and
organic expansion—from an application to an emergent social operating system—has enabled it
to know its users, not only on the Facebook.com domain, but also on other sites, as they travel
throughout the Internet.
While Google has amassed an incredible database consisting of the fossilized linkages between
most Web pages on the planet, Facebook possesses an asset that’s far more valuable—the realtime linkages between real people and the Web.
Organizations and enterprises that fail to understand, if not embrace, this new paradigm run the risk of
losing customers and becoming marginalized.
Even before the emergence of this new Social Enterprise model, the Corona Research survey (2009)
revealed that 70% of Colorado State Parks customers preferred to obtain information and conduct
business via the Internet. Customer service is relentlessly going digital. State parks in Arkansas and Texas
are dominant in terms of social media outreach. They, along with Massachusetts, Florida, Utah,
California, and Pennsylvania, all have iPhone apps. According to Britt Bohn of Salesforce.com, Governor
Hickenlooper’s office is considering using a cloud platform (salesforce.com) for several aspects of the
administration’s operations: an Executive Orders Management System, Correspondence Management
(CRM), and Economic Development/Grants Management.
The rapid adoption of mobile technology such as smart phones and tablets has fundamentally changed
customer expectations even more. The characteristics of this new paradigm are that it is Social, Mobile,
and Real-time, On Demand and Open. Increasingly, customers are expecting to be able use their mobile
devices for product and service transactions. This presents challenges such as maintaining a consistent
look and feel of an organization’s web presence across multiple devices (PC, laptop, tablet, smart
phone). Traditionally, this would require substantial additional programming. However, developments
in the cloud platform such as salesforce.com’s recently announced Touch.salesforce.com interface
appear to go a long way towards solving that. Using HTML5, Touch.salesforce.com translates the
interface so that it works seamlessly across multiple devices.
94
A Cloud computing platform offers many advantages over traditional client/server environments
including: 1) no need for large investments in IT infrastructure (servers, etc.) or software; 2) ability to
rapidly deploy and modify services without IT input; 3) enhanced customer services and development of
in-depth customer profiles.
An example of a robust cloud-computing platform is that provided by salesforce.com (no endorsement
implied, Salesforce is merely cited throughout as an example of what is possible). Their cloud platform is
multi-faceted including 1) an internal private network for real-time collaboration amongst staff
throughout the enterprise; 2) the ability to easily develop and deploy a knowledge database for internal
and external customer use; 3) a sophisticated customer profile database with the ability to augment
profiles using social networks and enterprise web presences; and 4) a customer portal allowing
interaction with customers via social networks (Facebook, Twitter, Linkedin), web video, live chat, email,
and traditional call center environments.
Cloud computing’s ability to rapidly deploy assets and alter or enhance functions as the need arises is
very appealing. Traditional IT changes that would normally take months or years can often be rolled out
in weeks or months. Responding rapidly to changing customer service needs (internal or external) is
critical in this new paradigm.
Two big issues of particular concern to state government are cost and security. The old IT model
requires major upfront investments in hardware and software (not to mention training) in order to
95
implement changes on a scale represented by the cloud platform. The new model is different in that it is
predominantly subscription and transaction based. A contract is set up in which an organization pays a
fixed monthly fee per user (in Parks and Wildlife, this might be a customer service representative or
CSR). Colorado is already taking steps to facilitate the implementation of cloud computing opportunities.
The Statewide Internet Portal Authority (SIPA) has apparently been designated as the state
representative for obtaining cloud user licenses from salesforce.com, the premise being that the state
buying licenses as one entity and in volume will engender cheaper per-unit licensing costs.
Other payment models involve fees per transaction (similar to the TLS system employed by CPW for the
sale of game licenses). The marketing arm of Parks currently uses Salesforce via the company Internet
Honey for its customer relationship management (CRM). In this instance, when Parks does a mass
emailing, Internet Honey charges them 2¢ per email. The benefit of these payment models is that costs
are tied to successfully growing the customer base. (As an aside, Parks and Wildlife staff recently met to
compare Salesforce/Internet Honey’s tools vs. COMCATE which Wildlife has adopted. The consensus
was that COMCATE was very limited by comparison.)
The second concern, security, is being addressed by various cloud platforms. Again, Salesforce (as an
example only) has received FAFSA clearance from Federal Government and they recently announced
that salesforce.com and database.com have been reconfigured to allow organizations to keep sensitive
database material on their own internal servers should they so desire. Appropriate API hooks have been
added to the cloud platform allowing it to talk to and integrate data from internal databases.
As issues of cost, security, and control are resolved, cloud computing is steadily being adopted by many
government entities. The Federal Government has mandated that as much of its operation as possible
be moved to the cloud and it is being adopted by the Departments of State, Defense, Homeland
Security, Health and Human Services, Veteran’s Administration, Agriculture, Justice, Commerce, Interior,
Energy, GSA, and NASA. Since it is easily scalable, some agencies are taking a more cautious approach
and exploring cloud computing possibilities in a subset of their operations. Texas Parks and Wildlife, for
instance, recently contracted to implement a salesforce.com solution for their boating registrations.
Cloud computing is a rapidly evolving ecosystem experiencing explosive growth as new mobile
technologies are adopted by customers and enterprises. Microsoft has made its Office Suite available “in
the cloud” and Google offers a less robust suite of productivity apps—both designed to enhance
productivity in organizations. In 2003, the first cloud computing expo held by salesforce.com had 1,000
attendees. In late August, 2011, the Salesforce two-day expo drew 45,000 attendees with another
35,000 people viewing the proceedings online. Keynotes are available on Youtube, via Salesforce.com’s
96
Facebook page, or here: http://blogs.salesforce.com/. (Again, vendor-specific information provided for
example only.)
Cloud computing has redefined customer service in a way that can provide vastly improved service and
greater efficiencies at a reduced cost. If Parks and Wildlife is to maintain high level of customer service,
it may want to consider adopting a cloud-based IT model, particularly as it relates to customer service
processes.
APPENDIX H – PARKS AND WILDLIFE DATABASES
Database
Name
Function
Agency
CORIS
Colorado Outdoor
Recreation
Information System
(Wildlife’s Primary
Database)
Customer info,
brochure requests,
TLS, Social Security/
Suspensions, Hunter
Ed info
Wildlife
TLS
Total licensing system
(cross mirrored with
CORIS)
Handles license salesoutside vendor
Wildlife
OEMS
Online Events
Management System
Web-based wildlife
event registration and
management
Wildlife
Special Use Database
Commercial parks,
falconry, rehabbers,
sanctuary,
private/commercial
lake licenses, OEM
Registrations
VRS (vehicle
registration system:
boats, OHVs,
snowmobiles, passes
Name, address, DOB,
VIN/HIN,
resident/non-resident
Parks
Retail Program
Sale of parks products
(passes) plus retail
items.
Some parks use
RMNA for retail
operation
Parks
Wildlife
97
Campground
Reservations
centralized call
center, Database
handled by
ActiveNetwork
PARKS
Parks Accounting and
Recordkeeping
System
ActiveNetwork
(online reservation
mgmt system, NAD,
phone, credit-card
based sales, camping
only POS items to
include pet fees and
annual pass sales
Activity based: tracks
revenue, activities,
volunteers, visitation,
ANS, park conditions
Parks
Parks
APPENDIX I – OVERLAP WITH OTHER WORK GROUPS
Outreach and Education Group
Capture Park event participant’s information integrated with the outreach OEMS information.
An integrated customer service database that includes license, pass and retail sales will aid the
agency in many ways for marketing, informing the public and service.
Field Operations
Law Enforcement will need to be at the table for any discussions pertaining to pass
reformatting.
Expanding pass products as they are now, to all the Wildlife agents may increase risk of
incorrectly sold passes by agents.
Retail – maintain the level of merchandise availability, possible expansion of retail products at
all DPW locations.
Branding/Marketing Team:
OVERLAP RECOMMENDATION: The main goal is for customers to see one agency and not be
confused. At minimum all banners on all pages reflect the combined agency; the first screen
showcases the combined new agency - one place for all services and goods and information.
OVERLAP RECOMMENDATION: at minimum, the website should include the following
descriptions for Customer Service needs:
• No loss of current information from
• Ease of use
• Availability
• Self-service
• One stop shopping
98
•
•
•
•
•
•
•
Accurate and updated information
Secure Site (personal and financial information)
Interactive Maps
Branding
Accessibility to products and services
A site structured that is easy to update (database driven)
Research Live Chat for customer service.
An integrated customer service database that includes license, pass and retail sales will aid the
agency in many ways for marketing, informing the public and service.
Financial Group
•
•
•
•
•
Provide consistency with all offices taking Discover Card?
Opportunities for a Parks Pass/Fishing package?
Cash closing for DOW is more manual. Parks has the PARKS system that helps automate
the process.
Wildlife vs. Parks Agent Commissions needs to be addressed. Parks Commission is 5%
and Wildlife is 4.25%. (Possibly discussed in TLS re-write.)
Recommend that individual parks are no longer required to be self sufficient. Additional
internal agents and locations will disperse sales from the parks.
99

Customer Service20111011_Final - Department of Natural Resources

Transcription

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