Unfortunately, addressing problems don’t typically capture the attention of most county officials until “bad things” occur: a fire that forces evacuation of residents, a death because an ambulance couldn’t find an address (or were routed to a wrong address), people voting in the wrong districts, or someone picking up on the fact that “some” county residents haven’t been paying their fair share of taxes (or any share at all).
In the meanwhile, counties across the United States continue to struggle with the issue of addressing. Why? Because the addressing needs of a county tend to be managed on a department-by-department basis (instead of across the enterprise). Not only does this approach mask the magnitude of the problem, but the result is a mish-mash of processes, information management techniques, and data which, in turn, leads to wasted resources, lost revenues, increased risks, and poor customer service.
So what’s the solution? First, addressing needs to be viewed as an enterprise (rather than departmental) resource that supports the needs of the entire county. Secondly, technology, workflow, and business process solutions must be implemented in order to develop a true enterprise addressing model—one that can act as the central repository for all county business. Finally, because not every department will immediately support the enterprise approach, a project plan must be defined that incorporates these “slow-moving” departments.
Then county officials can start reaping the benefits of improved addresses: increased revenues, improved efficiency, decreased risks, better customer service, AND … “keeping your name out of the papers.”