2. OUR THEME: PUTTING PEOPLE FIRST
2
“We intend to put people first
…and transform the way
citizens – the customers of state
government – can maximise their
own opportunities and choice”
--Barry O’Farrell
NSW Premier “Starting the Change – Transforming
Customer Service in NSW” Address to CEDA
12 November2010
Source: “Transforming the Citizen Experience One Stop Shop for Public Services (Feb 2012)”
3. WORKSHOP SUMMARY
3
•Stretch our thinking about citizen experiencePURPOSE
•Past efforts (10%)
•Current practices (10%)
•Future opportunities (80%)
•An energetic start to our event that
drives us all to think big!
PROCESS
PAYOFF
5. GOVERNMENTS ARE ALWAYS UNDER PRESSURE
5
DRIVE
ECONOMIC
GROWTH
ADDRESS
CITIZEN
NEEDS
DO MORE
WITH LESS
6. MANY TOOK A DEPARTMENT CENTRIC APPROACH
•For the citizen
“Stuck between agency silos”
•For the government
“Territorial mentality”
6
Agency
A
Agency
B
Agency
C
Source: CSTransform.org White Paper: “Citizen Service Transformation” (Feb 2010)
7. AND HAVE APPLIED TECHNOLOGY WITH
MIXED SUCCESS
7
e-Government
Duplicate IT
Wasted Resources
Lack of Users
Source: CSTransform.org White Paper: “Citizen Service Transformation” (Feb 2010)
270,000+
U.S. Public
Sector
websites!
9. MANY ARE DEPLOYING ONE STOP SHOP AND MULTI-
CHANNEL TECHNOLOGY ENABLED MODELS
9
• Integrated back office functions
• Citizen-focused, cross-agency view
Fix silo
problems
• e-Enabling the front line
• Real time information
Proper use of
technology
• Large scale value and savings
• Intelligent, nimble public organization
Return on
investment
Source: CSTransform.org White Paper: “Citizen Service Transformation” (Feb 2010)
Source: “Transforming the Citizen Experience One Stop Shop for Public Services (Feb 2012)”
10. YOU KNOW YOU’VE ARRIVED WHEN THERE ARE CARTOONS!
10
West Bank: Municipal One Stop Shops Improving Services for Citizens (Parts 1 and 2)
http://www.youtube.com/watch?v=3o1p1INuMzY
http://www.youtube.com/watch?v=mA9FugMXbj8
11. CORE PRINCIPLES FOR EXECUTING TODAY’S MODELS
11
Listen to
your citizens
Break down
the silos
Continuously
improve through
citizen feedback
Set
citizen centric
service
standards
Enable
a multi channel
service
experience
1
2
3 4
5
Source: “Transforming the Citizen Experience One Stop Shop for Public Services (Feb 2012)”
12. PREPARE FOR THE MOST LIKELY CHALLENGES
ORGANIZATION CHALLENGES
• Resistance to changes
• Competition for funding
• Limited staff
12
EXPERTISE CHALLENGES
• Lack of technology skills
• Prior failures/inertia
• Disparate information
Source: CSTransform.org White Paper: “Citizen Service Transformation” (Feb 2010)
21. CITIZEN JOURNEY MAPPING – DO YOU KNOW
YOUR EXACT MOMENTS OF TRUTH?
21
ARTIFACTS
CUSTOMER
FRONTLINE
STAFF
BACKSTAGE
STAFF
SUPPORT
PROCESSES
Simplified Experience Map: Hotel Stay ILLUSTRATIVE
Arrive
at Hotel
Give Bags
to Bellhop
Arrive at
Front Desk Check-In Go to
Room
Receive
Bags
Call Room
Service
Receive
Food &
Beverage
Eat & Drink
Check-Out,
Get Car,
Get Taxi
Greet &
Take Bags
Check-In
Process
Deliver
Bags
Deliver
Food &
Beverage
Check-Out
Process
Computer
System
Prepare
Food &
Beverage
Computer
System
Take Food
& Beverage
Order
Bring Bags
to Room
Sports
Update!
Free
Ice Cream!
Gift
for Kids!
Hotel
Exterior
Parking
Lot
Cart
for Bags
Uniforms
Desk
Lobby
Room Key
Billing
Authorization
Elevators
Hallways
Room
Bathroom
Cart
for Bags
Uniforms
Menu
Delivery Tray
Serving Plates,
Glassware,
Utensils
Food &
Beverage
Bill, Desk
Lobby, Hotel
Exterior
Parking Lot
22. Call Center 101
Necesito
hacer un
trámite
Requiero
tiempo,
planificación
y costo
Tengo
predisposición
por percepciones
y experiencias
previas
Según mi
edad,
ubicación, etc.
tengo ciertas
preferencias
Hechos
de Vida
Anuncios
del Gobierno
¿Sé cómo
hacerlo?
Fuentes
gatilladoras
Si Selección de
Canal de
Atención
Búsqueda y
obtención
de
información
Fuentes
información
Familiares
Amigos
Vecinos
Internet
Teléfono
Sucursales
www.ChileAtiende.cl
No
Anfitrión recibe,
orienta y entrega
n° atención
Atención
Ciudadano
espera
Recepción de
solicitud (funcionario)
Intercambio y
Procesamiento de
información
Entrega del servicio
o derivación con o sin
información adicional
Fin del trámite en el
momento o con plazo
comprometido.
¿Logré
hacer el
trámite?
1
2
Si Fin
1
2
Facilidad para encontrar
la información que se busca
Facilidad para interactuar
con el portal (amigable)
Claridad y disponibilidad de
la información
No
¿Trámite
disponible
en línea?
¿Estoy dispuesto
y puedo hacerlo?
Si
No No
TransacciónSi
A y B
Si Fin
No
1
2
Facilidad de uso
Medios de pago
Comprobante y
respaldo operación
Facilidad para acceder a
Internet
Responde menu de
opciones y operadores
Ciudadano
espera
Atención
Recepción de
solicitud (operador)
Intercambio y
Procesamiento de
Información
Entrega del servicio
o derivación con o sin
información adicional
¿Obtuve la
información
que buscaba?
Si Fin
1
2
No
= evalúa la provisión de información
Instituciones
Agencias
A
B
IT CAN BE DONE!
22
23. WHAT IS A MOMENT OF TRUTH?
23
A survey measures
performance on key attributes
such as Cleanliness
A journey maps highlights the
moment of truth for
cleanliness in time and place:
First entry to the
hotel room
VS
24. HOW DO WE CREATE CITIZEN JOURNEY MAPS?
24
Interview
government
leaders
1
Conduct
ethnography
2 Create
Current
state
maps
3
Validate
maps
with front
line
4
Deliver
action
workshops
5
25. CITIZEN FEEDBACK MANAGEMENT
ARE YOU REPORTING OUT TO EVERYONE?
Partner
Read-
outs
Leader
Dashboards
Middle
Management
Systems
Front
Line
Reports
26. ARE YOU COMBINING ALL CITIZEN FEEDBACK?
Web and
Social Media
Phone
Geo-
location
IVR
@
Face to Face
Email
Databases
Operational & Customer
Holistic
Feedback
Platform
27. ARE YOU TAKING CITIZEN ACTION IN REAL TIME?
Citizen
Action
Management
System
Managers
evaluate
process fixes
Citizen
interacts
Citizen
provides
feedback
Case
is opened
if negative event
Case team closes
the loop
Situation: Governments are always under pressure to deliver better citizen services.State and municipal governments have always been and will always be under the pressure of serving multiple stakeholders and managing multiple interests in a fiscally responsible way.Do More with LessIn an environment with more scrutiny on taxpayer funds, new legislation andother mandates are being implemented to streamline and improve services, reduce costs, and improve citizen self-service and engagement.Drive Economic GrowthGovernment agencies need drive growth, which now also includes competition for international investment, while working to publicly demonstrate accountability and reverse the perception of government as inefficient and burdened with bureaucracyCitizen NeedsCitizens are aware of their rights to access information about public services. They are now asking for the same kind of open access to, and interaction with, governmental entities as they get with their favorite online retailer, insurance agent, or healthcare provider.
Complication: The Silo nature of governments restricts efficiency and effectiveness of delivering citizen services.Historically, governments have created agencies, ministries and departments to specialize in delivering the various citizen services. The problem is that the department centric approach created a lot of disconnected silos.Department Centric ApproachSiloed structure of government creates service efficiency and effectiveness issues across all stakeholder groups For the citizen the siloed structure of public sector Departments or Agencies means citizens who need to work across government silos are often left stuck between agency silos rather than seeing a single, integrated organisation who is working for them. For the public sector organisation the siloed structure tends to create a territorial mentality inhibiting cross-agency collaboration, inter-agency mobility, and leads to a narrow, department-focused perspective of citizen needs
In the 1990s and into this century, governments believed that information technology and communication technology would solve the problem. However, governments simply ‘e-enabled’ the numerous government silos and the solutions were still not citizen-focused. For example, because each decentralized government silo needed a website, there are now over 270,000 disconnected websites in the U.S. public sector.This has been the reality of many countries’ experience of e-Government. An increasing number of governments are now understanding that a much broader and more complex set of cultural and organisational changes are needed if they are to deliver significant improvements. Countries such as the UK, Canada and Australia have all recently published strategies which shift decisively away from “e-government” towards a much more radical focus on transforming the whole relationship between the public sector and the users of public services.
Resolution:Fix Silo ProblemsIntegration – a One Stop Shop should be seamlessly integrated, there should be no ‘wrong door’ policy for the citizenEngagement – the way in which services are delivered should be seen as citizen-centricProper Use of TechnologyChoice – there should be multiple channels for service delivery, so that citizens can have ‘channels of choice’, depending on specific needs at specific timesSpeed – the time taken to deliver a service should be the shortest possible for both the citizen and the agency while still ensuring outcomes are delivered right the first timeReturn on InvestmentValue – the citizen needs to believe that the One Stop Shopis efficient and cost effective, and value is driven by citizen outcomes, not agency or department processesResponsive - there should be an ‘intelligent’ mechanism in place to address any variation in meeting service levels and drive any changes required
How do you know that One Stop Shops are becoming a solid practice? When there are cartoons in Palestine!
Listen to your citizensVoice of Customer research, Touchpoint mapping, Effective segmentationBreak down the silosVisible leadership at strategic levelCommon goals (standards) for connected governmentFocus on front end deliveryEnable regulatory and legal frameworkEnable a multi channel service experienceShaped by private sector experiences, citizens are increasingly demanding the same level of channel choices when interacting with the public sector organisation. Today citizens expect service to be accessible anytime, anyplace—and by whatever means of communication they prefer.Continuously improve through citizen feedbackProactively seek and use customer feedback from customers AND front-line staff. Drive stronger citizen engagement.Set citizen centric service standards[The Canadian Governments of Ontario and Alberta measures two aspects:]First, operational aspects of service delivery. Times a telephone should ring before a call is answered Waiting times at a service counter ‘Citizen’s First’ publicationSecond, client satisfaction; meeting the needs of its clientsThe Service Alberta drivers of service satisfaction: timeliness, courtesy, knowledge, fairness and outcomes
Organizational ChallengesResistance to changes in organizational processes.Funding process transformation and technology initiatives: pooling budgets and resources and reaching consensus on processes, capital, and operations budgets.Difficulty competing against other budget requests.Struggles with proving valuable services.Limited staff resources.Technology and Expertise Challenges Your agency may face these challenges, among others: You might lack services center expertise and awareness of where to find it. Available technologies do not support your full range of requirements or your vision of consolidation. Past, failed processes or technology transformations create inertia for new technology proposals. Multiple software applications and disparate siloes of information consume your time and budget. You might expend considerable effort, time, and money to implement technologies for supporting your services center; customize them to match your business processes; and integrate, maintain, and learn the solution.
So if CE is so easy to screw up what are the key sources of failure that we need to address? There are three major sources.
Let’s talk about being out-executed. The real risk I want to help you all avoid is being too slow to change.