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Local Government IT Summit presentation August 2018
- 1. Designing a connected customer experience in local government Colin Fairweather @colfai Daniela Mazzone @danielamazzone4
- 2. 2 Rhetoric and reality ….are we really ready for disruption? Real disruption is going to have hard consequences, are we ready?
- 3. 3 It’s not about the technology it’s what we do with the technology that matters Don’t be tech obsessed, be outcome obsessed
- 4. 4 No-one starts with a blank sheet of paper Every organisation has years of legacy systems, culture, lore and ways of working – change is hard
- 5. 5 A different version of the same thing? Local Government has seen a merry-go-round of swapping between systems that basically do the same thing in the same way.
- 6. 6 We’re moving from property centric to customer centric A change in thinking for our organisations
- 7. 7 Hey Siri … Voice and other emergent technologies will cause the gap in service expectations to increase rapidly… is your platform ready for voice?
- 8. Architecture
- 9. Our Strategy (on the quiet) • Set Infrastructure Foundations – stop the noise • Architecture 1: understand systems and data • Architecture 2: define a target platform 10 Legacy to Cloud Fragmented to Stable Platform Platform to Connected
- 10. Change is the new normal 11 Architecture Architecture • Target architecture – loosely coupled, cloud first • Architecture Principles – endorsed by senior executive Human Centred Design • Frequent customer engagement • Design principles – aligned to DTA and gov.UK Agile • Recruit a talented, experienced team • Start small and iterate quickly • Align whole program to same sprint cycle • Integrate and cascade architecture, design and build
- 11. City of Melbourne’s platform 12 Data Hub GIS Assets Finances Documents Digital Community Interface Customer Identity & Login Community Engagement Platform Transaction Modules Integration Platform Involved customers Simple customer interface Customer account where needed Payment, workflow and documents Modern Call Centre tools Centrally managed data flows Single source of truth
- 12. What we did
- 13. How we started 16 Customer Business Architecture ApproachCommercial Proof of Concept • Be human centred – it builds early confidence in your product • Integration is the key • You can move faster than you think • Some vendors are nimble and like minded (some are not) • Straight-through processing is the big opportunity for business Post go-live • Dramatic channel shift – even with a soft launch • Latent demand was masked by poor digital channels • Revealed a mismatch between supply and demand
- 14. Reporting Graffiti – before and after 17
- 15. We know we have many customer “accounts” used within CoM. and, we need to know … Who is our “customer” in this context and when is the concept of an “account” valuable to them? How would they use this? What does it enable them to achieve? At what stage in the lifecycle of their “account” are they comfortable that we identify them or require them to authenticate access to their information? Customer Account – the great debate 18
- 16. Customer Account – iterating to customer identification 19
- 17. Background - Previous customer research 20
- 18. Digital Transactions Digital Simple Fast Convenient Consistent Connected Customers Personalised Predictive Contemporary Humanised Experiences Customer Data Golden records Unique Fit for purpose Up-to-date 2 Increased understanding of customers and their ecosystems Digital shift Reduction in costs to serve customers Convenient and personalised experiences Enhanced reputation for CoM Redesigned journeys 1 3 Customer Goals
- 19. From Customer Service to Customer Experience 22
- 20. From Customer Service to Customer Experience 23
- 21. Interconnected government 24 Company registration Tax registration Liquor Licensing Food registration Planning Street furniture
- 22. Learnings
- 23. We built a Ferrari and forgot to paint it RED. Finding the balance between front end digital and under the covers capability
- 24. Faulty meter reports – case study – Work out Loud 29 For customers Customers who do the right thing and report faulty meters expect officers on the street to be aware of the report and not issue them a fine. Customers are getting the service they expect and are not having to contact council to have the fine withdrawn. For Customer Relations Customer relations used to spend 300 hours a year on calls from irate customer. Now the call centre staff can spend more time handling complex calls and delivering great service, rather than wasting time on a call that could be avoided. For Parking Operations On-street Compliance Services spend 600 hours a year – both on the street and in the office – issuing, checking and processing infringements for customers who notified us of faulty meters. 98.9% are withdrawn. This work is now being avoided and released productivity back into the branch. ~3800 fines issued in error 900hours wasted by staff dealing with error 3800 Customers receiving poor service Through technology, Parking Offices now has real-time meter fault reports at their fingertips
- 25. Deep or wide transformation? 30 Is true change just transforming the current operating model to be digitally enabled?
- 26. Or is true transformation changing the operating model of an organisation entirely. From an elephant to a Hyrax. Smaller, faster, short gestation cycles.
- 27. Platforms
- 28. Towards Government-as-a-platform 33 1 Build a library of Local Government micro services 2 Compose differentiated services for CoM citizens 3 Integrate with other agencies to simplify government Government as a Platform
Editor's Notes
- Introduce Dan and self This talk is about CoM’s customer journey and Daniela is going to talk about that in a minute However, to understand CoM’s approach to customer I need to frame the conversation My brief as CIO is pretty simple – provide the technology to enable CoM to be a 21st century organisation and a leading organisation for a leading city The mantra- Customer first/Digital first But the one message I fall back on is this – The CEO told me that if I allow old processes to be built on new technology he would sack me So this speech is a bit about our customer journey, framed by a transformational mindset – and on this journey – because it is a journey – we have come to understand what it means to be truly transformative and the opportunities that emerge if you start to imagine what’s possible for your organisation and more importantly for the entire sector from new tech and new thinking. The next few slides are a series of provocations
- Provocation 1 When you read the technology press, the press in general, current affairs programs, listen to vendors and anyone else in and around technology you would think that we have arrived at that place where technology has been so embedded in our lives that it’s impossible to ignore – and yes that’s becoming more true in the consumer world I am increasingly seeing references to the Fourth Industrial Revolution - characterized by a range of new technologies that are fusing the physical, digital and biological worlds, impacting all disciplines, economies and industries, and even challenging ideas about what it means to be human – the singularity. Reality check - Yet when you go inside your average local government organisation you know that it’s we’re a long way off what’s being said in the outside world – the notion of ‘digital on the inside’ is still a dream Why - here are three reasons …. 1. Disconnect between the rhetoric of transformation and actually doing it – we all know that – easy to confuse transformation with continuous improvement (so last century) 2. We all know that the technology solutions we have at our disposal are still largely locked into a different era 3. We know that peoples livelihood are impacted by transformation What plays out is magnified across the sector and seemingly intractable…particularly if we view it through the lens of the current technology and the current crop of vendors who largely lagging behind current thinking around SaaS, micro-services, modular and loosely coupled archtitectures….no one is incentivising them to change so we as a sector need to create a reason to reconsider their position We know change is not linear and that for every step we take towards a goal, there are many missteps and changes of direction …and if we were honest, that we don’t have resources or capability to do it by ourselves. Real transformation in the sector will come from collective effort. Something about the movement of the industrial revolution artisans to guilds
- Provocation 2 The walking out the gate analogy We should all be customer experience agents who just use our skill set to service our customers. Councils will be ultimately judged on the fulfilment of the service
- Provocation 3 Oh for the green fields…change is hard City of Melbourne 175 years of history – most of us have deep embedded cultures Lore and law People involved … & I would argue that we have no solution
- Provocation 4 This is often where we end up when technologists make business decisions It’s easier Remember CEO message Many applications Lack of choice in the vendor market, including SaaS It’s really hard…so there is a danger that…… Constraints of current technology means it’s easier to replace like with like – just a different suit selling the secret sauce CoM – we purposefully started our journey wanting to own the customer, own the business logic and own the data
- Describe what this means – reframing the conversation From the definition above this may be the one transformative thing we do. The different service offerings we can provide to customers under this model would be transformative and fees for that service would also be transformative. In cities facing growth and pressure on service unlocking the value that can be generated from customer centric service modelling rather than property service modelling is important. Targeted marketing
- What’s possible? To take advantage of new tech – our platforms are holding us back Expectation that voice will be major channel in the not to distant future AI Chat bots Predictive service delivery …and it will be driven by our kids as they push the boundaries – Ask a kid what digital means, or transformation, or smart – we seriously need to take long hard look at ourselves…otherwise the sector will become irrelevant?
- The choice we made – continue on this road wait for vendors Wait for someone else to come up with the disruptive tech or jump into the future
- You can’t work on strategy if you can’t hear yourself think – kill the noise The Melbourne approach Aim is connected government and an enhanced customer experience
- Platform + agile. Baking in competition into the platform, baking in exit strategies. We have to be “smarter” / more commercial. Be willing to explore different commercial constructs.
- CoM platform Use case by use case
- CoM platform Use case by use case
- CoM platform Use case by use case "Own our data" might be the most important of these principles - and the most important data to own is our customer data. Over the last couple of years we've worked hard to develop a central customer record - a golden record - and place to manage it where security, privacy, accuracy are paramount We can now merge customer records (if they approve) from on-premises systems and cloud systems and manage their details in a single place. Ultimately we aim to give customers control of their own details. And customer data is just the beginning. Eventually all the data important to our business will be available in a single data repository driving basic reporting, mapping and advanced analytics. Property, asset, financial ... all data in one place.
- …and we continue to learn Customer at the centre – not a hollow promise . Paper prototypes If you involve customers, as we do, they product Illegally parked vehicles and graffiti example where customers have stayed engaged with the product and provide feedback Work out loud MVP approach Get business sponsors who can drive change
- The first use case Why graffiti – it was a process that we had significant volume, it was a process that could be transformed from both the customer, call centre and contractor perspective. Graffitti is reported either by online form (if you persisted) or directly to the Call Centre Either way the report would end up in the Call Centre where it was triaged (this literally involved cutting and pasting fields from the digital form into an email. This would then go to CoMs engineering work area who would further triage them. It was then sent to the fulfillment contractor. This process would take up to 4 days to find its way to the cleaning contractor. What is the experience now Customer Experience – 3 to 4 easy steps. Customer can opt in if they want updates. Call Centre experience – love it, if it comes through the digital channel they don’t touch it. If it comes through the phone they also have a better experience, modern tool set. Business – again don’t have to touch the report unless it is complex in any way and is flagged for their attention Contractor – have a transformed experience too. They have the mobile CRM app and as soon as they complete the job they update the Service Request and the customer is notified immediately. No more going back to the office and sending email to business team who would update the customer. Now the business are able to monitor realtime reports. We transformed the end to end process from Customer, Call Centre, Business and Contractor. This is deep transformation
- The status quo of online systems is that people should create an account, or authenticate through social media. Through a strategic design approach, we unearthed a simple, powerful insight – we could ditch this process altogether. Our research showed creating another account or logging into a system was a genuine blocker for people just trying to transact. We generated concepts that didn’t require the creation or management of a specific account at all – we would use unique identifiers like mobile phone numbers and another unique data point to verify users. This radically reduces the friction of services for citizens DSP have been exploring these unknowns to help determine possible directions for the CoM Customer Account
- We commissioned research that found that for infrequent transactional services an account is not valuable to our customers. And realistically until we are able to connect the data / transactions of our services for our customers in a connected view then an account is not really beneficial to us. There is a tipping point for though for customers when they will see the value of an account. We know that an account for our business customers is valuable. For them to see a range of services that they are seeking from us. We are iterating this approach. An account is being introduced for our retailers that promote through City of melbourne’s Whats On site. In future iterations that will connect to services they seek from us.
- This customer research concluded that residents and ratepayers, who only interact with CoM on an ad-hoc basis, do not see the value in having a digital customer account to help manage their relationship with CoM.
- COMs journey to connected customer. Digital transactions that are powered by a CRM and data and integration platform. Why we think reporting apps have been damaging – lipstick……. Reporting apps like any other channel will be fine if the data can be provided Customer Data – need to be conscious of privacy here but be pragmatic – most customers think we know this anyway.
- Remember value theme 3 from our customers –personalisation of service – preference led also A new – rather than siloed abstracted services – designed around the way we work – you present customer with a curated, preference led journey…maybe even predictive ’hi we noticed you moved into melbourne, how about we set you up with this and this and this? If we were being transformative we would be thinking of a new paradigm for our customers. One where we helped herald in new service models. Community controlled parking permits on the blockchain perhaps? Creating an intermediary platform for connecting local workers to people who need tree pruning or graffiti cleaned (Air Tasker for Councils). That would be transformative. We can do that but it won’t be done through website re-designs or moving PDF forms into online work flows. We need to understand our data and own our data and integration. We need to unlock this from legacy vendors. Yes.
- And from the business perspective – in a time of city disruption every apartment dweller who leaves the city will be replaced or they will come back – every business that leaves is lost to us. Imagine the benefit to new businesses if Councils curated this experience Save time and money for the new business Overlay with data – like best spot to open a café based on foot traffic, demographics, future developments (ie future customers), rent predictions, past performance of cafes in the area
- And what’s it look like a across the three levels of government Three levels of government Seamless journey for the customer This is connected government The café owner that needs to interact with every level of government. The restaurant owner who opens up outlets in different municiplaities.
- AI and machine learning POCs are being designed now Social Listening tools have been trialled and social to case management is being built
- We got a Ferrari and forgot to paint it red. This is important as from the outside it may not appear that we have done a lot. Still see e-PW forms. The services we have transitioned are on the new DCI forms but we haven’t changed the look of the website to a service portal. From the inside the change is large and business units are embracing the new way of working.
- The choice we made – continue on this road wait for vendors Wait for someone else to come up with the disruptive tech or jump into the future
- The power of the integration platform. A problem that couldn’t be solved on the old platform. A frustration to our customers and staff.
- Reflection of last year – We should not change the elephant – we should change to something else. We chose to do it use case by use case deep – customer to fulfilment This is hard Lipstick on a pig and it’s not eating an elephant bit by bit ….and of course it takes time and is never finished We started the journey thinking…elephant but now we think of what we’re transforming to Adaptable Responsive to the environment we’re working in
- Hyrax – is closely related to elephants. So what I have learnt over the last 12 months is that the power of the platform needs to be not to eat the elephant one bit at a time but to enable transformation of the elephant into something different. We need to transform into a hyrax – smaller, more nimble, shorter gestation periods for re-generation. Experience-centric vs. solution-centric The 21CE strives to offer a unified experience. It is acutely aware that customers are no longer satisfied with point solutions – where businesses solve one particular problem but don’t think about the bigger related issues. Customers expect a consistently satisfactory end-to-end experience. Because of that, the 21CE goes beyond mere digitalization, and beyond the realm of physical or virtual – it thinks about the wider unified “experience”. 2. Outcome-based vs. input-based The 21CE does not operate in or measure performance in input silos. Its success is driven through outcome-based targets. To achieve these it deftly connects the necessary teams across functions or partners with collaborative bridges or platforms. The 21CE liberally applies technology to transform its business model and deliver outcomes that cut across siloed delivery functions. 3. Agile and lean vs. large and bureaucratic 21CE is optimized in size for fast-paced manoeuvres to ensure a swift response to changing conditions. 4. Service-oriented vs. technology obsessed organizations recognize the need to change their operating models and become technology agnostic. We need to control data and integration and not be locked in to vendors. 5. Ecosystem-driven The 21CE thrives on collaboration rather than isolation. “ecosystems” are complex specialized networks where employees, suppliers, providers and consumers collaborate to extend the ecosystem beyond the enterprise with one common motive – to weave together a positive customer experience.
- Our vision re-writ This could easily read local government as a service A great role for MAV