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One Stop Shop. El Nuevo paradigma de la entrega de servicios
One Stop Shop. El Nuevo paradigma de la entrega de servicios
One Stop Shop. El Nuevo paradigma de la entrega de servicios
One Stop Shop. El Nuevo paradigma de la entrega de servicios
One Stop Shop. El Nuevo paradigma de la entrega de servicios
One Stop Shop. El Nuevo paradigma de la entrega de servicios
One Stop Shop. El Nuevo paradigma de la entrega de servicios
One Stop Shop. El Nuevo paradigma de la entrega de servicios
One Stop Shop. El Nuevo paradigma de la entrega de servicios
One Stop Shop. El Nuevo paradigma de la entrega de servicios
One Stop Shop. El Nuevo paradigma de la entrega de servicios
One Stop Shop. El Nuevo paradigma de la entrega de servicios
One Stop Shop. El Nuevo paradigma de la entrega de servicios
One Stop Shop. El Nuevo paradigma de la entrega de servicios
One Stop Shop. El Nuevo paradigma de la entrega de servicios
One Stop Shop. El Nuevo paradigma de la entrega de servicios
One Stop Shop. El Nuevo paradigma de la entrega de servicios
One Stop Shop. El Nuevo paradigma de la entrega de servicios
One Stop Shop. El Nuevo paradigma de la entrega de servicios
One Stop Shop. El Nuevo paradigma de la entrega de servicios
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One Stop Shop. El Nuevo paradigma de la entrega de servicios

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Presentación Edwin Lau. Jefe de División, Reforma de Gobernanza del Sector Público Sector y Desarrollo Territorial. Organization for Economic Co-operation and
Development (OECD) en el WorkShop APEC "Government-to Citizens Service Channels"

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  • - Overall introduction to highlight the rationale supporting the establishment of one-stop shops and their strategic value today, i.e. they are not only seen as a single point of access but as the reflection of integrated back offices.
  • The OSS concept is channel independent in the sense that it does not imply the choice of the channel, but integrated services can be delivered/access Citizens in remote areas where access is limited and/or ICT skills are inadequate may be better served with physical one-stop-shops or m-government solutions.
  • D115Pilot testing started in 2009, national go-live was in 2011System of federated call centres across Germany’s federal structureCovers almost all federal agencies, 12 out of 16 Länder and a growing number of municipalitiesAccess for users that are hard of hearing/speaking through a visio-phone hotline that directly calls a centre with staff that communicate via gesture languagePromise: Unanswered questions receive a reply within 24 hours – via email or phone060.esLaunched in 2006Centralised call centre structure at central state levelExtended opening hours and availability on SaturdaysIntegrated with online services portal www.060.es so citizens can initiate and follow requests through different channelsGrowing number of regional administrations (comunidadesautonomas) integrated with 060  Allô Service Public, 3939Launched in 2005Previously a federation of call centres, the RGPP brought a restructuring to pool all call centre resources under one state agency (DILA)Extended opening hours during the weekOver 1 million yearly calls receivedWeakly integrated with national service portal www.service-public.fr  (limited to links from one service to the other, but no real multi-channel offers)Linea Amicahelpline (literally friendly line) Launched in 2009Brings together: The Department for the Public Administration - the customer of the initiative; the Department for the Digitization and Technological Innovation - provided the technological know-how; Formez PA - in charge for implementing the whole project, and Agenzia per l’ItaliaDigitale, -a governmental authority which mission is to improve the digital administration. Initially part of the Overall Plan for the reform of the Public Administration (the Brunetta Reform).“Linea Amica” has the mandate to improve the relations between the citizens and the public sector by informing, helping and serving the citizens: it should become the single point of access for all the citizens that reach out to the public administration to receive information about services, or to find help in the solution of concrete and specific problems. The overall intent is to improve the relations and the quality of service delivery through a renewed and advanced collaboration within the public administration across levels of government, thanks to the use of ICT which supports higher interoperability and integration. This implies considerable cultural and organizational changes within the Italian public sector, which now centers its actions around the citizens’ needs and relies on the modalities of interaction between the actors of the public administration enabled by the use of new technologies. Efforts to modernize and innovate the Italian Public Administration build on improvements in three different axes:- open dialogue between the citizens and the public administration with the goal to make the administrative activities more transparent and accessible to the public. - diffusion of ICT adoption within the public administration to improve service delivery thanks to a more rapid communication and identification of relevant information; and thanks to more efficient collaboration across the public administration.- establishment of a Network of multichannel points of contact to make public services closer to the users and more friendly based on a logic that places citizens at the centre. This aims to increase the level of public satisfaction and trust in the public administration. Some of the results include: - the number of contacts managed by the Linea Amica operators have reached in four years 973.635, with an increase of 23% between 2009 and 2012, which indicate a clear increase in the activity.- in four years there has been a 18,5% increase in the requests for assistance that Linea Amica operators had to take charge of, which did not require an intervention from the back office. The increase was probably also determined by the higher level of preparedness of the Linea Amica operators, and richness of the common database developed, to provide the information without having to reach out to the back office, or the relevant administration in the Network. This capacity of providing a response at the first contact has had a positive impact on the speed of the responses and the reduced time of the response is an important indicator of the efficiency of the service (the response time to the requests managed by either the front office or the back office has gone from an average of 8 hours and 37 minutes in 2009 to 2 hours and 51 minutes in 2011).- of the overall contacts the percentage of contacts aimed at providing feedback have decreased proving that the users reach out to Linea Amica to find solutions to their problems seeing less and less as a point of contact to complain about the malfunctioning of the public administration.- the service has extended and diversified the areas of assistance (e.g. Linea Amica Immigration, Linea Amica Health, assistance for public exams, assistance in the use of certified mail) thus increasing the richness of the service provided. - the level of users’ satisfaction with the front line has reached 91% of the feedback provided on the service.- the Linea Amica portal has been revamped in 2011, and the number of visits increased.- the number of the members of the Network has gone from 695 in 2009 to 1.250 in 2012.
  • Digital Community CentresUnder the e-Mexico initiative a large number of digital community centres have been established across the country, particularly in remote and rural areas (3 200 in 2003 they had doubles already in 2004 when 7200 had already been established). They are part of the Mexican policy to reduce the digital divideThe objective is to help improving access to ICTThey are targeted towards people who do not have access to ICT, and they provide assisted access to the Internet as well as information on education,health, economy and government at all levels. They allow people to use the Internet regardless of their education level and local language. Among the services available at the Centres are information about governmental transactions, job vacancies and general information fromfederal agencies. - In addition to the facilitated provision of services, one of the stated goals of these Centres is to “empower entire communities through theuse of ICT”. Users can also interact directly with one another, trading and sharing experiences and solutions to problems through the formation ofcitizens’ networks without government mediation.
  • UK: Gov.uk- The portal redesign is led by the recently established “Government Digital Services” team within the UK Cabinet Office. The team applies agile development methods in the design and redesign of public services. - The online portal www.gov.uk was officially launched in October 2012. It was more than the redesign of a product. The Government Digital Services team within the Cabinet Office innovated processes, organizational and marketing approaches in order to provide a rather outstanding experience to service users as well as the public administration. - Gov.uk is conceived as the single entry point to all public sector services and information. It substitutes DirectGov, which focused on citizens, and Business Link, which focused on the business community. The two services were not simply merged, however, but were subject to a complete rethinking of the ways in which government presents information and interacts via the Internet. The portal sets new standards for simplicity, accessibility and integration of online services. The project team broke from traditional public sector approaches to procuring, contracting and developing ICT solutions. It was determined to adopt “agile development” approaches widely used in the private sector and to weave user feedback tightly into the process. - The new portal gov.uk innovates in the way it describes government and government policies to the public. The “Inside Government” section (www.gov.uk/government) uses plain and largely jargon-free English to describe “who does what”.- The new government portal innovation included also several rounds of alpha and beta testing with individuals, including from vulnerable and minority groups. The result is a government online portal that is likely to set new standards for accessibility, simplicity and effectiveness.- To kick-start the gathering of feedback, a fully functional prototype (alpha.gov.uk) was made public only 12 weeks after the start of the project and with a total project spend of GBP 260.000, a relatively minor amount in this area. Two months later 100.000 visits had led to over 1.000 structured feedback items plus many comments via social and traditional media. This effort was complemented by in-depth sessions with representatively sampled user groups. All this feedback led into a second iteration of the portal made public in January 2012 (beta.gov.uk), followed again by extensive feedback collection online and offline. The official version of the portal was launched in October 2012.- There seem to be visible impacts in terms of cost and time savings for ICT projects, greater availability of prototypes, a more inclusive design approach, and higher levels of interoperability.  Korea: Minwon24 -National civil services advancement project 2009-2010-Minwon 24 online portal for national and local public services, including digital registers- Before the establishment online services availability was limited and their delivery fragmented- Results include:Over 3,000 services available via Minwon 24Cost reductions, e.g. through online certificationsMore tailored services, e.g. to impaired users, foreignersUser satisfaction and (inter-)national awardsColombia: Gobiernoenlinea- The National Development Plan 2010-2014, and particularly Vive Digital and the E-Government Implementation PlanOnline services availability was limited, and service delivery not coherent.- The MinTIC established the gobiernoenlinea citizens portal and in parallel established a national intranet to support the online service provision of public authorities, including for example an automatic online service process generator" . - This enabled national support of interoperability solutions to improve online service delivery, complementing local capacities. Results include:Increase in the number of services provided online through the portal and increased interoperability through the use of joint solutionsDenmark:Borger.dk MyPage -- The borger.dk (BDK) MyPage initiative focuses on joint development and the reuse of key infrastructure components, resulting in cost saving and better access.- The economic potential of the joint development of key infrastructure components is illustrated by the cooperation between the Danish national citizen portal borger.dk (BDK) and five municipalities for the development of the MyPage platform. As a platform, MyPage enables a better, more personal, user experience online. MyPage as a platform is a:flexible, robust and tested platform for authorities to showcase personalised information, data, eServices AND enables users to view and act upon these – either to activate an eService or to correct information;cost efficient, personal, user-friendly and attractive platform developed with, and for, authorities and citizens to use for free;innovative personalised platform enabling authorities to provide relevant, personal content, data and eServices;cutting edge technical solution based on MicroSoft SharePoint 2010 technology, coded in .NET, whilst allowing for different integration formats (portal service types or widgets);it fulfils all legal requirements including collection and presentation of personal data and WCAG (AA) web-accessibility standards and the EU ‘Cookie’ Directive.- MyPage allows for a dynamic navigation structure reflecting user profiles, automated personalisation of content, and different integration formats. - The flexibility of MyPage and the different technical integration formats enable authorities to present and push useful personalised content, and to improve the quality and service standard online at lower costs. - MyPage widgets redefine service delivery by focusing on users and their dependents (e.g. spouse and children) and merging information, data and services into one, which was previously not seen online for the public sector. - Results include: The economic gains of the BDK MyPage platform and cooperation model is twofold: The primary business case is DKK 1.6 million (€0.22 million) in acquisition, plus a conservative DKK 1.6 million (€0.22 million) cheaper in annual operating costs (incl. support and maintenance) for each municipality actively using MyPage as a personalised online platform. The MyPage business case increases proportionally with each municipality committing to use the platform – for free. The secondary business case centres on MyPage as an enabler allowing authorities to actively encourage increased citizens’ self-service online. Copenhagen, for instance, is actively using MyPage to increase online service transactions from 19% of all requests in 2009, to 37% in 2012, thereby saving DKK 23.5 million (€3.2 million) annually. - BDK MyPage shows the importance of a good project management model, relevant skills and communication; communication including proactive provision of inspiration, advice, manuals and guidelines for take-up and sustainability; use of open source, recognised standards and flexible technical format for widgets. These are lessons for others to use and emulate and MyPage is only one BDK example of joint development and free reuse of content. Other examples of the joint development model include BDK’s Creative Commons licence for all portal content, automated import and syndication of content to other authorities’ web pages, etc.
  • Integration of services across different levels of government: In Denmark borger.dk – financed and led by partnership of national, regional and municipal govt. Financing 40% national; 20% regional; 40% local govt. Led by Steering Committee with representatives from different govt levels. Sub-national take-up facilitated by making infrastructure freely available for municipalities to use, therefore implying cost efficiency savings for municipalities.Integration with private sector services:take-up among citizens can be facilitated by leveraging on existing online channels.Coordination with eID schemes: so that citizen information can be used personalise content and make it geographically or personally specific to target specific user groups; and this provides the possibility for govt to be proactive and target certain groups of citizens e.g. specific social benefits; reminders about parking fines, etc.Innovative approaches for the deployment of one-stop-shops include the adoption of frameworks sustaining higher integration and interoperability, sharing of information and data, adoption of common standards, secure and reliable interactions and exchanges.Administrative e-Service Directory (Germany) is an interesting example of
  • This looks at broadband, i.e. high-speed, Internet. Necessary for most online services of a more advanced kind. (and broadband definition is very generous in terms of minimum speed).Many countries also have strong urban-rural divides. In Chile, around 13% of the population live in rural areas, often with poor connectivity options.(LAC = Latin America and Carribbean)
  • Increase between December 2011 andDecember 2012.Data on growth is not readily available for Asia-Pacific countries, so only LAC and Chile used.Chile’s impressive growth rate means they have gone from 18 to 28 per cent mobile broadband penetration in one year ! In absolute terms, it means the country added around 1.7 million mobile broadband subscriptions in 2012 alone. For a population of 17 million.
  • Governments have to act from a whole-of-public sector perspective and tackle a variety of issues including human resources development, multi-channel service delivery, information and data sharing, establishment of new horizontal and vertical co-ordination mechanisms across levels of government.
  • Governments can respond to citizens’ demand for more equitable access, increased efficiency and effectiveness, enhanced transparency in public service delivery through the development of an integrated ICT interface.Improving service delivery through the establishment of one-stop-shops providing integrated services requires the re-organisation and integration of processes and systems. Establishing the technical environment supporting this is a necessary, but alone an insufficient, factor. Governance-related issues have to be addressed to create a context enabling the government to reap the benefit of national ICT investments and thus pursue the objective of improved service delivery. Governments have to act from a whole-of-public sector perspective and tackle a variety of issues including human resources development, multi-channel service delivery, information and data sharing, establishment of new horizontal and vertical co-ordination mechanisms across levels of government.Governments face common challenges for the development of one-stop-shops, but operate under different conditions in terms of e-government and administrative development. Their aim should not be to reach a specific state of affairs, but to put in place mechanisms, incentives and new ways of working which are appropriate to the national context.
  • Transcript

    • 1. ONE STOP SHOP. THE NEW PARADIGM OF SERVICE DELIVERY Edwin Lau Head of Public Sector Reform Division Directorate for Public Governance and Territorial Development OECD APEC Workshop “Government to Citizen (G2C) Service Channels. Bringing the State Closer to the people in APEC Economies. Santiago, September 5-6, 2013.
    • 2. • Respond to users’ needs and requests to interact with the public sector and access services, e.g. 24x7. o Overcome access challenges to public services. o Ensure equality of access and quality of services • One-stop-shops should emanate from multi-channel service delivery strategies. • One-stop-shops should reflect integrated service delivery approaches: one front-end image and point of access mirroring a single integrated back-office. • The context matters: Deployment plans should take into account local context, e.g. users’ needs, preferred channels, access challenges. One-stop-shop? Why and how
    • 3. • Channel strategy – Telephone – Physical – Online • Integrated back office • What direction for APEC economies? Overview
    • 4. • One-stop-shops is a service delivery concept implementable through channels. • Governments need to consider different channels for integrated service delivery to avoid new forms of digital divide. • Channels selection: telephone hotlines, physical kiosks, online single points of access (portal), mobile apps, social media platforms. • Different channels serve different user groups, e.g. use of social media platforms may bring young generations closer to governments, while some may stay prefer the physical contact. Providing the choice of the channel
    • 5. Public administration hotlines • Telephone remains an important channel, cf. national public administration hotlines: o D115 (Germany) o Allô Service Public (France) o 060 (Spain) o Linea Amica (Italy) • Many of them broaden access through: o Expanded opening hours o Multiple language support, e.g. for migrants o Support for impaired users, e.g. SMS, video chat o Integration with government online portals
    • 6. Physical one-stop shops • Physical access points take into account community preferences and ensure access for all: o Digital Community Centres (Mexico) o KEPS (Greece) o Tas’Heel (UAE – labour services only) • Many of them broaden access through: o Making access more convenient o Providing support to all group users, e.g. elderly. o Overcoming digital divide problems
    • 7. Mexico: Digital Community Centres Context: Implemented as part of the initiative e-Mexico and within the framework of the Mexican policy to reduce the digital divide. Problem: improve access to ICT in rural and remote areas. Innovation: The idea is not only to provide assisted access to ICT to improve access to services but also to empower citizens by fostering networks of users and sharing of experiences. Results: only in the first year the number of centres doubled (from 3200 in 2003 to 7200 in 2004) thus increasingly enabling the access of larger segments of the population. Physical one-stop-shop to reduce the digital divide
    • 8. Online one-stop shops • Online is a growing channel, cf. national portals: o Gov.uk (UK) o Minwon 24 (Korea) o Gobiernoenlinea (Colombia) o Borger.dk (Denmark) • Many of them broaden access through: o Access availability 24x7 (anytime, anywhere) o Targeted access support and specific services for vulnerable users, e.g. migrants, impaired users o Integration with other channels o Integration with web 2.0 technologies, e.g. social media and mobile platforms.
    • 9. Korea: Minwon24 Context: National civil services advancement project 2009-2010 Problem statement: Online services availability was limited and their delivery fragmented Innovation: Minwon 24 online portal for national and local public services, including digital registers Results: – Over 3,000 services available via Minwon 24 – Cost reductions, e.g. through online certifications – More tailored services, e.g. to impaired users, foreigners – User satisfaction and (inter-)national awards Online citizen services portal
    • 10. Social media popularity of government • Social media is becoming an important channel in the design and implementation of one-stop shops / multi-channel delivery. • Governments like that of Chile successfully use social media to connect, e.g. to younger parts of the population. Source: OECD data collection.
    • 11. • Channel strategy – Telephone – Physical – Online • Integrated back office • What direction for APEC economies? Overview
    • 12. • Integration of services across different levels of government, e.g. borger.dk • Integration with private sector services as online banking, through secure, electronic single sign- on, e.g. NemID. • Coordination with electronic ID scheme to target user groups, e.g. Borger.dk and NemID. • Frameworks for reorganisation of internal processes and functions, e.g. interoperability frameworks and platforms like in Spain, Portugal and Mexico. One-stop-shops require integration
    • 13. Colombia: Gobiernoenlinea Context: The National Development Plan 2010-2014, and particularly Vive Digital and the E-Government Implementation Plan Problem statement: Online services availability was limited, and service delivery not coherent. Innovation: The MinTIC established the gobiernoenlinea citizens portal and in parallel established a national intranet to support the online service provision of public authorities, including for example an automatic online service process generator" . This enabled national support of interoperability solutions to improve online service delivery, complementing local capacities. Results: – Increase in number of services provided online – Increased interoperability through the use of joint solutions Online citizen services portal - national support to joint solutions
    • 14. Shared human resources management services centre in the Netherlands: P-Direkt Context: Government reforms mandate to reduce administrative overhead of service provision (2003/04) Problem statement: Central government fragmentation of HR services solutions and high personnel intensity of service provision Innovation: P-Direkt self-service portal and central contact centre for 120,000 central government staff Results: – Direct cost reductions for HR services provision – Faster services, e.g. salary payments – Increasing satisfaction levels of personnel One-stop-shop for government-internal services
    • 15. • Channel strategy – Telephone – Physical – Online • Integrated back office • What direction for APEC economies? Overview
    • 16. Internet penetration today in APEC Broadband Internet in 2012 (subscribers per 100 inhabitants) Mobile Fixed • Digital access gaps in the APEC region more pronounced than in the OECD region. • This needs to be addressed and considered for digital service strategies. Sources: OECD Broadband Portal; ITU ICT statistics.
    • 17. Internet growth in APEC Change in broadband Internet during 2012 (increase of penetration share) Mobile Fixed • But APEC countries outpace the OECD region in expanding digital access. • This is creating new opportunities for connecting citizens, businesses and governments. Sources: OECD Broadband Portal; ITU ICT statistics. % %
    • 18. • Knowledge on national users’ preferences and needs. • Reorganisation of internal processes, functions, systems and data integration. • Governance-related and organisational issues properly addressed. • Context assessment and selection of most adequate solution. What does it take?
    • 19. • Integrated interfaces for service delivery help governments respond to citizens’ demand for more equitable access, better service quality, and enhanced transparency in public service delivery. • But successful one-stop-shops also require the re- organisation and integration of the back office. • Governance-related issues require a whole-of-public sector perspective across levels of government. • Governments face common challenges, but operate under different conditions: context determines appropriate channels, mechanisms, incentives and ways of working. To conclude…
    • 20. • OPSI: Observatory for Public Sector Innovation (http://www.oecd.org/gov/public- innovation/oecdobservatoryofpublicsectorinnovation.htm) • OECD Working Paper on Open Government Data (http://www.keepeek.com/Digital-Asset- Management/oecd/governance/open-government- data_5k46bj4f03s7-en#page1) • Towards More Effective and Dynamic Public Management in Mexico (http://www.keepeek.com/Digital-Asset- Management/oecd/governance/towards-more-effective-and- dynamic-public-management-in-mexico_9789264116238-en#page1) edwin.lau@oecd.org Thank you.

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