“El Estado cercano a los ciudadanos, el desafío más importante de un gobierno  moderno”
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“El Estado cercano a los ciudadanos, el desafío más importante de un gobierno moderno”

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Presentación de John Carroll III. Gerente Global de Experiencia de Cliente. IPSOS en el WorkShop APEC 2013 "Government-to Citizens Service Channels"

Presentación de John Carroll III. Gerente Global de Experiencia de Cliente. IPSOS en el WorkShop APEC 2013 "Government-to Citizens Service Channels"

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  • 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 ChallengesResistance 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.

“El Estado cercano a los ciudadanos, el desafío más importante de un gobierno  moderno” “El Estado cercano a los ciudadanos, el desafío más importante de un gobierno moderno” Presentation Transcript

  • STATE CLOSER TO THE PEOPLE THE MOST IMPORTANT MODERN GOVERNMENT CHALLENGE John Carroll III Global Head of Customer Experience Ipsos Loyalty APEC Conference, 4-5 September 2013 Santiago, Chile © 2013 Ipsos. All rights reserved. Contains Ipsos' Confidential and Proprietary information and may not be disclosed or reproduced without the prior written consent of Ipsos.
  • 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)”
  • 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
  • PAST EXPERIENCES IN CITIZEN SERVICES
  • GOVERNMENTS ARE ALWAYS UNDER PRESSURE 5 DRIVE ECONOMIC GROWTH ADDRESS CITIZEN NEEDS DO MORE WITH LESS
  • 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)
  • 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!
  • CURRENT PRACTICES IN CITIZEN SERVICES
  • 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)”
  • 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
  • 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)”
  • 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)
  • LAST WORDS ON IMPLEMENTING TODAY’S MODELS 13
  • THE FUTURE: CITIZEN EXPERIENCE MANAGEMENT
  • THREE WAYS TO FAIL CITIZENS IN THE FUTURE 15 Out- Moded Out- Thought Out- Executed EPIC FAIL!
  • OUT-EXECUTED: TOO SLOW TO CHANGE!
  • DON’T WORRY – NOT TOO MANY FRAMEWORKS! 17
  • THREE SOLUTIONS TO START ADOPTING NOW 18 Citizen Mobile Experience Citizen Journey Mapping Citizen Feedback Management Epic Success!
  • CITIZEN MOBILE EXPERIENCE – ARE YOUR GOVERNMENT APPS AS EASY AS ANGRY BIRDS?
  • IT CAN BE DONE! 20
  • 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
  • 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
  • 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
  • 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
  • CITIZEN FEEDBACK MANAGEMENT ARE YOU REPORTING OUT TO EVERYONE? Partner Read- outs Leader Dashboards Middle Management Systems Front Line Reports
  • ARE YOU COMBINING ALL CITIZEN FEEDBACK? Web and Social Media Phone Geo- location IVR @ Face to Face Email Databases Operational & Customer Holistic Feedback Platform
  • 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
  • IT CAN BE DONE!
  • THREE SOLUTIONS 30 Citizen Mobile Experience Citizen Journey Mapping Citizen Feedback Management Epic Success!
  • LAST WORD – CITIZENS ARE HUMANS! 31
  • THANK YOU! © 2013 Ipsos. All rights reserved. Contains Ipsos' Confidential and Proprietary information and may not be disclosed or reproduced without the prior written consent of Ipsos. John Carroll john.e.carroll@ipsos.com