ities across the U.S. are joining in a global
movement to improve the quality of their decision
making and planning through increased access to
data and by integrating collaborative approaches to making
that data more accessible to government officials as well
as the public. In many larger cities, 311 service centers are
becoming a core driver to building capabilities for service
integration. Since the first 311 hotline launched in 1996
in the City of Baltimore, 311 service centers have rapidly
spread across the country. 311 systems are providing quick
and easy access to non-emergency municipal services and
information through a single, consolidated channel that
extends from the three-digit toll-free dial number (3-1-1) to
any possible means that people can use to communicate
with their municipal government; email, text messaging,
social media, and more recently smart phone applications.
Creating a Welcoming and Connect City: The Philadelphia Experience with Roset...Rosetta Carrington Lue
The document describes the evolution of Philly311, the City of Philadelphia's 311 call center, from its launch in 2008 to ongoing expansions through 2015. It began as a new initiative under Mayor Nutter to improve customer service and accessibility of city services. Despite budget cuts, Philly311 launched on time in 2008 with a website and call center. It grew its outreach through community programs, social media, a TV show, and a mobile app. Philly311 saw rapid growth in calls and became a model for other cities. A new CRM system was implemented in 2014 to improve functionality as demand increased.
MusicFilmWeb 3-Minute Presentation for Founder's InstituteDave Watson
- Video on Demand (VOD) platform for music documentaries, concert films and video albums presented by Dave Watson at MusicFilmWeb.
- The platform offers downloads (€7.99 to €14.99 per download) and VIP services (€2.99/month) in exchange for user data to build a curated one-stop shop for music content as envisioned by Questlove.
- However, the platform is struggling with only 50,000 monthly visitors and 2,000+ films after several years of operation.
The Flexible Credit Initiative (FlexCred) aims to provide affordable and flexible short-term loans as an alternative to predatory payday loans. It will partner with community banks to offer loans between $200-$2,000 with terms of 1-2 years at a simple 15% interest rate. FlexCred will also partner with community organizations to provide financial literacy programs. The initial pilot program will target unbanked neighborhoods in the Bronx, partnering with local organizations and banks to establish a $250,000 loan pool and raise $575,000 in startup funds from various sources such as donors, foundations and financial institutions.
The Citizens' Engagement Academy is a free 6-week program run by the Office of the Managing Director that aims to educate citizens about how Philadelphia's city government works. Over the course of training sessions led by various city departments, residents learn about roles, functions, successes and challenges of departments. The goals are to improve understanding of government operations, encourage civic participation, and help sustain a livable community. Benefits include gaining insights from leaders, learning how to get engaged, and serving as models for others.
Social Media 2.0 & the Conversation BowDave Watson
Presentation we've been doing for clients/conferences in Prague describing the basics of Social Media. We also discuss some new concepts like the Conversation Bow and the new Social Promo Plan.
Creating a Welcoming and Connect City: The Philadelphia Experience with Roset...Rosetta Carrington Lue
The document describes the evolution of Philly311, the City of Philadelphia's 311 call center, from its launch in 2008 to ongoing expansions through 2015. It began as a new initiative under Mayor Nutter to improve customer service and accessibility of city services. Despite budget cuts, Philly311 launched on time in 2008 with a website and call center. It grew its outreach through community programs, social media, a TV show, and a mobile app. Philly311 saw rapid growth in calls and became a model for other cities. A new CRM system was implemented in 2014 to improve functionality as demand increased.
MusicFilmWeb 3-Minute Presentation for Founder's InstituteDave Watson
- Video on Demand (VOD) platform for music documentaries, concert films and video albums presented by Dave Watson at MusicFilmWeb.
- The platform offers downloads (€7.99 to €14.99 per download) and VIP services (€2.99/month) in exchange for user data to build a curated one-stop shop for music content as envisioned by Questlove.
- However, the platform is struggling with only 50,000 monthly visitors and 2,000+ films after several years of operation.
The Flexible Credit Initiative (FlexCred) aims to provide affordable and flexible short-term loans as an alternative to predatory payday loans. It will partner with community banks to offer loans between $200-$2,000 with terms of 1-2 years at a simple 15% interest rate. FlexCred will also partner with community organizations to provide financial literacy programs. The initial pilot program will target unbanked neighborhoods in the Bronx, partnering with local organizations and banks to establish a $250,000 loan pool and raise $575,000 in startup funds from various sources such as donors, foundations and financial institutions.
The Citizens' Engagement Academy is a free 6-week program run by the Office of the Managing Director that aims to educate citizens about how Philadelphia's city government works. Over the course of training sessions led by various city departments, residents learn about roles, functions, successes and challenges of departments. The goals are to improve understanding of government operations, encourage civic participation, and help sustain a livable community. Benefits include gaining insights from leaders, learning how to get engaged, and serving as models for others.
Social Media 2.0 & the Conversation BowDave Watson
Presentation we've been doing for clients/conferences in Prague describing the basics of Social Media. We also discuss some new concepts like the Conversation Bow and the new Social Promo Plan.
City of Philadelphia BluePrint for Customer Experience Innovation - PhillySummitRosetta Carrington Lue
The document outlines Philadelphia's initiative to create a "connected city" by implementing a customer relationship management (CRM) system powered by Salesforce to create the Philly311 mobile app and contact center. This allows citizens to easily access city services and report issues. Key results include increased citizen engagement, faster response times, and improved transparency and efficiency in allocating city resources. The system has achieved a 93% customer satisfaction rating and has helped make Philadelphia a more attractive place to live.
Philly311, Philadelphia's new 311 system, had a challenging first year. While it made it easier for residents to contact the city, the system struggled with long wait times and a high rate of abandoned calls initially due to budget cuts and start-up issues. However, performance improved significantly by year's end. A major ongoing challenge remains fully integrating Philly311 with the various city agencies to improve service delivery and responsiveness.
This document summarizes a case study of Philly311, the 311 non-emergency contact program in Philadelphia. It discusses how Philly311 is transforming city government and helping make Philadelphia a smarter city. Performance data from Philly311 enables more efficient resource allocation and decision making. It also provides transparency and accountability for service delivery. However, limited funding presents challenges and institutionalizing collaboration is needed to advance Philly311 further.
Philly311, the City of Philadelphia's non-emergency contact center, received a 2015 Digital Government Achievement Award from the Center for Digital Government for its customer relationship management solution launched in February 2015. The awards highlight outstanding government websites and apps. Philly311 aims to interact with and serve citizens through an omni-channel system allowing customers to access city services anytime, anywhere. The Center for Digital Government recognizes winners for responsive, mobile-first design, open government, improved transparency and social media integration.
This document discusses stakeholder analysis for territorial intelligence in digital governance. It defines stakeholders as key individuals and entities that influence or are influenced by territorial development processes. E-governance uses information and communication technologies to improve government services and interactions between various territorial actors, including residents, businesses, organizations and different levels of government. Analyzing stakeholder relationships is important for developing frameworks to guide stakeholder cooperation and partnerships for effective territorial development in the digital age. Dimensions for analyzing relationships include cooperation, partnerships, conflicts and power dynamics.
The document discusses how Salesforce can help cities become connected through its government platform. It explains that as more people live in cities, challenges are growing for local governments to provide modern digital services with shrinking budgets. Salesforce's platform allows cities to connect citizens, data, departments and services through the cloud. This creates efficiencies, transparency and stronger community engagement to meet rising citizen expectations.
Policy Brief : Co-creation as a way to facilitate user-centricity and take-up...Mobile Age Project
Mobile Age project: https://www.mobile-age.eu/
This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant agreement No 693319.
This material reflects only the author's view and the Research Executive Agency (REA) is not responsible for any use that may be made of the information it contains.
Nine Imperatives For Leadership of 311-Enabled GovernmentZachary Tumin
The document discusses nine imperatives for leadership of 311-enabled government. It begins by providing background on 311 systems and their evolution from basic call centers to integrated platforms for citizen engagement, service requests, and government performance management. It then outlines thirteen common challenges faced in 311 implementations, including poor customer experience, unlinked service requests, data security issues, and bureaucratic resistance. The document also identifies seven key capabilities that 311 systems should provide, such as outstanding customer service and integrated data and workflows. It concludes by emphasizing the leadership required to overcome challenges and realize the full potential of 311 to transform government services.
This presentation provides an overview of Memphis' Strong Cities, Strong Communities initiative and how it uses a triad of 311, performance metrics, and CitiStat to improve government services. It summarizes how Memphis transformed its Mayor's Call Center into a 311 system, highlights examples of using 311 data and performance metrics in CitiStat meetings to address issues like curbside trash complaints, and outlines next steps to further develop these tools. The presentation aims to demonstrate how these public administration strategies can be connected to drive continuous improvement in service delivery.
Philly311 received an Excellence in IT award from Government Computer News for its new cloud-based customer relationship management solution. The new system expanded access to city services through various channels like phone, internet, mobile app, and social media. It also integrated information from different channels into the CRM. The solution allows Philadelphia residents to request non-emergency assistance from city agencies through their preferred channel. Users can attach photos to provide more details, leading to more efficient responses. Residents receive real-time status updates on their service requests. The award recognized Philly311's success in improving access and transparency for citizens, businesses, and visitors.
This document discusses optimizing government through data-driven citizen engagement. It discusses how citizen expectations for engagement have increased and governments need to improve to match private sector standards. Effective citizen engagement involves understanding citizens' needs and using data to personalize communications and services. The document outlines four stages of citizen engagement, from informing to collaborating. It argues governments need to use data to integrate citizen views, analyze internal/external processes, learn best practices, and keep efforts simple. Data-driven engagement involves understanding citizens, analyzing preferences, optimizing communications, and delivering personalized services.
The document provides an overview of key accomplishments in South Orange from 2011-2015. It discusses efforts to stabilize finances through lower tax increases, increased transparency of the budget, and new sources of revenue. Public safety improvements included reduced crime, upgraded technology for police, and strengthened university collaboration. The town responded effectively to major storms and upgraded emergency systems. Transparency was increased through more engagement opportunities, budget transparency, and access to government.
Skills for a High Performing Civil Service - OECDOECD Governance
To assess changes in the skills needed in today’s civil services, the OECD has developed a
framework which identifies four areas, each representing specific tasks and skills required in the
relationship between the civil service and the society it serves. For more information see oe.cd/HRM-Skills
This document summarizes the key challenges facing urban infrastructure and the approaches city leaders are taking to address them. It finds that while urban infrastructure is generally adequate currently, major investment will be needed in the next 5 years to maintain it. City leaders are seeking to collaborate more with the private sector and citizens to overcome financial obstacles and gain support for infrastructure projects. Strong relationships and transparency around spending are seen as important. Rail, road and energy systems are top concerns.
This document discusses limitations to adopting e-government by local governments in developing countries, using a case study of Ilala Municipal Council in Tanzania. It finds that organizational and legal factors are major impediments. The document provides background on e-government and its potential benefits. It also describes the study area of Ilala Municipal Council and outlines a research method using a survey of 120 respondents to analyze factors limiting e-government adoption, including legal, cultural, managerial, organizational, and technological awareness issues.
Government agencies across the U.S. are increasingly prioritizing digital services and online engagement with citizens. Five major trends are guiding this transition: citizen-centric design, mobility, open source technology, treating information as a service, and innovative marketing. The document explores these trends, discusses challenges of digital governance, and provides examples of digital innovation in government. It also offers guidance to help agencies start their own digital initiatives. While technology is important, cultural change within agencies is key to successfully adopting new digital strategies and service models.
e-Government in the Philippines: Benchmarking against global best practices (...Coach Edwin Soriano
E-Government refers to the use by government agencies of information and communication technologies (ICT) that have the ability to transform relations with citizens, businesses, government employees, and other arms of government in the delivery of services. For the World Bank, it is the use of ICT to improve the efficiency, effectiveness, transparency, and accountability of government.
E-Government is the use of electronic media in the facilitation of government processes. It covers a wide range of applications making use of multi-media broadcasting, radio networks, computer networks, mobile phone communication technologies, and other similar electronic devices.
Internal information systems of Government agencies, information kiosks, automated telephone information services, SMS services and other systems all comprise e-Government services. All these are applications of Information and Communications Technologies (ICT) to improve the services of the Government towards its primary clients: the citizens.
~~~~~~~
For e-Government updates, visit www.GabayPinoy.com
- Edwin Ka Edong Soriano
This document proposes the development of an open-source CRM system called OpenCity CRM to help improve small cities in Ukraine. It notes that small cities lack funds for infrastructure maintenance and residents are unaware of budget and repair plans. OpenCity CRM would allow residents to identify priority issues, participate in solutions, and monitor spending, bringing more transparency to local governments. The document outlines the stakeholders in small cities, components of OpenCity CRM, goals such as direct public engagement, and potential results like connecting ideas to funding and enabling peer support networks.
Information technology improves government in several key ways:
1) It allows governments to create user-focused e-government that is responsive to citizens' and businesses' needs through online services.
2) It enables a multi-channel approach to service delivery by integrating online, phone, in-person, email, and mail services for greater accessibility.
3) It highlights common business processes across government agencies that can be standardized and shared to reduce costs and increase coordination.
Rosetta Carrington Lue is a senior contact center transformation advisor and White House Presidential Executive Fellow at the Veterans Experience Office of the Department of Veterans Affairs. She has extensive experience transforming contact centers across various sectors. At the VA, she has helped turn around their enterprise contact centers and launched initiatives like myVA311 to improve veterans' experiences. Due to her success, she was selected to co-executive direct the VA's 24/7 Veterans' Complaint Hotline and lead a project identifying over $2 billion in cost savings. Previously, she served as Philadelphia's first Chief Customer Service Officer and helped launch their Philly311 contact center program, which was nominated for an international award.
This document is a resume for Rosetta Carrington Lue that highlights her experience leading contact center operations for government agencies. She has over 15 years of experience in both the public and private sectors, including senior roles at the Department of Veterans Affairs and City of Philadelphia where she launched new customer service initiatives. Her expertise includes change management, strategic planning, process improvement, and implementing new technologies to enhance the customer experience.
More Related Content
Similar to 3 1-1 for smarter governments - City of Philadelphia 311 Business Case
City of Philadelphia BluePrint for Customer Experience Innovation - PhillySummitRosetta Carrington Lue
The document outlines Philadelphia's initiative to create a "connected city" by implementing a customer relationship management (CRM) system powered by Salesforce to create the Philly311 mobile app and contact center. This allows citizens to easily access city services and report issues. Key results include increased citizen engagement, faster response times, and improved transparency and efficiency in allocating city resources. The system has achieved a 93% customer satisfaction rating and has helped make Philadelphia a more attractive place to live.
Philly311, Philadelphia's new 311 system, had a challenging first year. While it made it easier for residents to contact the city, the system struggled with long wait times and a high rate of abandoned calls initially due to budget cuts and start-up issues. However, performance improved significantly by year's end. A major ongoing challenge remains fully integrating Philly311 with the various city agencies to improve service delivery and responsiveness.
This document summarizes a case study of Philly311, the 311 non-emergency contact program in Philadelphia. It discusses how Philly311 is transforming city government and helping make Philadelphia a smarter city. Performance data from Philly311 enables more efficient resource allocation and decision making. It also provides transparency and accountability for service delivery. However, limited funding presents challenges and institutionalizing collaboration is needed to advance Philly311 further.
Philly311, the City of Philadelphia's non-emergency contact center, received a 2015 Digital Government Achievement Award from the Center for Digital Government for its customer relationship management solution launched in February 2015. The awards highlight outstanding government websites and apps. Philly311 aims to interact with and serve citizens through an omni-channel system allowing customers to access city services anytime, anywhere. The Center for Digital Government recognizes winners for responsive, mobile-first design, open government, improved transparency and social media integration.
This document discusses stakeholder analysis for territorial intelligence in digital governance. It defines stakeholders as key individuals and entities that influence or are influenced by territorial development processes. E-governance uses information and communication technologies to improve government services and interactions between various territorial actors, including residents, businesses, organizations and different levels of government. Analyzing stakeholder relationships is important for developing frameworks to guide stakeholder cooperation and partnerships for effective territorial development in the digital age. Dimensions for analyzing relationships include cooperation, partnerships, conflicts and power dynamics.
The document discusses how Salesforce can help cities become connected through its government platform. It explains that as more people live in cities, challenges are growing for local governments to provide modern digital services with shrinking budgets. Salesforce's platform allows cities to connect citizens, data, departments and services through the cloud. This creates efficiencies, transparency and stronger community engagement to meet rising citizen expectations.
Policy Brief : Co-creation as a way to facilitate user-centricity and take-up...Mobile Age Project
Mobile Age project: https://www.mobile-age.eu/
This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant agreement No 693319.
This material reflects only the author's view and the Research Executive Agency (REA) is not responsible for any use that may be made of the information it contains.
Nine Imperatives For Leadership of 311-Enabled GovernmentZachary Tumin
The document discusses nine imperatives for leadership of 311-enabled government. It begins by providing background on 311 systems and their evolution from basic call centers to integrated platforms for citizen engagement, service requests, and government performance management. It then outlines thirteen common challenges faced in 311 implementations, including poor customer experience, unlinked service requests, data security issues, and bureaucratic resistance. The document also identifies seven key capabilities that 311 systems should provide, such as outstanding customer service and integrated data and workflows. It concludes by emphasizing the leadership required to overcome challenges and realize the full potential of 311 to transform government services.
This presentation provides an overview of Memphis' Strong Cities, Strong Communities initiative and how it uses a triad of 311, performance metrics, and CitiStat to improve government services. It summarizes how Memphis transformed its Mayor's Call Center into a 311 system, highlights examples of using 311 data and performance metrics in CitiStat meetings to address issues like curbside trash complaints, and outlines next steps to further develop these tools. The presentation aims to demonstrate how these public administration strategies can be connected to drive continuous improvement in service delivery.
Philly311 received an Excellence in IT award from Government Computer News for its new cloud-based customer relationship management solution. The new system expanded access to city services through various channels like phone, internet, mobile app, and social media. It also integrated information from different channels into the CRM. The solution allows Philadelphia residents to request non-emergency assistance from city agencies through their preferred channel. Users can attach photos to provide more details, leading to more efficient responses. Residents receive real-time status updates on their service requests. The award recognized Philly311's success in improving access and transparency for citizens, businesses, and visitors.
This document discusses optimizing government through data-driven citizen engagement. It discusses how citizen expectations for engagement have increased and governments need to improve to match private sector standards. Effective citizen engagement involves understanding citizens' needs and using data to personalize communications and services. The document outlines four stages of citizen engagement, from informing to collaborating. It argues governments need to use data to integrate citizen views, analyze internal/external processes, learn best practices, and keep efforts simple. Data-driven engagement involves understanding citizens, analyzing preferences, optimizing communications, and delivering personalized services.
The document provides an overview of key accomplishments in South Orange from 2011-2015. It discusses efforts to stabilize finances through lower tax increases, increased transparency of the budget, and new sources of revenue. Public safety improvements included reduced crime, upgraded technology for police, and strengthened university collaboration. The town responded effectively to major storms and upgraded emergency systems. Transparency was increased through more engagement opportunities, budget transparency, and access to government.
Skills for a High Performing Civil Service - OECDOECD Governance
To assess changes in the skills needed in today’s civil services, the OECD has developed a
framework which identifies four areas, each representing specific tasks and skills required in the
relationship between the civil service and the society it serves. For more information see oe.cd/HRM-Skills
This document summarizes the key challenges facing urban infrastructure and the approaches city leaders are taking to address them. It finds that while urban infrastructure is generally adequate currently, major investment will be needed in the next 5 years to maintain it. City leaders are seeking to collaborate more with the private sector and citizens to overcome financial obstacles and gain support for infrastructure projects. Strong relationships and transparency around spending are seen as important. Rail, road and energy systems are top concerns.
This document discusses limitations to adopting e-government by local governments in developing countries, using a case study of Ilala Municipal Council in Tanzania. It finds that organizational and legal factors are major impediments. The document provides background on e-government and its potential benefits. It also describes the study area of Ilala Municipal Council and outlines a research method using a survey of 120 respondents to analyze factors limiting e-government adoption, including legal, cultural, managerial, organizational, and technological awareness issues.
Government agencies across the U.S. are increasingly prioritizing digital services and online engagement with citizens. Five major trends are guiding this transition: citizen-centric design, mobility, open source technology, treating information as a service, and innovative marketing. The document explores these trends, discusses challenges of digital governance, and provides examples of digital innovation in government. It also offers guidance to help agencies start their own digital initiatives. While technology is important, cultural change within agencies is key to successfully adopting new digital strategies and service models.
e-Government in the Philippines: Benchmarking against global best practices (...Coach Edwin Soriano
E-Government refers to the use by government agencies of information and communication technologies (ICT) that have the ability to transform relations with citizens, businesses, government employees, and other arms of government in the delivery of services. For the World Bank, it is the use of ICT to improve the efficiency, effectiveness, transparency, and accountability of government.
E-Government is the use of electronic media in the facilitation of government processes. It covers a wide range of applications making use of multi-media broadcasting, radio networks, computer networks, mobile phone communication technologies, and other similar electronic devices.
Internal information systems of Government agencies, information kiosks, automated telephone information services, SMS services and other systems all comprise e-Government services. All these are applications of Information and Communications Technologies (ICT) to improve the services of the Government towards its primary clients: the citizens.
~~~~~~~
For e-Government updates, visit www.GabayPinoy.com
- Edwin Ka Edong Soriano
This document proposes the development of an open-source CRM system called OpenCity CRM to help improve small cities in Ukraine. It notes that small cities lack funds for infrastructure maintenance and residents are unaware of budget and repair plans. OpenCity CRM would allow residents to identify priority issues, participate in solutions, and monitor spending, bringing more transparency to local governments. The document outlines the stakeholders in small cities, components of OpenCity CRM, goals such as direct public engagement, and potential results like connecting ideas to funding and enabling peer support networks.
Information technology improves government in several key ways:
1) It allows governments to create user-focused e-government that is responsive to citizens' and businesses' needs through online services.
2) It enables a multi-channel approach to service delivery by integrating online, phone, in-person, email, and mail services for greater accessibility.
3) It highlights common business processes across government agencies that can be standardized and shared to reduce costs and increase coordination.
Similar to 3 1-1 for smarter governments - City of Philadelphia 311 Business Case (20)
Rosetta Carrington Lue is a senior contact center transformation advisor and White House Presidential Executive Fellow at the Veterans Experience Office of the Department of Veterans Affairs. She has extensive experience transforming contact centers across various sectors. At the VA, she has helped turn around their enterprise contact centers and launched initiatives like myVA311 to improve veterans' experiences. Due to her success, she was selected to co-executive direct the VA's 24/7 Veterans' Complaint Hotline and lead a project identifying over $2 billion in cost savings. Previously, she served as Philadelphia's first Chief Customer Service Officer and helped launch their Philly311 contact center program, which was nominated for an international award.
This document is a resume for Rosetta Carrington Lue that highlights her experience leading contact center operations for government agencies. She has over 15 years of experience in both the public and private sectors, including senior roles at the Department of Veterans Affairs and City of Philadelphia where she launched new customer service initiatives. Her expertise includes change management, strategic planning, process improvement, and implementing new technologies to enhance the customer experience.
The National 311 Council has announced plans to create benchmarking tools and standards for 311 contact centers. The Council includes representatives from large cities like Baltimore, Denver, Chicago, Charlotte, Philadelphia, and New York City. Over the next year, the Council will work on three projects: measuring the citizen customer service experience, examining customer service maturity models, and creating a research database of performance and satisfaction data. The goal is to improve the collective 311 experience across all cities through collaboration and innovation.
The National 311 Council has announced plans to create benchmarking tools and standards for 311 contact centers. The Council includes representatives from large cities like Baltimore, Denver, Chicago, Charlotte, Philadelphia, and New York City. Over the next year, the Council will work on three projects: measuring the citizen customer service experience, examining customer service maturity models, and creating a research database of performance and satisfaction data. The goal is to improve the collective 311 experience across all cities through collaboration and innovation.
See the success journey for the City of Philadelphia Government to transform the customer experience by launching the Philly311 Contact Center operations.
Customer Service Officers program manual template which launched Office of the Managing Director's program. Examples include success profiles, expectations, and project timelines.
2013 Using Philly311 to Drive Engaging Customer Service InitiativesRosetta Carrington Lue
Rosetta Carrington Lue oversees customer service initiatives for the City of Philadelphia. She implemented Philly311 in 2008 and was appointed Chief Customer Service Officer in 2011. Under her leadership, Philly311 has expanded through various programs like the Neighborhood Liaison Program, Customer Service Leadership Academy, and Managing Director's Office Customer Service Officers Program. Philly311 also utilizes innovative strategies like social media, a mobile app, and a TV show to improve customer service engagement and responsiveness.
City of Philadelphia relaunched the new PhillyStat program with a televised discussion with Philly311 Director, Rosetta Lue, and Managing Director, Richard Negrin.
The 311 Contact Center in Philadelphia aims to (1) provide easy access to city services and information while maintaining high customer service, (2) assist agencies improve service delivery so they can focus on core missions, and (3) provide recommendations to improve government through performance analysis. The center handles general inquiries and service requests, centralizing multiple departments for efficiency. Data is collected to monitor performance across departments and identify areas for improvement through the city's strategic planning process. The center launched in 2008 and future phases aim to upgrade technology and fully integrate the system across city government.
This presentation examines how the behaviors and attitudes of the latest generation to enter the workforce will affect the traditional utility. In addition, it is expected that “next gen” employees will change jobs and careers more often than the traditional utility employee will. This presentation will also look at what utilities will need to do to retain the workforce of the future.
Preliminary findings _OECD field visits to ten regions in the TSI EU mining r...OECDregions
Preliminary findings from OECD field visits for the project: Enhancing EU Mining Regional Ecosystems to Support the Green Transition and Secure Mineral Raw Materials Supply.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
This report explores the significance of border towns and spaces for strengthening responses to young people on the move. In particular it explores the linkages of young people to local service centres with the aim of further developing service, protection, and support strategies for migrant children in border areas across the region. The report is based on a small-scale fieldwork study in the border towns of Chipata and Katete in Zambia conducted in July 2023. Border towns and spaces provide a rich source of information about issues related to the informal or irregular movement of young people across borders, including smuggling and trafficking. They can help build a picture of the nature and scope of the type of movement young migrants undertake and also the forms of protection available to them. Border towns and spaces also provide a lens through which we can better understand the vulnerabilities of young people on the move and, critically, the strategies they use to navigate challenges and access support.
The findings in this report highlight some of the key factors shaping the experiences and vulnerabilities of young people on the move – particularly their proximity to border spaces and how this affects the risks that they face. The report describes strategies that young people on the move employ to remain below the radar of visibility to state and non-state actors due to fear of arrest, detention, and deportation while also trying to keep themselves safe and access support in border towns. These strategies of (in)visibility provide a way to protect themselves yet at the same time also heighten some of the risks young people face as their vulnerabilities are not always recognised by those who could offer support.
In this report we show that the realities and challenges of life and migration in this region and in Zambia need to be better understood for support to be strengthened and tuned to meet the specific needs of young people on the move. This includes understanding the role of state and non-state stakeholders, the impact of laws and policies and, critically, the experiences of the young people themselves. We provide recommendations for immediate action, recommendations for programming to support young people on the move in the two towns that would reduce risk for young people in this area, and recommendations for longer term policy advocacy.
Food safety, prepare for the unexpected - So what can be done in order to be ready to address food safety, food Consumers, food producers and manufacturers, food transporters, food businesses, food retailers can ...
UN WOD 2024 will take us on a journey of discovery through the ocean's vastness, tapping into the wisdom and expertise of global policy-makers, scientists, managers, thought leaders, and artists to awaken new depths of understanding, compassion, collaboration and commitment for the ocean and all it sustains. The program will expand our perspectives and appreciation for our blue planet, build new foundations for our relationship to the ocean, and ignite a wave of action toward necessary change.
Monitoring Health for the SDGs - Global Health Statistics 2024 - WHOChristina Parmionova
The 2024 World Health Statistics edition reviews more than 50 health-related indicators from the Sustainable Development Goals and WHO’s Thirteenth General Programme of Work. It also highlights the findings from the Global health estimates 2021, notably the impact of the COVID-19 pandemic on life expectancy and healthy life expectancy.
Contributi dei parlamentari del PD - Contributi L. 3/2019Partito democratico
DI SEGUITO SONO PUBBLICATI, AI SENSI DELL'ART. 11 DELLA LEGGE N. 3/2019, GLI IMPORTI RICEVUTI DALL'ENTRATA IN VIGORE DELLA SUDDETTA NORMA (31/01/2019) E FINO AL MESE SOLARE ANTECEDENTE QUELLO DELLA PUBBLICAZIONE SUL PRESENTE SITO
2. Center for Technology in Government
3 1 1 - D R I V E N S E R V I C E I N T E G R A T I O N
Across the country, 311 services are serving as a key
driver for integrating various customer services into a
single channel and/or business unit. There are three ways
to take into consideration the integration of services that
otherwise are fragmented and not interconnected.
• Horizontal integration. The 311 center integrates
non-emergency service requests and information
across different government departments, agencies,
and policy domains. Horizontal integration relies on
the development of trust and creative collaboration
among government agencies. A shared knowledge
base and service level agreements are made through
the horizontal integration.
• Citizen-centered service delivery. The 311 center
brings and fits together government services so that
citizens can access these services in a seamless
fashion based on their wants and needs. Citizen-
centered service integration is a comprehensive,
concerted, and committed effort to integrate services
not only across government departments but also
across service channels. The Internet and new digital
technologies also widen opportunities for citizen-
centered service delivery.
• Shared service. The 311 center serves as a
dedicated shared service provider within a city hall.
Shared services can help to coordinate joint efforts
among different departments and avoid duplication
of efforts. In this way, shared services enabled by the
311 center can reduce costs, improve quality of
services, and provide fewer distractions.
for the city departments and agencies that deliver municipal
services.
O V E R C O M I N G E A R L Y C H A L L E N G E S
Philadelphia is one of the last cities of its size to activate
a 311 non-emergency number. To catch up with other cities
and make its government a national leader in customer
service, the Nutter administration launched Philly311 under a
very tight timeline (11 months from February to December in
2008), within which no other city of Philadelphia’s size has
launched a 311 center operation. The aggressive timeframe
itself was not a serious problem, but early challenges arose
from financial constraints stemming from the budget crisis
experienced by the whole city government during the
national economic recession.
The budget cuts meant scaling back or postponing key
elements, creating two severe challenges: under-staffing (six
agents short of the operational goal of 57 agents and having
to use internal transfers of inexperienced agents from other
departments) and under-equipping (use of old Customer
Relationship Management software). However, studying the
past three years of developing Philly311 offers lessons for
overcoming early challenges. “[Philly311] is serving as a
model for other countries and cities that are thinking about
starting 311,” said Sheryl Johnson, Philly311 Operations
Manager. This retrospective view on Philly311 shows how a
city of any size can launch and operate a 311 system with
an aggressive timeline and budgetary constraints.
Strong executive support. As champions of Philly311,
the top leadership group (the Mayor, the Managing Director,
and their team) had a shared vision for customer service,
which was critical to making their vision a reality.
Dedicated project team. The internal project team’s
efforts to design and implement the launch plan was central
to bringing Philly311 to the city on time. Taking the time to
learn from other 311s, both public and private and building
processes for identifying and minimizing operational errors
from the beginning grew out of the team’s commitment.
Strategic partnerships with external organizations.
Private sector partners with professional experiences in
customer call centers helped finalize a detailed strategy and
implementation plan. They also contributed to relieving the
burden on Philly311 caused by under-staffing by providing
some of their agents with an innovative mentoring program
to share their expertise with inexperienced agents of Philly311.
Partnerships within the city government. Volunteers
from city departments populated the Philly311 knowledge
base. Continuous feedback and communication between
Philly311 and those departments have served to both create
the knowledge base and keep it current through regular
updates.
3 1 1 M A K E S A C I T Y G O V E R N M E N T
S M A R T E R
Philly311 is still in its infancy compared to many 311 service
centers in other metropolises, but it is a case in point of the
public value potential of reengineering and integrating
government service efforts. Much of what is known publicly
about 311 service centers is about how 311 functions at the
citizen interaction level, e.g., at the front end; less is known
about how the mechanisms at the back end make services
happen. How Philly311, both the front and back end efforts
has specifically contributed to making Philadelphia a
“smarter” city was captured in a set of interviews with the
3 - 1 - 1 F O R S M A R T E R G O V E R N M E N T S
www.ctg.albany.edu
3. Center for Technology in Government
Neighborhood liaison volunteers. One of Philly311’s
unique characteristics is its neighborhood liaison program.
“[The liaisons] are community leaders. We train them to use
our system. They can put information directly into our
system,” said Sheryl Johnson, Philly311’s Operations
Manager. “That’s our strong connection in a different way of
outreach. Multiple sources of information are embedded in
neighborhoods.” A neighborhood liaison is someone who
serves their community by reporting issues directly to the
Philly311 system and provides the community with progress
reports. This program is open to all residents who are willing
to participate in a 90-minute training session, through which
they are made familiar with various city departments and the
electronic reporting system.
External accountability. Users of Philly311 receive a
tracking number for service requests. This allows them to
monitor their request either by calling back or visiting the
311 homepage and entering their number. Customers are
also given a specific timeframe within which they can expect
the service to be delivered. Rich Negrin, the City’s Managing
Director, said, “People want government to be more
connected through technology; they want to know more
about how their government works.”
Preparation for emergency. Philly311 has proven to be
effective communication tool for emergency management in
the city, issuing disaster warnings, publicizing evacuation
instructions, directing residents to shelters, addressing the
special needs of disabled residents, and relaying information
to the media. Most recently, many Philadelphians turned to
Philly311 for information during Hurricane Irene, the October
2011 snow storm, and the earthquake of August 2011.
Furthermore, when those events occurred, Philly311 was
ready to dispatch help where it was needed.
Back End Functions
Enabler of other programs. Philly311 enables innovative
programs in other city agencies and departments. For
example, PhillyRising is a neighborhood revitalization
program initiated by the Managing Director’s Office.
Philly311 data from residents and liaisons helps PhillyRising
staff understand the immediate wants and needs of
distressed neighborhoods. In addition, neighborhood
information from Philly311 keeps police officers aware of
potential crime-prone areas (e.g., abandoned houses).
Data-driven performance management. Philly311 is
part of the mayor’s overall performance improvement
program. The mayor, managing director, relevant deputy
mayors, and representatives from the departments and
agencies meet regularly for performance management
meetings; PhillyStat meetings. Philly311 data is pivotal to
City’s top management and the 311 service center staff.
Insights on both the front and back end efforts are
presented below.
Front End Functions
The new face of the city hall. “311 is a front door,” said
Patrick Morgan, one of the launch project team members.
“Before 311, Philadelphia had hundreds of front doors. Most
were blocked, not open at all. [The City] created the best
face of the front door for the City.” Philly311 provides new
connections to city hall. The Mayor viewed it as an
interaction tool, “[Philly311] connects to government as
much as possible. It’s interactive to see what’s on people’s
minds.” Philly311 is a connection point, and it’s more than
just service.
Citizen engagement. Philly311 makes it easy for citizens
to become involved in their community by simply picking up
the phone to report a problem they see. Once citizens see
how reporting a problem can impact the neighborhood, for
example, removing graffiti from a local park or clearing up a
vacant property, they are further inspired to become involved
in improving the neighborhood they live in. With Philly311,
citizens see in concrete ways how they can make a
difference in the quality of life in their community.
S E R V I C E L E V E L A G R E E M E N T S
Philly311 is integrated with other agencies in the city
through written service level agreements (SLAs) that
codify each service function with a specific time frame
for completion. City agencies perform hundreds of
tasks, but Philly311 only handles service requests for
which an agency has agreed to be held accountable
for performance on time. SLAs provide for service
standards that set expectations for citizens, are
measurable, and can be used to support accountability
(e.g., response times).
For instance, a residential property that is not being
maintained must be investigated by the Department of
Licenses and Inspections within 45 days; a dead
animal must be removed by the Department of Streets
in three days; and an abandoned vehicle within 30
days. Similar to this, if a department has agreed in its
SLA to deal with a citizen’s request in X number of
days, the customer should be informed of that service
standard. The department is held accountable to
complete the service in that amount of time or provide
information back to Philly311 as to why the service
could not be completed in the agreed-upon amount of
time.
3 - 1 - 1 F O R S M A R T E R G O V E R N M E N T S
www.ctg.albany.edu
4. PhillyStat meetings providing service request and response
data for monitoring agency performance. Such data-driven
management is being used to guide changes in roles and
responsibilities of managers throughout the city.
Internal accountability. Data collected from Philly311 is
used in conjunction with the PhillyStat process to track,
evaluate, and, if necessary, correct service patterns in the
departments. The guidelines described in service level
agreements create accountability that was noticeably absent
before 311. In PhillyStat sessions, each department must
account, in front of the City’s executives, for their
performance with respect to service standards put forth in
their service level agreements.
Collaboration and partnership. Philly311 staff work
closely with other city staff to review, update, and revise
service level agreements and the knowledge base. Regular
meetings with internal partners who are key to citizen
services (Streets, Licenses and Inspections, Police, Water,
Parks and Recreation, and Fairmount Park) are used to
jointly review and revise processes, and to share knowledge
about Philly311 and agency operations. “We get everyone’s
input. People bring their concerns into the table,” said
Rosetta Carrington-Lue, Director of Philly311. “We own the
system and they own the content.”
Effective use of resources. The information Philly311
provides to other city agencies and departments is driving
internal business process changes. Ms. Johnson gave an
example, “[The Streets Department] had a fairly random
process in how they prioritized replacement of street lights.
Once we provide data, we are able to provide a GIS map
that shows where the calls come from—hot spots.” Mark
Cooper, the Philly311 Knowledge Management Specialist
added, “[The Streets Department] can visually see the
clusters. Now they have a data source. The data source
actually gave them an opportunity to say ‘we need to do this
always in the right places.’”
City-level information integration. 311 is about service-
related information. Ms. Johnson said, “We have the
information center, so we give information and get
information.” Ms. Carrington-Lue also emphasized, “We are
the only agency-level centralized database. Nobody has
that.” The call center manages the repository of all logs of
communication (calls, emails, and text messages) with
citizens. The data is extracted from the repository and then
used for PhillyStat or other purposes.
Internal customer-oriented service. Customers come
first, this is a principal of Philly311. But not just the citizen as
customer, Philly311 staff see other city employees as their
customers. Along with this view, the Mayor created a unique
position among city-level 311 programs, Chief Customer
Service Officer. The Philly 311 vision is for customer service
representatives to view themselves as city ambassadors
who have a major role to play in the relationship with those
who live in or do business with the city. One way this has
been implemented is giving Philly311’s staff extensive roles
in the Customer Service Leadership Academy for internal
training of all city employees.
Technology integration. In addition to integrating
information and services, Philly311 also relies on the
integration of customer relationship management and
geographic information systems software. Requests from
residents can be grouped by map and zip codes, displaying
where services need to be directed. Philly311 will be
launching a mobile application as the next platform for users
given its potential to enable more accurate positioning of
reported problems and the inclusion of visual images.
C L O S I N G
Philly311 has changed Philadelphia. Not completely and not
alone, but in real and significant ways. City government is
more open and transparent; citizens are being served,
engaged, and given the opportunity to see inside
government and to hold government officials accountable.
Increasing citizen service during a period of budgetary
constraint and creating new relationships with government
agencies, citizens, and the corporate sector is no small task.
But Philly311, still only three years old, has found a way to
use a good idea, some basic technologies, collaboration,
and hard work to make their city smarter. Much can be
learned from their example.
T H E M I S S I O N O F P H I L L Y 3 - 1 - 1
Serving the citizens of Philadelphia by providing
courteous, fast, and accurate customer service that
results in transparent access to government information
and services.
Source: www.phila.gov/311/
People want government to be more connected through technology; they want to know
more about how their government works.”
-Richard Negrin, Managing Director, Philadelphia“
Center for Technology in Government www.ctg.albany.edu