The document provides guidance from the Office of Management and Budget to executive departments and agencies on implementing Executive Order 13571 to improve customer service. It instructs agencies to publish customer service plans, establish a task force, advance customer service through innovative technology like signature initiatives, solicit timely customer feedback, and improve online services by freezing new domains and eliminating duplicative websites.
The Open Government Directive, sent to the head of every federal department and agency, instructs the agencies to take specific actions to open their operations to the public.
Department of Education Preliminary Regulatory Reform PlanObama White House
When President Obama unveiled his plan to create a 21st-century regulatory system that protects the health and safety of Americans in a cost-effective way, he called for an unprecedented government-wide review of rules already on the books. As a result of that review, the Department of Education has identified initiatives to reduce burdens and save money. Read the agency plan and share your comments, feedback and questions.
Visit WhiteHouse.gov/RegulatoryReform to view all the plans and learn more.
Department of Veteans Affairs Preliminary Regulatory Reform PlanObama White House
When President Obama unveiled his plan to create a 21st-century regulatory system that protects the health and safety of Americans in a cost-effective way, he called for an unprecedented government-wide review of rules already on the books. As a result of that review, the Department of Veterans Affairs has identified initiatives to reduce burdens and save money. Read the agency plan and share your comments, feedback and questions.
Visit WhiteHouse.gov/RegulatoryReform to view all the plans and learn more.
Department of Energy Preliminary Regulatory Reform PlanObama White House
When President Obama unveiled his plan to create a 21st-century regulatory system that protects the health and safety of Americans in a cost-effective way, he called for an unprecedented government-wide review of rules already on the books. As a result of that review, the Department of Energy has identified initiatives to reduce burdens and save money. Read the agency plan and share your comments, feedback and questions.
Visit WhiteHouse.gov/RegulatoryReform to view all the plans and learn
General Services Administration Preliminary Regulatory Reform PlanObama White House
When President Obama unveiled his plan to create a 21st-century regulatory system that protects the health and safety of Americans in a cost-effective way, he called for an unprecedented government-wide review of rules already on the books. As a result of that review, the General Services Administration has identified initiatives to reduce burdens and save money. Read the agency plan and share your comments, feedback and questions.
Visit WhiteHouse.gov/RegulatoryReform to view all the plans and learn more.
The Open Government Directive, sent to the head of every federal department and agency, instructs the agencies to take specific actions to open their operations to the public.
Department of Education Preliminary Regulatory Reform PlanObama White House
When President Obama unveiled his plan to create a 21st-century regulatory system that protects the health and safety of Americans in a cost-effective way, he called for an unprecedented government-wide review of rules already on the books. As a result of that review, the Department of Education has identified initiatives to reduce burdens and save money. Read the agency plan and share your comments, feedback and questions.
Visit WhiteHouse.gov/RegulatoryReform to view all the plans and learn more.
Department of Veteans Affairs Preliminary Regulatory Reform PlanObama White House
When President Obama unveiled his plan to create a 21st-century regulatory system that protects the health and safety of Americans in a cost-effective way, he called for an unprecedented government-wide review of rules already on the books. As a result of that review, the Department of Veterans Affairs has identified initiatives to reduce burdens and save money. Read the agency plan and share your comments, feedback and questions.
Visit WhiteHouse.gov/RegulatoryReform to view all the plans and learn more.
Department of Energy Preliminary Regulatory Reform PlanObama White House
When President Obama unveiled his plan to create a 21st-century regulatory system that protects the health and safety of Americans in a cost-effective way, he called for an unprecedented government-wide review of rules already on the books. As a result of that review, the Department of Energy has identified initiatives to reduce burdens and save money. Read the agency plan and share your comments, feedback and questions.
Visit WhiteHouse.gov/RegulatoryReform to view all the plans and learn
General Services Administration Preliminary Regulatory Reform PlanObama White House
When President Obama unveiled his plan to create a 21st-century regulatory system that protects the health and safety of Americans in a cost-effective way, he called for an unprecedented government-wide review of rules already on the books. As a result of that review, the General Services Administration has identified initiatives to reduce burdens and save money. Read the agency plan and share your comments, feedback and questions.
Visit WhiteHouse.gov/RegulatoryReform to view all the plans and learn more.
Department of Labor Preliminary Regulatory Reform PlanObama White House
When President Obama unveiled his plan to create a 21st-century regulatory system that protects the health and safety of Americans in a cost-effective way, he called for an unprecedented government-wide review of rules already on the books. As a result of that review, the Department of Labor has identified initiatives to reduce burdens and save money. Read the agency plan and share your comments, feedback and questions.
Visit WhiteHouse.gov/RegulatoryReform to view all the plans and learn more.
Final Report June 9, 2004. Contains 2 attachments from the old HowTo.gov website:
1) ICGI Web Content Standards Working Group Policies and Guidelines for Federal Public Websites:
2) Recommendations of ICGI Report
Related:
1) Policies and Guidelines for Federal Public Websites: ICGI Report Attachments A, B, C, D
2) Policies and Guidelines for Federal Public Websites: ICGI Summary and Background
Department of Transportation Preliminary Regulatory Reform PlanObama White House
When President Obama unveiled his plan to create a 21st-century regulatory system that protects the health and safety of Americans in a cost-effective way, he called for an unprecedented government-wide review of rules already on the books. As a result of that review, the Department of Transportation has identified initiatives to reduce burdens and save money. Read the agency plan and share your comments, feedback and questions.
Visit WhiteHouse.gov/RegulatoryReform to view all the plans and learn more.
Department of the Interior Preliminary Regulatory Reform PlanObama White House
When President Obama unveiled his plan to create a 21st-century regulatory system that protects the health and safety of Americans in a cost-effective way, he called for an unprecedented government-wide review of rules already on the books. As a result of that review, the Department of the Interior has identified initiatives to reduce burdens and save money. Read the agency plan and share your comments, feedback and questions.
Visit WhiteHouse.gov/RegulatoryReform to view all the plans and learn more.
Department of Health and Human Services Preliminary Regulatory Reform PlanObama White House
.
When President Obama unveiled his plan to create a 21st-century regulatory system that protects the health and safety of Americans in a cost-effective way, he called for an unprecedented government-wide review of rules already on the books. As a result of that review, [agency] has identified initiatives to reduce burdens and save money. Read the agency plan and share your comments, feedback and questions.
Visit WhiteHouse.gov/RegulatoryReform to view all the plans and learn more.
Health & Human Services - Regulatory Reform - January 2012 UpdateObama White House
In January 2011, President Obama outlined his plan to create a 21st-century regulatory system – one that protects public health and welfare while promoting economic growth, innovation, competitiveness, and job creation. Among other things, his Executive Order on Regulation said the following: Always consider costs and reduce burdens for American businesses and consumers when developing rules; expand opportunities for public participation and public comment; simplify rules; promote freedom of choice; and ensure that regulations are driven by real science. this is the January 2012 update from the Department of Health and Human Services, go here for more information:
http://www.whitehouse.gov/21stcenturygov/actions/21st-century-regulatory-system
National Aeronautics and Space Administration Preliminary Regulatory Reform PlanObama White House
When President Obama unveiled his plan to create a 21st-century regulatory system that protects the health and safety of Americans in a cost-effective way, he called for an unprecedented government-wide review of rules already on the books. As a result of that review, the National Aeronautics and Space Administration has identified initiatives to reduce burdens and save money. Read the agency plan and share your comments, feedback and questions.
Visit WhiteHouse.gov/RegulatoryReform to view all the plans and learn more.
DV 2016: Mission Possible - Building a New Analytics FrameworkTealium
Oleg Kalenichenko, Cox Communications
The process of overhauling your digital analytics implementation can be a harrowing one - especially for someone who is not a programmer, or sits outside of an IT organization. Oleg Kalenichenko, Director of Digital Analytics at Cox Communications, has not only completed the journey of creating an entirely new analytics framework without programming experience – but drove significant transformation in business and product strategies as a result. In this session, he’ll share a detailed roadmap of the process, best practices and lessons learned, as well as two comprehensive use cases that highlight the paradigm shift possible with a stronger analytics foundation in place.
Department of Labor Preliminary Regulatory Reform PlanObama White House
When President Obama unveiled his plan to create a 21st-century regulatory system that protects the health and safety of Americans in a cost-effective way, he called for an unprecedented government-wide review of rules already on the books. As a result of that review, the Department of Labor has identified initiatives to reduce burdens and save money. Read the agency plan and share your comments, feedback and questions.
Visit WhiteHouse.gov/RegulatoryReform to view all the plans and learn more.
Final Report June 9, 2004. Contains 2 attachments from the old HowTo.gov website:
1) ICGI Web Content Standards Working Group Policies and Guidelines for Federal Public Websites:
2) Recommendations of ICGI Report
Related:
1) Policies and Guidelines for Federal Public Websites: ICGI Report Attachments A, B, C, D
2) Policies and Guidelines for Federal Public Websites: ICGI Summary and Background
Department of Transportation Preliminary Regulatory Reform PlanObama White House
When President Obama unveiled his plan to create a 21st-century regulatory system that protects the health and safety of Americans in a cost-effective way, he called for an unprecedented government-wide review of rules already on the books. As a result of that review, the Department of Transportation has identified initiatives to reduce burdens and save money. Read the agency plan and share your comments, feedback and questions.
Visit WhiteHouse.gov/RegulatoryReform to view all the plans and learn more.
Department of the Interior Preliminary Regulatory Reform PlanObama White House
When President Obama unveiled his plan to create a 21st-century regulatory system that protects the health and safety of Americans in a cost-effective way, he called for an unprecedented government-wide review of rules already on the books. As a result of that review, the Department of the Interior has identified initiatives to reduce burdens and save money. Read the agency plan and share your comments, feedback and questions.
Visit WhiteHouse.gov/RegulatoryReform to view all the plans and learn more.
Department of Health and Human Services Preliminary Regulatory Reform PlanObama White House
.
When President Obama unveiled his plan to create a 21st-century regulatory system that protects the health and safety of Americans in a cost-effective way, he called for an unprecedented government-wide review of rules already on the books. As a result of that review, [agency] has identified initiatives to reduce burdens and save money. Read the agency plan and share your comments, feedback and questions.
Visit WhiteHouse.gov/RegulatoryReform to view all the plans and learn more.
Health & Human Services - Regulatory Reform - January 2012 UpdateObama White House
In January 2011, President Obama outlined his plan to create a 21st-century regulatory system – one that protects public health and welfare while promoting economic growth, innovation, competitiveness, and job creation. Among other things, his Executive Order on Regulation said the following: Always consider costs and reduce burdens for American businesses and consumers when developing rules; expand opportunities for public participation and public comment; simplify rules; promote freedom of choice; and ensure that regulations are driven by real science. this is the January 2012 update from the Department of Health and Human Services, go here for more information:
http://www.whitehouse.gov/21stcenturygov/actions/21st-century-regulatory-system
National Aeronautics and Space Administration Preliminary Regulatory Reform PlanObama White House
When President Obama unveiled his plan to create a 21st-century regulatory system that protects the health and safety of Americans in a cost-effective way, he called for an unprecedented government-wide review of rules already on the books. As a result of that review, the National Aeronautics and Space Administration has identified initiatives to reduce burdens and save money. Read the agency plan and share your comments, feedback and questions.
Visit WhiteHouse.gov/RegulatoryReform to view all the plans and learn more.
DV 2016: Mission Possible - Building a New Analytics FrameworkTealium
Oleg Kalenichenko, Cox Communications
The process of overhauling your digital analytics implementation can be a harrowing one - especially for someone who is not a programmer, or sits outside of an IT organization. Oleg Kalenichenko, Director of Digital Analytics at Cox Communications, has not only completed the journey of creating an entirely new analytics framework without programming experience – but drove significant transformation in business and product strategies as a result. In this session, he’ll share a detailed roadmap of the process, best practices and lessons learned, as well as two comprehensive use cases that highlight the paradigm shift possible with a stronger analytics foundation in place.
At IDenTV our mission is to create powerful video analysis capabilities and actionable insights from Video Big Data. Transparency for ad-buyers & advanced analytics to sellers bridging the gap between TV & digital/social video providing better measurement, decision support & eventually the goal of facilitating programmatic multi-platform video-marketplaces. For years IDenTV has been the only software based technology company that does not rely on intrusive or manual processes. Further, we are the only company to push the bounds of deploying and executing this type of advanced analysis in REAL-TIME while remaining highly efficient - both in cost and resources.
IDenTV’s IVP™ & “Video Juicer™”: Real-time automated content recognition & artificial intelligence powered video analytics platform, which accurately produces rich contextual metadata from large amounts of video.
Identifying: Faces, Objects, Brand/logos, Activities, Scenes, CC extraction, multi-lingual ASR, Geo Location, NLP/Semantics & more. Integrating with any type or video source (Live TV, VOD, Archive), with modules designed to be plug-and-play for better performance. Create numerous value propositions to the media & entertainment industry including:
- Ad verification parsed by location and user metadata in real-time
- Ad-Ops/Marketing Workflow Automations: Real-Time Video Verified Post-Log (“as run”) Generation
- Brand Safety
- Rights management & Copyright and piracy alerts
- Content Moderation: Determine content (both good and bad) upon initial upload based on predefined criteria. Pinpointing illicit content or activity, actions or threats geo-spatially (jihadi, bomb-making, torture, etc.)
- Advanced Ad targeting through connective analysis of context in posted images and videos (hyper-targeting based on content and behavior of user – “Contextual Hyper-Targeting”)
- Synchronized Cross-channel Marketing: Event triggers from streaming or live TV push targeted ads to re-targeted viewers on smart/mobile devices, increasing ROI to advertisers by connecting brands with high-intent high-value users.
For years IDenTV has been the only software-based technology company that does not rely on intrusive or manual processes for advanced real-time artificial intelligence powered automated content recognition. Producing unparalleled insights and valuable analytics from vast repositories of video. Via innovation IDenTV is augmenting and optimizing how video analysis is done and how analytics are produced and consumed. IDenTV strives to continuously drive value across the media industry and beyond with our innovative technology stack and talented team of engineers and scientists.
Building an Analytics CoE (Center of Excellence)Rahul Saxena
This deck is from a workshop I conducted at the Indian Institute of Management, Bangalore (IIMB) on 20th July, 2013.
Agenda:
* What does the organization want to do with analytics? What is the role of the CoE that they envision?
* What is the organizational context? Current providers of analytics? Leadership support?
* What will the Analytics CoE need to be like (now and in the future, up to the planning horizon)?
* Where do we stand with analytics capabilities now, compared to what we need?
* How will we evolve the CoE? Set expectations, drive the evolution, establish the value.
Successfully establishing a SOA Center of ExcellenceKelly Emo
This presentation was delivered by HP in a public webcast. It details out the effectiveness of establishing a Center of Excellence to accelerate SOA adoption and the role of SOA Governance to support the CoE
The Vision & Value of a Connected_GovernmentAllCloud
With the right partner, government organizations can take advantage of everything the digital world has to offer –
technology to connect people to government in innovative new ways – improving the delivery of services while building a
more intimate connection with citizens.
For 14 years, Salesforce has been a driver for enterprise cloud computing. Salesforce has mapped out the strategy and
guided many government partners through this terrain already. Now, let us guide you.
Go to citizen.agency for more real world case studies of innovation in action: https://www.citizen.agency/
Government That Works 1 In late 2015, the Pennsylva.docxshericehewat
Government That Works 1
In late 2015, the Pennsylvania Department of Revenue began the process of revising
its strategic plan. We had a solid foundation, and, as we had conversations throughout
the department, we found numerous opportunities for proactive innovation as we work
to support Governor Wolf’s initiative to create a government that works.
With a focus on listening and understanding, we began engaging our executive
leadership and management teams to create this strategic plan, which will carry us
into 2020 as a leading tax administration that funds government services for the
benefit of all Pennsylvanians.
Through various workgroups, we challenged our executive staff and managers to
articulate what our mission, vision, and values meant to them and their staff, to
evaluate our strengths and weaknesses as an organization, and to identify strategic
and actionable initiatives to support our goals. We are fortunate to have such a
dedicated and talented group of managers not only to direct our daily operations but
also to shape our path forward.
We know that developing our strategic plan is the first step in this process. We will
endeavor to communicate these goals both internally and externally, incorporate
strategic thinking into every discussion we have and decision we make, and empower
our employees to take ownership of our department’s future. With these values in
place, our efforts will remain focused on our core goals and initiatives as we strive for
continuous improvement in our agency.
On behalf of the department’s Executive Office, I am proud to share the Pennsylvania
Department of Revenue’s strategic plan for 2016 through 2020. It is a clear assessment
of where we are today and a bold declaration of our vision for the future. I am eager
to get to work.
C. Daniel Hassell
Secretary of Revenue
Government That Works 2
Government That Works 3
Our initiatives help us
accomplish our mission
and our stated goals by
converting these
concepts into specific,
measurable, and
achievable actions.
Strategic goals
are
a clearer state
ment
of the departm
ent’s
vision.
Government That Works 4
The department
will improve the
quality, efficiency,
and effectiveness
of service delivery
by developing a
wide range of self-
service and
customized service
initiatives, by
simplifying the tax
filing and payment
experience, and by
helping all sectors
of the public
participate in the
tax system.
Initiative 1.1
Develop a comprehensive strategy for taxpayer service
including online self-service options such as account
review, correspondence management, and
transactional capabilities.
Continually
Improve
Customer Service
Initiative 1.2
Expand departmental communication channels to
include social media networks, such as Facebook,
Twitter, and YouTube, and ensure consistency in
messaging between traditional communication
methods and social media.
Initiative 1.3
Review and update departmental forms and
correspondenc ...
HSD presents a white paper discussing the digital transformation imperative faced by Australian government organisations and how agencies can respond using a 'lego approach' to enterprise technology and business applications.
Despite the immeasurable investment in e-government initiatives throughout the world, such initiatives have yet to succeed in fully meeting expectations and desired outcomes. A key objective of this research article is to support the government of the UAE in realizing its vision of e-government transformation. It presents an innovative framework to support e-government implementation, which was developed from a practitioner's perspective and based on learnings from numerous e-government practices around the globe. The framework presents an approach to guide governments worldwide, and UAE in particular, to develop a top down strategy and leverage technology in order realize its long term goal of e-government transformation. The study also outlines the potential role of modern national identity schemes in enabling the transformation of traditional identities into digital identities. The work presented in this study is envisaged to help bridge the gap between policy makers and implementers, by providing greater clarity and reducing misalignment on key elements of e-government transformation. In the hands of leaders that have a strong will to invest in e-government transformation, the work presented in this study is envisaged to become a powerful tool to communicate and coordinate initiatives, and provide a clear visualization of an integrated approach to e-government transformation.
The original pitch for what DotP - a common content management system for UK government - might do for its customers, government departments. July 2002.
Three Strategies to Improve the Citizen ExperienceGov BizCouncil
After a difficult 2014, federal agencies are looking to pivot toward modernizing their customer service infrastructures to better serve an increasingly digital-savvy public. Agencies are well on their way to making technological improvements, but without the corresponding cultural shifts agencies will continue to fall short of their goals. Drawing on recent studies from the Government Accountability Office (GAO) and the American Customer Satisfaction Index (ACSI), this issue brief lays out a roadmap to help your agency achieve a more citizen-centric mindset.
Download this GBC Issue Brief to learn:
How federal customer satisfaction with public services currently stacks up against the private sector,
What steps the federal government is taking to modernize its customer service infrastructure and what more it could be doing, and
Three strategies that can help your agency better engage with those it serves as well as improve its overall public perception.
The Open Government Directive, sent to the head of every federal department and agency, instructs the agencies to take specific actions to open their operations to the public.
This 12-08-09 memo provides specific direction to all U.S. federal agencies to implement the Open Government Directive, including a direction to provide an Open Government website and plan within 120 days after 12-08-09 that will require each agency to develop public participation and collaboration plans -- in short, a directive that will help involve ordinary people more directly with governmental institutions and vice versa. Well worth the full read of all pages.
The DATA Act: A Revolution in Federal Government TransparencyOmar Toor
On May 9, 2014, the Digital Accountability and Transparency Act (DATA Act), was signed into law. The Act, drawing some lessons from both the Federal Funding Accountability and Transparency Act of 2006 (FFATA) and the American Recovery and Reinvestment Act of 2009 (ARRA), is the nation’s first legislative mandate for data transparency. It requires the Department of the Treasury (Treasury) and the White House Office of Management and Budget (OMB) to transform U.S. federal spending from disconnected documents into open, standardized data, and to publish that data online.
www.pwc.com/publicsector
International Journal of Computational Engineering Research(IJCER) is an intentional online Journal in English monthly publishing journal. This Journal publish original research work that contributes significantly to further the scientific knowledge in engineering and Technology.
The FreeBalance white paper describes how integration between donor and government financials systems reduces transaction costs and corruption through automation. This improves efficiency and effectiveness by data harmonization. The white paper also details how manual methods of integration compromises data quality and timeliness resulting in less coordination and less effective aid
A flagship CTO event, this has grown into a platform for knowledge-sharing among peer groups steering ICT projects in e-delivery of health care, education and governance. This Forum echoes the Commonwealth's 2013 theme: The Road Ahead for Africa.
Similar to Implementing Executive Order 13571 on Streamlining Service Delivery and Improving Customer Service (20)
Next Gen: Critical Conversations Slide DeckGovLoop
How many times have you run into conflict with a colleague? In a one-on-one meeting with your supervisor? Working as a team with your peers? Or even publicly questioned? No matter what we do, there are going to be moments of discontent.
There are really only three ways to deal with a difficult conversation — deal with it well, face it head–on and fail, or avoid it altogether. But there is no need to run away from conflict, it’s time to learn how to deal with it well.
Join this on-demand training to enhance your conflict management skills. We will discuss:
How to handle difficult conversations and conflict.
Tips to better communicate with peers, subordinates and supervisors.
Ways to gain confidence and overcoming a defensive nature.
Once you’ve grasped new conflict management skills, you’ll be on your way to resolving issues and increasing productivity.
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Building Powerful Outreach - Executive Research BriefGovLoop
You’ve done the research. You’ve gotten leadership buy-in. Your government program is set to start helping people. But if nobody knows about it, your program will never make a difference. It’s like if a public health department had prepared thousands of flu shots, but no patients showed up to get them. In this brief, we will tell you how to empower your outreach.
NoSQL is not only SQL, so it’s structured and unstructured data AND much of it is very important data, data that requires enterprise-grade features. I’m referring to all the features of Relational databases that large enterprises expect
In today's fast paced and digital world, many in government are looking to the cloud as a means to transform their agency. The cloud allows us to easily collaborate, share resources, receive on demand computing power, and change the way we deliver services to citizens. With the cloud, this all can be done faster and more efficiently than ever before.
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Build Better Virtual Events and Training for Your Agency
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A successful virtual training program has 3 key ingredients:
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At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
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Implementing Executive Order 13571 on Streamlining Service Delivery and Improving Customer Service
1. EXEC U T IV E O FF ICE OF T H E PRES I DE N T
O FFI CE OF MANAG EM EN T A N D B U DGET
WAS HI NG T ON , D. C. 20503
DEPUTY DIRECTOR
FOR MANAGEMENT
June 13, 2011
M-II-24
MEMORANDUM FOR HEA S OF Ex~u.IV DEPARTMENTS AND AGENCIES
~
FROM: Jeffrey D. Zie ts ~
Federal Chief Performa ce Offic · and
Deputy Direct r for Ma)lagement
SUBJECT: Implementing Executive Order 13571 on Streamlining Service Delivery and
Improving Customer Service
In Executive Order (EO) 13571 , issued on April 27, 2011 , the President stated that, "with
advances in teclmology and service delivery systems in other sectors, the public's expectations of
the Government have continued to rise," and that the Government "must keep pace with and
even exceed those expectations." In addition, the President made clear that the Government
"must also address the need to improve its services, not only to individuals, but also to private
and Governmental entities to which the agency directly provides significant services."
The President instructed the Federal Chief Performance Officer, who also serves as
Deputy Director for Management of the OMB, to issue any necessary guidance for implementing
the activities outlined in the order. This memorandum provides guidance for implementing
EO 1357l.
1. Improve Customer Service Delivery
To keep pace with the public's expectations and to respond to budget pressures that demand
we do more with less, the Federal Goverm11ent must deliver services better, faster, and at lower
cost. Each Chief Financial Officers (CFO) Act agency ("agency" or "agencies") that directly
provides significant services to individuals or to private and governmental entities will improve
customer service tlu'ough the fo llowing activities:
• Publish Customer Service Plans - Within 180 days, each agency will post a customer service
plan ("plan") to its Open Govenm1ent website. The plan will identify implementation steps
for the customer service activities outlined in EO 13571 , including a high-level discussion of
the process by which a " signature initiative" to use teclmology to improve the customer
experience will be designed and executed. The plan will prepare agencies to integrate
specific customer service goals into am1Ual agency performance plans and rep0l1s, as called
for by the Goverm11ent Performance and Results Modernization Act (GPRA) of20 10.
Additional details about the nature and scope of the customer service plan are in the
appendix.
2. • Establish a Customer Service Task Force - To facilitate the exchange of best practices and
the development of agency customer service plans and signature initiatives, OMB will
coordinate a Customer Service Task Force ("Task Force"), comprised of agencies that
provide significant services, that will meet regularly until agencies publish their plans. By
June 30, 2011, each agency should identify a senior official, who will be responsible for the
customer service plan and related agency goals, to represent the agency on the Task Force
and submit the appropriate contact information on the MAX customer service initiative site,
https ://max.omb.gov/community/x/200ZIg. Before final publication in October, participating
agencies will conduct a peer review of their customer service plans.
2. Advance Customer Service through Innovative Technology
With advances in teclmology and improvements in service delivery systems, customers'
expectations continue to rise. To meet these expectations and increase efficiency, the Federal
Government must incorporate increasingly common, lower cost self-service options that leverage
technology, such as those accessed by the Internet or mobile phone. These efforts will help the
Federal Government streamline and make more efficient its service delivery to better serve the
public.
• Establish a Signature Initiative : EO 13571 calls for each agency to establish one major
initiative (a "signature initiative") that uses teclmology to improve the customer experience,
address the gap between customer expectation and agency service delivery, and achieve
efficiency gains. Initiatives will be outlined in the agency customer service plan (additional
details on plan formulation are in the appendix). Signature initiatives will draw on best
practice models that demonstrate the ability to use innovative technologies to increase
customer self-service, reduce the need for phone or walk in inquiries, ~nd continuously learn
from customers. For example, various Government entities have developed systems that
enable customers to: reserve an office appointment online, reducing time spent waiting in line;
complete an entire transaction independently online, limiting the need for calls or office visits;
track the status of a service online, allowing access to updates via a mobile device; and set up
mobile text alerts for notifications on a range of topics, including emergency announcements,
thereby engaging the agency directly with the customer.
3. Solicit Timely Customer Feedback
Pursuant to EO 12862, agencies that provide significant services to the public must
survey customers to determine the kind and quality of services they want and their level of
satisfaction with existing services. EO 13571 expands the definition of "customer" and
encourages the use of a broader set of tools to so licit actionable, timely customer feedback to
capture insights and identify early warning signals.
• Create a "Fast Track" Review Process - Concurrenl with the release of this guidance, the Office
ofInformation and Regulatory Affairs (OIRA) will provide guidance to agencies on the
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3. Paperwork Reduction Act and a "Fast Track" review process for efforts to gather customer
feedback to improve service delivery.
• Provide Guidance on Customer Feedback Options - Concurrent with the release of this
guidance, OIRA will post online introductory documents for program managers on different
options for collecting customer feedback.
4. Improve Online Services
More than half of all Americans accessed a Federal website in 2010 - evidence that many
Government services are now delivered online. While many Federal websites provide timely .
and accurate information and services, many others have redundant, outdated, hard to use, or
poorly maintained content. There are nearly 2,000 top-level Federal .gov domains; within these
top-level domains, there are thousands of websites, sub-sites, and micro sites, resulting in an
estimated 24,000 websites of varying purpose, design, navigation, usability, and accessibility.
This duplication not only can cause confusion, but also wastes taxpayer dollars. To simplify
access to Federal services, the GovenU11ent needs a comprehensive and consistent strategy for
managing its web resources efficiently and assuring that valuable content is available online and
is readily accessible.
The Office of Management and Budget (OMB), the General Services Administration
(GSA), the Office of Science and Technology Policy (OSTP) , the ChiefInformation Officers
Council, and the Federal Web Managers Council will work with agencies to accomplish the
following:
• Freeze Establishment of New Federal Executive Branch Domains - Effective immediately,
all agencies will cease creation of new .gov domains for 90 days. GSA's Office of
Govermnentwide Policy (OGP) will approve new domains only for those requests that have
received a written waiver from the Federal Chief Information Officer (CIO). Should
agencies need to establish new web content within this timeframe, they should leverage
existing .gov sites and infrastructure.
• Update .Gov Domain Policy and Guidelines - Within 30 days, the Federal CIO, in
collaboration with GSA, will establish a task force to solicit and develop recommendations to
update Federal executive branch .gov policy and guidelines and best practices for managing
Federal websites.
• Eliminate Duplicative and Outdated Websites - Within 30 days, GSA will make publicly
available on Data.gov a list of all registered top-level .gov domain names. This list will be
updated regularly. Within 60 days, GSA will provide agency-specific lists on MAX and the
Federal CIO will issue instructions for how agencies should identify opportunities to improve
content as well as eliminate duplicative and outdated websites. Within 120 days, each
agency will use the agency-specific domain name list and related instructions to identify
domain names that are no longer needed, websites that should be consolidated or eliminated,
and website content that needs to be improved. Agencies will post on their Open
Government page the actions they will take as a result of their review.
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4. We look forward to working with each of you on this important effOli. If you have any questions
regarding the first two sections of this Memorandum, Improving Customer Service Delivery or
Advancing Customer Service tlu'ough Innovative Technology, please direct them to Katie
Malague at kmalag ue@omb.eop.gov or 202-395 -4633. Questions about the sections related to
Soliciting Timely Customer Feedback or Improving Online Services should be directed to Adam
Neufeld at aneufe ld0)omb.eop.gov or 202-395 -5020.
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5. Appendix: Customer Service Plans
Nature and Scope of Services - Plans should address approximately three to five of the
agency ' s highest volume services, including the most critical and significant transactions with
customers. Agencies will determine appropriate services to address in the customer service plan.
III ustrative examples include:
• Providing access to forms, applications, program information, and data;
• Processing of benefits, loans, grants, taxes, permits, and licenses; and
• Enabling self-service options such as online transactions and mobile applications.
Components of the Plan - The plan will identify key customer groups for the selected three to
five highest volume agency services and summarize implementation steps for the customer service
activities outlined in EO 13571, including a high-level discussion of the process by which a
signature initi ative wi ll be designed and executed. To focus efforts on the initiatives themselves,
plans should be no longer than 10 pages. The plan will outline the agency's approach, intended
benefits, and implementation timeline for the fo llowing:
1. Connecting with Customers
• Establish mechanisms to solicit customer feedback on government services and use such
feedback regularly to make service improvements, such as:
Collect ongoing, timely, actionable customer feedback to identify early warning signals of
customer service issues; and
Conduct customer satisfaction surveys and report the results publicly to provide
transparency and accountability.
• Improve the customer experience by adopting proven customer service best practices and
coordinating across service channels (including on-line, phone, in person, and mail
services), such as:
Develop a process for evaluating the entire customer experience, ensuring consistency
across service chmmels;
Coordinate with other agencies serving the same customers, identifying opportunities for
using common forms and application materials and processes;
Analyze customer preferences for interactions and redirect resources from less prefened
and more costly chmmels (such as printed materials) to preferred, less costly, and more
widely accessible chmmels (such as Internet and mobile services), where appropriate and
applicable; and
Ensure access and usability for people with disabilities and hard-to-reach and
disadvantaged customer populations.
6. 2. Setting, Communicating, and Using Customer Service Standards
• Set clear customer service standards and expectations, including, where appropriate,
performance goals for customer service required by the Government Performance and
Results (GPRA) Modernization Act of2010 (Public Law 111-352), such as:
Develop customer service standards that are understandable to the public, easily accessible
at the point of service and on the Internet, and measurable (where appropriate); where
possible, standards should include targets for speed, quality/accuracy, and satisfaction;
Report progress in meeting customer service standards;
Provide an easy and accessible mechanism for customers to find out where they are in a
given process and how long it will likely take to obtain service;
Make agency service contact information readily available to the public; and
Ensure appropriate mechanisms for handling complaints and resolving issues in a timely
and satisfactory mmmer.
• Streamline agency processes to reduce costs and accelerate delivery, while reducing the
need for customer calls and inquiries, such as:
Continually identifY and implement ways to eliminate Ulmecessary steps;
Analyze the most conm10n customer inquiries and evaluate potential process and
communications changes to reduce the need for them; and
Assess process and technology changes for their impact on the customer' s experience.
3. Leveraging Technology and Innovation
• Establish one major initiative (a "signature initiative") that will use technology to
improve the customer experience, aiming to:
Increase the efficiency of agency operations;
Identify ways to increase self-service, reduce the need for phone or walk-in inquiries,
and continuously learn from customers; and
Build solutions that can be leveraged for other government services, or by third-party
application developers, where possible.
• Identify ways to use innovative technologies to accomplish customer service activities,
thereby lowering costs, decreasing service delivery times, and improving the customer
experience, through activities such as:
Assess customer needs and expectations for services provided by the agency;
Analyze the gap between customer expectations and current agency service delivery;
Create and test a solution that meets the level of service needed to address the gap
between the customer expectation and the agency's service delivery;
Gather customer feedback on the solution to determine whether it better meets
customer needs; and
Use customer feedback to improve the solution, repeating the process to rapidly create an
effective solution that meets the customer service need.
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