The Future of E-Government- a Citizen-Centred Perspective

OECD E-Leaders ConferenceThe Hague, March 2008

Brian MarsonSenior Advisor

CIO BranchTreasury Board of Canada Secretariat

1. Citizen-centred Service

What is Citizen-Centred Service?

“Citizen-Centred Service incorporates citizens’ concerns at every stage of the service design and delivery process; that is, citizens’ needs become the organizing principle around which the public interest is determined and service delivery is planned.”

-Deputy Ministers’ Task Force on Service

Delivery Models (1996)

How Citizens Experience Public Services:

The “Outside-In” ViewCitizen

Needs & Expectations

Finding and Accessing the Service

Quality of Service Delivery

•Citizens (97%) expect service from the public sector to be as good or better than the private sector.

•16% of the time citizens need a group of related services – e.g dealing with a life event – and often across multiple levels of government.

•When trying to find a service, 33% of citizens did not know where to go before they started.

•More than 67% had at least one problem when accessing the service:

•Busy phone lines•Bounced around•Trouble with phone trees

•Telephone is the most common channel and also the one with the most access problems.

•In half of all service experiences, citizens use more than one service channel.

•Five factors drive satisfaction with service: timeliness, competence, extra mile, fairness, and outcome. Internet drivers include navigation, completeness, and visual appeal.

•Addressing these drivers can make the difference between service quality scores of 87 (out of 100) and 22.

•Citizen priorities for service improvement include:

•Access: one-stop service

•Telephone and e-service

•Timeliness

Citizen Needs &

Expectations

Finding and Accessing the Service

Quality of Service Delivery

•Citizens (97%) expect service from the public sector to be as good or better than the private sector.

•16% of the time citizens need a group of related services – e.g dealing with a life event – and often across multiple levels of government.

•When trying to find a service, 33% of citizens did not know where to go before they started.

•More than 67% had at least one problem when accessing the service:

•Busy phone lines•Bounced around•Trouble with phone trees

•Telephone is the most common channel and also the one with the most access problems.

•In half of all service experiences, citizens use more than one service channel.

•Five factors drive satisfaction with service: timeliness, competence, extra mile, fairness, and outcome. Internet drivers include navigation, completeness, and visual appeal.

•Addressing these drivers can make the difference between service quality scores of 87 (out of 100) and 22.

•Citizen priorities for service improvement include:

•Access: one-stop service

•Telephone and e-service

•Timeliness

2. Looking Back at 10 Years of Citizen-Centred

Service and E- Service

The Evolution of the Canadian Service Agenda

GoC Service Transfor-mation

Initiatives

GOL launched (1999)

GOL launched (1999)

Service Improvement

Initiative (2000)

Service Improvement

Initiative (2000)

Service Visions & 1st ST

Initiatives (2004)

Service Visions & 1st ST

Initiatives (2004)

Service Canada (2005)

Service Canada (2005)

GOL Sunset (2006)

GOL Sunset (2006)

Serv

ice M

atu

rity

Time

1st Wave to IT-SSO

Starts (2005-2006)

1st Wave to IT-SSO

Starts (2005-2006)

TBS studies shared services

(2001-02)

TBS studies shared services

(2001-02)

CISD recommendations to Ministers (2003-04)

CISD recommendations to Ministers (2003-04)

Expenditure Review (2004)

Expenditure Review (2004)

In-depth CASS analysis (2005)In-depth CASS analysis (2005)Internal

Services

External Services

What was unique about Government OnLine?

Citizen Centric

Public OpinionResearch

CrossJurisdictions

Setting of and Measurement

of Targets

Whole of Gov’t

BizPaL

The Internet Panel

Listening to Canadians

• Understanding the Big Picture (Citizen Level)– Citizens First national surveys– Taking Care of Business national surveys– Canada Internet Panel (12,000 people)– National focus groups (e.g. telephony)

• Departmental/Program Level (Client)– The Common Measurements Tool (CMT)

• Developed by public managers for public managers• Housed at the Institute for Citizen Centred Service

www.iccs-isac.org• The CMT is based on the known “drivers” of client satisfaction• The CMT permits programs to benchmark their results with others

1. Outcome

2. Reaching a live person

3. Accurate numbers

4. Not being bounced around

5. Timeliness

1. Timeliness

2. Courtesy

3. Knowledge, competence

4. Outcome

1. Outcome: I got what wanted

2. Easy to find what I'm looking for

3. Sufficient information

4. Ease of site navigation

TELEPHONETELEPHONE IN-PERSONIN-PERSON INTERNETINTERNET

Source: Citizens First 4, 2005

What “drives” satisfaction for each channel?

INTERNETINTERNET

Source: Citizens First 4, 2005

What “drives” satisfaction for each channel?

From Research to Results

60 6164 67

20

30

40

50

60

70

80

1998 2000 2002 2005Se

rvic

e Q

ua

lity

Sc

ale

(0

-10

0)

What Have We Achieved?The Government of Canada Has Achieved a 12% Improvement in Citizen Satisfaction

Compared to Citizens First 1998(18 Core Services 1998-2006)

OAS/Canada Pension Plan Clients

Employment Insurance Clients

Royal Canadian Mounted Police

Service New Brunswick & Service BC

807060

Canada Business Service Centres

504030 9010 20

Departmental Service Satisfaction Results (CMT)

Veterans Affairs Canada 2001 2003

100

2005

The ICCS Common Measurements Tool Benchmarking Service

• The Government of Canada (Treasury Board) and the Provincial governments have collaborated to develop a CMT data repository and benchmarking centre at the ICCS (www.iccs-isac.org); the benchmarking service is confidential and is managed by a Treasury Board office seconded to the ICCS (vicki,morrison@ontario.ca );

• Over 1200 public managers have registered to use the CMT survey;• Results from over 150 surveys are held in the data base;• Confidential benchmarking reports, comparing a department’s results with

similar public organizations are issued to organizations who submit their data to the ICCS data repository;

• The CMT and Citizens First has now been licensed to other counties (e.g. New Zealand; 2 Australian States; Qatar Bermuda, etc) offering the opportunity for international benchmarking of service satisfaction results around the world.

• OECD countries may wish to consider adopting the CMT for this purpose.

68

62

62

56

55

54

0 25 50 75 100

Internet/email

Office visit

Kiosk

Phone

Mail

Other

SERVICE QUALITYVery poor Very good

Despite being the most popular channel, the telephone consistently

delivers some of the lowest satisfaction scores

68

62

62

56

55

54

0 25 50 75 100

Internet/email

Office visit

Kiosk

Phone

Mail

Other

SERVICE QUALITYVery poor Very good

Despite being the most popular channel, the telephone consistently

delivers some of the lowest satisfaction scores

68

62

62

56

55

54

0 25 50 75 100

Internet/email

Office visit

Kiosk

Phone

Mail

Other

SERVICE QUALITYVery poor Very good

Despite being the most popular channel, the telephone consistently

delivers some of the lowest satisfaction scores

Citizen Satisfactionby Service Channel

© Institute for Citizen - Centred Service

The E-Channel Achieves the Highest Citizen Satisfaction Scores

Looking Back: Some Lessons Learned• For four decades, surveys show citizens want: (1) better

access to services and (2) improved service delivery;• Central to Canada’s success is a results-driven,

citizen/client-centred service satisfaction strategy, balanced by the need to improve efficiency for taxpayers, to maintain visibility for politicians, and to achieve good working environment for staff;

• Action research has been an essential foundation for Canada’s public sector service improvement results;

• Collaboration can improve service and reduce costs; Going forward, stronger governance arrangements, collaborative platforms, and political support are needed to unleash the potential of technology and service collaboration;

• New technology needs to be harnessed in a citizen-centred way, and effectively integrated with existing delivery systems and channels;

• Employee Engagement, Service Delivery and Public Trust are connected (The Service Value Chain)

Government Transformation and the Public Sector Service Value Chain

The Public Sector Value Chain*

Modern and Transformed Government

Strong services internally and externally contribute to confidence in the public service

Engaged &

Supported Employees

Internal Services

External Services

Trust&

Confidence

CitizenService

Satisfaction

* © Heintman and Marson 2003

CONFIDENCE In Public Service

Citizens First 4

Strong services

Service quality

reputation

Satisfaction with a

service

Benefits to citizens

Equal & ethical

treatment

Strong leadership & management

Research Findings- Service is an Important Driver of Public Confidence

Celebrate

Leverage

Success

and

Assets

GOLGOL

& &

SIISII

To To

strengthestrengthen resultsn results

Equipped to tackle successfully new Equipped to tackle successfully new transformation challengestransformation challenges

GoC Service GoC Service Transformation Transformation

InitiativesInitiatives

Policy Suite Policy Suite RenewalRenewal

Service Service Transformation Transformation

Alignment Directional Alignment Directional RoadmapRoadmap

Policy SuiteRenewal

Grants & Contributions

Identity Management

Where are we going next?

Public ServiceValue Chain

Service Transformation

MODERNIZE MAINTAIN

TRANSFORM

Increase program and service delivery capability

Prevent productivity loss and asset deterioration

Process and asset utilization

improvement

Engaged &

Supported Employees

Internal Services

External Services

Trust&

Confidence

CitizenService

Satisfaction

SECURITYCONTEXT

SERVICE DELIVERY

CONTEXT

IDENTITYMANAGEMEN

T

• International requirements

• Identity proving• Authentication• PKI

• Biometrics• Standards• National Security and

Government Security Policy

• Privacy• Common and Shared

Services• Service

Transformation

• Document Integrity• Multi-Jurisdictional

Services• Unique Identifiers

14 DIRECTIVES18 STANDARDS3 GUIDELINES

15 DIR

ECTIVES

1 STANDARDS

21 GUID

ELINES

Peopl

e

Fram

ework

6 POLICIES

FinancialManagementFramework

3POLICIES

8DIRECTIVES

1STANDARD

15GUIDELINES

7 DIRECTIVES7 STANDARDS2 GUIDELINES

6 POLICIES

Assets &Acquired Services

Framework

OfficialLanguagesFramework

3 POLICIES

9 DIRECTIVES

2 STANDARDS

5 GUIDELINES

5 POLICIES

Governance and Expenditure

Management Framework

CompensationFramework

4 Policieslinked to

FoundationFramework

PROPOSED SET OF TB POLICY

INSTRUMENTS

M other Of AllFoundation

F ramework

Values and EthicsCode for the Public

Service

12 Polic

ies

7 DIRECTIVES

4 POLICIES

1POLICY

ServiceFramework

Information andTechnologyFramework

5 DIR

ECTIVES

22 STANDARDS

BUSINESS CHALLENGES

RECIPIENTSSERVICES

PROCESSESRULESDATA

SUBJECTMATTEREXPERTS

G & G Program Resources

Input from Blue Ribbon Panel

Path

find

ers(18 m

on

ths)

Program of Change

(5 – 7 Years)

3. Looking Forward: Towards a Next-Generation

Service Delivery Strategy

IdentityManagement

THE EMERGING SERVICE AGENDA

2008-2018

Identity Mgt

From Environmental Scan to Strategy

• Environmental scan undertaken to review trends and activities on a global scale

• A summary of the scan identifies 12 categories

• Improving Access to Services• Segmenting Clients • Personalizing Service• Integrating Service Delivery• Collaborating and Partnering• Integrating Client Information

• Senior Service Officials (ADMs) Task Force reviewing the environmental scan and discussing implications for the next service agenda

• Accountability• Internal and External Alignment• Utilizing New Technology• High Performing Workforce• Responsive Government• Efficient and Effective

Government

6

Improving Access To Services

• Broadening access to all clients• Enhancing accessibility of

services to disabled, remote communities, Aboriginal peoples and minority language communities

• Clients know where to start, information easy to find

• Offering choice of channels/multi channel

• Increasing convenience and access through proactive service

• Belgium label for government websites which ensures accessibility for persons with disabilities

• Drought buses (Australia): provide mobile service access to remote farmers

• Multilingual Services in the New York City provides immediate access to translation services in over 170 languages

• Centralized web portals and single phone lines

• e-Citizen Charter (Netherlands): gives the right to choose in which way to interact with government

• Crossroads Bank (Belgium): Automatic granting of benefits based on existing information

IBM Virtual Sign Language Avatarcomputer program can translate the spoken word into sign language and sign it out using an animated digital figure

Personalizing Service

• Focusing on individual client needs• Providing one personal account across all levels of government • Supporting proactive services

• E-Charter (Netherlands) “Government supplies appropriate information tailored to my needs.”

• Mypage (Norway) customized public service web portal and virtual service office

• My eCitizen (Singapore) customized home pages and alerts allow access to government and private sector services

• Canada - MyAccounts, BizPal

Segmenting Clients

• Focusing on client groups with common needs (segmentation)

• Building service offerings to better meet the needs of clients (bundling of services)

• Varney Report (UK) key recommendation is to group service delivery around common themes meaningful to clients and businesses

• Service Canada service offerings based around client segments (e.g. youth, seniors, workers)

• Centrelink (Australia) and Singapore organizing around life events and client groups

• Most banks offer accounts for segment groups (i.e., youth, student, infrequent users, savers)

Integrating Service Delivery• Providing integrated one Stop Service across organization,

jurisdictions and channels

• Providing service at the point of contact - giving clients as complete a service as possible at the first point of contact

• Establishing service integrators to enhance the service experience

• Canadians are provided with a SIN number in 15 minutes

• Amazon and other private sector companies have moved service to the point of contact

• Service New Brunswick and N11s developing service inventories, enabling clients to get answers in seconds. BC, Peel, Manitoba are following suit

• Creation of autonomous/ separate service integrators (Centrelink, Service Quebec, Service Alberta)

Collaborating and Partnering• “Today I shall decide” (Estonia): national portal allows citizens to propose changes to national legislation

• Kafka (Belgium): engages citizens, businesses, and civil servants to suggest projects and ideas for cutting governmental administrative burdens

• E-Citizen charter (Netherlands): “As a citizen, I am invited to participate in decision-making.”

• British Columbia alternative procurement system to support partnerships

• Irish Public Service Broker model of the Reach Agency was developed in partnership with private sector

• San Diego County (USA) agreement with industry to refurbish the County’s technology and service architecture

• Leveraging new technologies and social networking phenomenon to engage stakeholders in service innovation

• Having in place the collaborative technologies and supporting policies

• Increasingly governments are partnering across departments, jurisdictions and sectors

• Collaborating with non-government and private sectors to share ownership and outcomes

Integrating Client Information

• Collecting information once, sharing and re-using it across government and jurisdictions

• Enhancing accuracy and transparency of client information

• Ensuring privacy and security of personal information and integrity of services through single common identity and verification procedures

• Valuing internal knowledge management practices

• Belgium’s Crossroads Bank manages data transformation among 2000 social security institutions

• EU Directive on Data Protection harmonizes national data sharing/protection provisions

• Canada Vital Events Agreements with some provinces allow for the sharing of births and death information

• Australian Access Card will integrate 17 existing cards and be used to access health and social benefits

• PayPal, eBay: 3rd party verification of identity

Accountability

• Measuring results and reporting

• Establishing Citizen Rights

– Clearly articulating service levels and standards

– Providing feedback and redress mechanisms

– Improving citizen engagement

– Citizens obtaining greater ownership and control over personal information

• Clarifying governance arrangements for service delivery

• Recognizing service delivery as an integral part of the government agenda

• Canada MAF: results information (internal, service and program) is gathered and publicly reported

• U.S. Government agencies are mandated to report on their service delivery performance annually

• Service Charters, Guarantees, Ombudsman in several jurisdictions

• Italian eGovernment Code outlines citizen rights

• Creation of the Department of Human Services (Australia) to provide direct ministerial oversight and greater accountability for service network

• Whole of government transformation strategies: European Union - i2010 eGovernment Action Plan and United Kingdom – Transformational Government

Internal and External Alignment

• Ensuring alignment between front and back office operations

• Moving towards shared services for the delivery of finance, materiel, human resource and other administrative services

• Adopting interoperable systems• Employing Service Oriented

Architectures• Using new ways to filter, store

and retrieve unstructured data

• Ontario Ministry of Government Services integrating external and internal services into one entity

• New South Wales Government Shared Corporate Services Initiative

• Ireland’s Public Services Broker is an integration framework and shared services platform

• Philips Electronics – shared service centre for Asia and Pacific

• Municipality of Muscat (Oman), single sign-on employee portal

Utilizing New Technology

• Improving access and quality of services through technological innovation (e.g. mobile, Internet)

• Recognizing the collaborative potential of Web 2.0

• Providing service in virtual space

• Securing technological infrastructure

• Exploring the possibilities offered by Geospatialtechnologies

• vGOV (USA): provides broadband video conferencing technology to citizens to communicate with the Social Security Administration in areas where there are no offices

• M-Government (Singapore): delivery of services through the mobile channel

• Centrelink (Australia): provides personalized reminder text messages to a mobile phones

• Use of SecondLife, virtual museums, classrooms and libraries

• Australia, US and the Netherlands are developing Geospatial applications

High Performing Workforce

• Professionalizing the service delivery role

• Building learning cultures -knowledge management and innovation

• Enhancing customer experience through engaged and satisfied employees (i.e. Public Service Value Chain)

• Integrating and improving human resources and business planning

• Engaging front line knowledge workers in service improvement and policy solutions

• Leveraging new technologies and social networking phenomenon to support high performing workforce

• Centrelink (Australia): Virtual College provides accredited training to customer service officers

• Singapore: customer service representatives sent for work placements at private sector “best-in-class” call centres

• Public Service Renewal (Canada)

• BC - Employee engagement systematically measured and the results acted upon

• ”eRoom" software brings together stakeholders, documents, discussion threads and plans in a virtual workspace

Responsive Government

• All Our Futures: Planning for a Scotland with an Ageing Population

• Irish and Australian service visions include environmental considerations

• Australia and NYC offering multi-lingual services

• New Zealand, Australia and Norway offer services in Aboriginal languages

• Canadian Smart Regulation Initiative

• Demographic, social, cultural and economic trends reshaping private sector service delivery

• Need to prepare for the service implications of an increasingly aging, Aboriginal and multi-ethnic population

• Ensuring government services are environmentally friendly

• Establishing a world-class regulatory environment for business

Efficient and Effective Government

• Reducing administrative burden in response to citizen and business concerns

• Using pre-filled forms, re-using information, simplifying procedures

• Reducing overlap, duplication, and service gaps through collaboration and integration

• Focusing on cost savings and results

• Scotland: efforts to tackle waste, bureaucracy and duplication

• Belgium: Kafka Program to reduce administrative burden

• Italy: modernizing back office processes

• United States: Paperwork Elimination Act

Some Potential Elements of the Next-Generation Service Agenda

1. Listening to and Engaging Citizens and Clients: Government service strategies are based on regular research and consultation with citizens and clients, and on citizens’ priorities for improvement

2. Next-generation Service Policy embodies a results-based approach to: external service; internal service; integrated, one-stop service; cost-effective channel management, and strikes a balance between excellence in service outcomes for clients and cost-effectiveness for citizens .

3. Improving Access for Citizens and Business “No wrong door” across the public sector, underpinned by an e-data base (311, 211 etc) and N11-integration;

4. Integrated Service Delivery and Integrated Channel Management -expanded one stop shopping, both “department stores” and “boutiques”. Focus on improving telephone service and on integrating T-service with E-service; Web 2.0 applications are applied to internal management, external service, and citizen engagement;

5. Personalization and Customization: the Internet is used to personalize and customize service to individual client needs;

Some Potential Elements of the Next-Generation Service Agenda

6. Horizontal Governance and Service Collaboration: collaborative platforms and new governance arrangements are developed within and across governments

7. Internal Service Transformation focussed on cost-effective e-solutions, and on measuring and improving internal client satisfaction

8. The Service Value Chain: public organizations use the SVC concept to link, measure and improve employee engagement , service outcomes and public trust and confidence

9. Results Measurement and Benchmarking: shared ways of measuring service performance emerge internationally and benchmarking occurs across the public sector (e.g the CMT& MAF)

10. Training and Development: Public sector service delivery becomes a profession based on a growing empirical body of service management knowledge (www.iccs-isac.org)