Transforming The Citizen Experience One Stop Shop For .
www.pwc.com.auTransforming thecitizen experienceOne Stop Shopfor public servicesFebruary 2012
Contents04071727Getting it right: puttingthe citizen firstIntegrationConsiderationsCore Principles ofa One Stop ShopConclusionPwC Transforming the citizen experienceOne Stop Shop for public servicesApril 201614Operating ModelDesign
“We intend to put people first in anew public sector customer serviceculture, and transform the waycitizens – the customers of stategovernment – can maximise theirown opportunities and choice, asindividuals, parents, investors,employers and employees.”– Barry O’FarrellNSW Premier “Starting the Change – TransformingCustomer Service in NSW” Address to CEDA12 November 2010
Getting it right: putting thecitizen firstReforms in the public sector aimed at improving service delivery have received considerable focusover the last decade, both within Australia and globally. Driving this focus is an increased demand forgovernments to find ways of improving the efficiency and effectiveness of its service delivery.Delivering on these demands is prompting governments to adopt citizen-centric service deliverymodels which can significantly improve the customer experience, by delivering outcomes based oncitizens’ needs, expectations and preferences, in addition to outcomes through enhanced service levelsat the same or reduced cost.Why focus on service delivery?A number of key driving forces exist on governments’ agendato address the issues of public service delivery: Greater citizen awareness and expectations: Citizenstoday are more aware of their rights to access informationabout public services and have higher expectations ofservice levels and service experience. Consequently,citizens are increasingly demanding the same levels ofservice delivery accustomed to in the private sectornamely “make it easy for me”, “give me choice”, “deliverme outcomes” Budgetary constraints: tighter budgets and the need forvalue for money in return for taxes citizens pay Global competition: public sector efficiency is regarded asa key factor in evaluating investment decisions, henceglobal competition for investments are a means foreconomic growth is also driving the agenda for publicservice deliveryFundamental to the public sector’s response to these changedrivers is the need for governments to evaluate its role as a‘policy maker’, a ‘regulator’ and a ‘provider’ of public services.Greater clarity over each of these roles that will help pave theway to public sector service transformation.Improving the citizen and customer experienceIn beginning the journey toward improving the citizen andcustomer experience, it is critical public sector organisationlisten to their citizens and customers, understanding who theyare, the interactions that they have and their awareness,needs, preferences, expectations and satisfaction acrossthese interactions.The citizen and customer experience is influenced by theinteractions and experiences that they have. Governmentsinteract with members of the community as both citizens andcustomers. For example while a customer may have a positivetransaction experience at a government service centre whichmay be as infrequent as twelve months, the reality is thatmembers of the public use the infrastructure and are subjectto the policy and enforcement which governments administeron a daily basis and hence are strong commentators on theperformance of their governments. In developing an approachto improve service delivery it is essential governmentsrecognise these inter-linkages.?When askingcitizens ‘whatwould you like tochange’ as part ofPwC’s brandingcampaign “Access and provision/qualityof services” – NSW Citizen“The massive chasm betweenGovernment policy and servicedelivery” – NSW CitizenTransforming the citizen experience – One Stop Shop for public services PwC4
Transforming service delivery through a‘One Stop Shop’Meeting these challenges is prompting the public sector toexplore new sustainable models for service delivery – modelsthat can significantly improve customer experience andoutcomes through enhanced service levels at the same orreduced cost. The solution lies in developing citizen-centricmodels that draw inspiration from the relative success withwhich the private sector has addressed the situation. Theseexamples keep the customer at the core of every decision,from strategy formulation and design through to execution.The development of citizen-centric models calls for customerinsight, looking at customers’ wants and needs (bothdemographic and attitudinal), in a holistic manner –distinguishing means and ends, focusing on improvedcustomer journeys and measurable benefits, andunderstanding the strategic risks associated with variousservice delivery models.In rising to the challenge, public sector Departments orAgencies across the globe are increasingly adopting aOne Stop Shop citizen-centric service delivery model.The concept of One Stop Shops is to enable citizens andcustomers a single access point to information and servicetransactions. Key elements which these and othergovernments have sought to address in the design anddelivery of a customer centric model include:1. Speed – the time taken to deliver a service should be theshortest possible for both the customer and the agencywhile still ensuring outcomes are delivered right thefirst time2. Engagement – the way in which services are deliveredshould be seen as citizen-centric3. Responsive – there should be an ‘intelligent’ mechanism inplace to address any variation in meeting service levels anddrive any changes required6. Choice – there should be multiple channels for servicedelivery, so that customers can have ‘channels of choice’,depending on specific needs at specific times7. Experience – personalisation of service is necessary toensure that customers’ experiences are on a par withwhat they are receiving in the private sectorFor example in New York, the NY 311 One Stop Shop modelallows citizens to dial one single number 24 hours a day andspeak to a customer service agent in over 180 languages aboutsome 7,000 elements of New York City; in Hong Kong citizenscan now log onto HKGov.org to access frequently-soughtGovernment information from over 200 government websitesand some 1200 e-government services; in the UK citizens cancomplete transactions end-to-end through the direct.gov.ukportal which provides citizens information and transactionalservices through a mixture of 16 topic-based and demographicbased service clusters.Structure of the PaperThis paper is closely structured around five principles of acustomer centric One Stop Shop, while using global examplesto illustrate the diverse ways in which public sectorDepartments or Agencies are responding. The second sectionmoves through high level operating model design andimplementation considerations when the time comes todesigning, constructing and implementing a new servicedelivery model.Through our work with the public sector Departments orAgencies in Australia and across the world that havesuccessfully embarked upon such transformations, we havedeveloped a clear point of view and charted a certainconsistency of approach. This paper draws upon ourexperience of working with these Departments or Agencies aswell as lessons learned from global citizen-centric publicsector service delivery transformation.4. Value – the customer needs to believe that the One Stop Shopis cost effective, and value is driven by customer outcomes,not agency or department processes5. Integration – a One Stop Shop should be seamlesslyintegrated, there should be no ‘wrong door’ policy forthe customerTransforming the citizen experience – One Stop Shop for public services PwC5
“I know what our publicservices can do and how theyare the backbone of thiscountry. But I know too thatthe way they have been run fordecades – old-fashioned, topdown, take-what-you’re-given– is just not working for a lotof people. Ours is a vision ofopen public services – therewill be more freedom, morechoice and more local control.Wherever possible we areincreasing choice by givingpeople direct control over theservices they use.– David CameronBritish Prime MinisterJuly 2011”
Core Principles of a One Stop ShopBoth in Australia and across the world we believe there are significant opportunities to improve thecustomer experience and reduce cost to serve by transforming the way governments deliverservices through a One Stop Shop. We believe there are five key guiding principles of a citizen-centricOne Stop Shop; namely:1. Listen to your customers2. Break down the silos3. Enable a multi channel service experience4. Continuously improve through customer feedback5. Set customer centric service standardsListen to your customersUnderstanding a Department or Agency’s customer base is aprerequisite in being able to deliver services to meet theirneeds in the way they want them delivered. Private sectororganisations have successfully embraced and delivered onbetter understanding their customers, providing the publicsector with key lessons and success factors which should beadopted in developing a citizen-centric One Stop Shop model.In general, government policies have traditionally beeninternally focused. In the absence of truly understanding theircitizens, public sector Departments or Agencies havetraditionally left citizens with a model of things being “doneto them” rather than “with them”. Not only does thisexacerbate a noncitizen-centric culture but it fundamentallyinhibits the achievement of outcomes for citizens which itexists to serve. To understand customer’s awareness, needs,expectations and preferences a number of techniques areavailable to public sector Departments or Agencies includingvoice of the customer research, touch point journey mappingand customer segmentation.Voice of the CustomerVoice of the customer research is critical in understandingcustomer awareness, needs, expectations and preferences.Engaging and having citizens participate in designing aOne Stop Shop through voice of the customer research(such as surveys and focus groups) enables citizen ideasand perspectives to included be in a citizen-centric servicedelivery model.At a national level in Australia, the Australian Public ServiceBlue Print for Reform has highlighted the need to understandand engage with citizen, recommending that both Australianand State, Territory and even local councils conduct “a citizensurvey to collect feedback on citizen’s satisfaction withgovernment service delivery1”. At a State level, the NSWDepartment of Premier and Cabinet undertook in 2008Australia’s first large-scale study of the drivers of satisfactionand dissatisfaction with a diverse mix of State Governmentservices, however few subsequent surveys to track changesand identify areas for improvement have been undertaken.It is evident that services that are designed by citizensthemselves are much more likely to be responsive to theirneeds than ones directed from a government department.Involving citizens in the design and delivery of publicservices by engaging in voice of the customer researchsends a strong, proactive message that their views andopinions matter and has been found to engender trustand confidence in a government.Touch point mappingPublic sector organisations plays a number of roles includingsetting and administering policy, enforcement, customerservice, operational delivery, efficiently and effectivelyundertaking design, development and maintenance ofinfrastructure. From the point of view of the customer, thiscan manifest itself in a number of ways. It can result in a lackof clarity of objectives, apparent conflict of objectives and theproliferation of touchpoints that are structured aroundcomplex siloed functions rather than the customerthemselves. Understanding how the community andcustomers see a public sector organisation and its operatingunits is critical to understanding their experience.A structured approach to touch point mapping can providethis information that will enable a complete understandingof their experience.1 APS Blueprint for reform Ahead of the Game 2010 pixTransforming the citizen experience – One Stop Shop for public services PwC7
Individual touch points will have varying levels of impact onan individual community member’s overall perceivedsatisfaction with government. Touch points can beinteractions that will have points of satisfaction ordissatisfaction. Analysing these touch points and the driversof satisfaction and dissatisfaction, while balancingimportance, will enable the public sector to focus efforts toachieve the greatest positive impact on customer experience.Using customer insight to inform effectivecustomer segmentationSegmentation for the purposes of improving the customerexperience in the public sector is just as important as theprivate sector. However unlike the private sector, wherethe organisation is at liberty to define its customer segments,the public sector is required to service a number of diversecustomer segments. In addition to this, unlike the privatesector, where customers are treated differently according totheir capacity to pay for services, the public sector is requiredto satisfy the rights of its entire customer base – equally and toacceptable standards. It is therefore essential to develop clearstrategies for ensuring the inclusion of all the segments ofsociety as well as meeting their needs. The needs of thesevarious segments can be quite distinct and will be driven bymultiple factors. From our experience, like segments in thecommunity have similar awareness, expectations, needs anddrivers of satisfaction. Demographic, additudinal and needsbased variables can be analysed to understand the bestpredictor of these elements. Segments should be meaningful(does the variable explain differences in important citizen/customer needs, expectations, satisfaction levels andpreferences?) and actionable (can the public sectororganisation attribute citizen/customers to segments based onthese variables and develop a strategy to better meet citizen/customer needs?) Understanding this is critical to thedevelopment and implementation of a citizen-centric servicedelivery strategy.HKGov – Hong Kong Government’s, HKGov,one stop shop has taken a service clusteringapproach where different information andservices are grouped into clusters (e.g.environment, transport, education) for easyaccess by various user groups (residents, business& trade, non-residents, youths). The site isdesigned to be highly outcome orientated andincludes features such as “I Want To ” sectionsembedded in the main and cluster pages suchthat users segments are able to reach popularinformation and services for them easily.Break down the silosWhile the customer should sit at the centre of public sectortransformation, the design and delivery of a One Stop Shopneeds to take into account the way in which public sectorDepartments or Agencies are generally structured; namelyhierarchical and siloed. This siloed structure of governmentcreates service efficiency and effectiveness issues across allstakeholder groups. For the customer, the siloed structure ofpublic sector Departments or Agencies means customers areoften left joining-up between agency silos rather than thecustomer seeing a single organisation who is working forthem. For the public sector organisation the siloed structuretends to create a territorial mentality inhibiting cross-agencycollaboration, inter-agency mobility, and leads to a narrowperspective of citizen needs. In turn the lack of data sharingacross services, agencies and customer channels due tovarious structural, cultural and technology challenges resultsin duplicated processes and higher cost structures.A significant challenge facing public sector organisation inbecoming truly citizen-centric is successfully breaking downthe silos to create a ‘connected government’.When seeking to break down hierarchical structures,emphasis should be placed on how to make agency silos morenetworked, rather than abandoning them altogether. In such,while this is no simple task, it does not imply that a completegovernment restructuring is required. Instead it meansaddressing the silos which exist within individual publicsector Departments or Agencies integrating them to formwhat we refer to as a ‘connected government’.A connected government means the seamless integration, orjoining up, of various agencies to provide services which arealigned to the complete customer journey – and not to thedictates of agency silos. In moving towards a connectedgovernment, the pace and order of change are both keyfactors. In line with a customer centric approach, the optimalroute is to start with understanding customer needs –redesigning the front office to interact effectively with thecustomer and realigning the back office to effectively deliverthrough the front office, before attempting to address theintegration of individual agencies and departments.This approach allows multiple public sector agencies to cometogether to service customers blurring the agency siloswithout affecting agency structures.Transforming the citizen experience – One Stop Shop for public services PwC8
Department-Centric ApproachCustomerCustomer-Centric nted valueFragmented valueDepartment 1Department 2Department 3Department 4Department 5Departmental SupportInterfaceDept 1Dept 5Dept 2Dept 4Dept 3IntermediariesSource: Adapted from PwCIn building a successful connected government strategy, webelieve there are 4 key elements a public sector organisationshould consider, namely:1. Visible leadership at a strategic level – Essential to havingrobust commitment to change at the highest organisationallevel to drive buy-in from. Commitment ensure clarityof goals2. Common goals for a connected government (servicestandards) – Implementing and adhering to specifiedservice standards enables seamless integration of variousgovernment agencies by ensuring dynamic and uniforminformation and process flows, as well as bettercustomer journeys3. Focus on front end of public service delivery – Givenultimate objective of connected government takes time,process through which it takes place should be seen asincremental – not dramatic. Focus should first be placed onimproving front-end service delivery capabilities, beforetackling back-end processes. Integration of front-lineservices has a visible impact on the customer and also aidsin the rapid realization of benefits4. Enable regulatory and legal framework – Legacytechnology interfaces and privacy laws can inhibitconnected government. Upfront investment may be need toensure processes are satisfactorily re-engineered. Need toenable regulatory and legislative framework, together withsupporting budgets for cross agency transformationWhat docustomersreally value?Transforming the citizen experience – One Stop Shop for public services PwC9
Service OntarioNew York 311Service CanadaCanada has been a global leader inexperimenting with new organisationalstructures that break down the walls oftraditional hierarchical silos. A numberof provinces in Canada have creatednew ‘retail Departments or Agencies’which have assumed responsibility fortransactional services.Service Ontario is an example of aone stop shop geared to providingroutine government information andservices to its citizens in convenientand user-friendly ways. Breakingdown the silos has enabled driverand vehicle licences, outdoor cards,health card, and replies to generalenquires delivered through a variety ofchannels, including publicaly-accessibleterminals, via telephone, the internet,mail and face-to-face.New York 311 one stop shop model, theAgencies Service department withinthe Mayor’s Office of Operations isbeing used to break through existingagencies silos to ensure the right linksare made whenever a project requiresa multi-agency response to achie
In beginning the journey toward improving the citizen and customer experience, it is critical public sector organisation listen to their citizens and customers, understanding who they are, the interactions that they have and their awareness, needs, preferences, expectations and satisfaction across these interactions. The citizen and customer experience is influenced by the interactions and .
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