Performance Driven Government

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Information about Performance Driven Government
Travel-Nature

Published on March 31, 2008

Author: Donato

Source: authorstream.com

Slide1:  Ziad El khalid Business Development Manager Middle East & Africa 17 November 2006 Performance Driven Government What We Are Hearing:  Pressure to reduce the cost of goods and services; Increased public scrutiny of procurement process Continuing budgetary pressures; Increased oversight and accountability of public funds; Demands for performance-based results Recruiting employees to replace an aging workforce; Increasing need to develop specialized skill sets; Rising cost of benefits Domestic security highlighted the requirement for a secure, scalable, and resilient IT infrastructure Citizen expectations for quick access to svcs & info at lower cost; Required coordination between departments & levels of government Public Sector Pressures Operational Challenges Time-consuming hiring, placement & training Reducing personnel mgmt costs while maintaining employee focus on mandates Multiple 3rd party and legacy systems Security concerns have elevated the need for centralized access and analysis of citizen Information Poor visibility into purchasing spend Purchasing staff consumed by admin activities Leveraging existing sourcing agreements Allocating scarce funds Increased cross-department collaboration on Technology Initiatives Processing increasing case loads with fewer workers & Difficulty in sharing data Lagging citizen satisfaction is placing emphasis on improving citizen relationships What We Are Hearing National and Local Government Solutions:  Automate workforce management to hire, develop, and retain key people while lowing staffing costs Align skills & total compensation with organizational goals Improve citizen services by providing convenient and secure Internet access to personal / government information Speed issue resolution via integrated case management Utilize web-based sourcing to reduce procurement spend Enforce negotiated agreements by integrating contract management with procure-to-pay execution Integrate financial information to ensure accurate, consolidated planning, budgeting and reporting Standardize financial processes with shared services Ensure secure storage of and access to confidential info Leverage leading IT standards such as integration services and grid computing to reduce total cost of ownership Collaborate for Efficient Issue Resolution Procure with Fiscal Responsibility Provide Trusted Financial Management Integrate Info for Critical Business Decisions Manage Human Resources as Strategic Investments National and Local Government Solutions Evolution from Department-Centric Government…:  Evolution from Department-Centric Government… Vendors/Businesses Nonprofits Citizens Departments & Legislature …to Performance Driven Government:  …to Performance Driven Government Performance Driven Government:  Citizen Performance Driven Government Hong Kong Efficiency Unit:  Hong Kong Efficiency Unit 1823 – single number Citizen Easy Link Siebel Call Center provides 24 x 7 one-stop service for wide range of government services Multi-channel solution: phone, Internet, e-mail, postal mail Launched in July 2001, now handles calls for 12 agencies HKEU Handled over 1M calls in 2003 Supporting 260 call center agents and 12 departments Tracking case progress and ensuring resolution On-going performance monitoring through intensive quality assurance Hong Kong Citizens Simplified process for contacting government – 24/7 97.4% calls answered, 81.5% within 12 seconds 90% enquires resolved on first call <10% of calls abandoned Benefits Solution Objectives HKEU helps the Hong Kong government improve the effectiveness and efficiency of public service delivery HKEU Myriad of telephone hotlines, fax numbers & email addresses Poor service Hong Kong Citizens Insufficient information to give accurate answers to callers Following up on pending cases was a challenge No way to measure call center performance New York City 8 Million Citizens and 50+ Government Agencies:  New York City 8 Million Citizens and 50+ Government Agencies Centralized all call centers and hotlines into one three-digit phone number : 311 Single service center staffed by over 600 operators Implemented for 122 police precincts, 12 City Departments, 40,000 police Integrated diverse IT systems and department cultures Next phase : Performance Analytics Call one simple number for all NYC inquiries (State, Local, Fed) Up to 40,000 calls a day 90% of calls answered by person in 5 seconds, 80% of inquiries resolved in less than 30 seconds Benefits to NYC No new hires, no layoffs Integrated diverse IT systems, cultures, and processes Administrators now have a comprehensive view of city issues “It’s not just a citizen service hot line, it is the most powerful management tool ever developed for New York City government. I can’t imagine running the city without it.” -Michael Bloomberg, Mayor, NYC Benefits Solution Objectives NYC provides services for 8 million city residents = over 12 million non-emergency calls annually Access through thousands of phone numbers (blue pages), 40 call centers Overlapping agency responsibilities make government hard to navigate Offload calls from 911 Quickly and effectively answer inquiries or route requests to the appropriate agency Clarify responsibilities and inter-agency coordination to improve all government services Centers for Medicare and Medicaid Services:  Objectives Solution Benefits Centers for Medicare and Medicaid Services Virtual Call Center Strategy (VCS) powered by “Next Generation Desktop” (NGD) Deploying Siebel Applications across entire call center network to integrate patchwork of 69 stand-alone call centers managed by 38 contractors Phase I Call Center completed in nine months (live Sept 2002); Phase II completed July 2003 Rollout in progress to 3,500 call center agents to handle 75m beneficiaries across 2m provider network Piloting appeals case management solution for 500 case workers “With Siebel we know when the individual called, what information was provided on the call, and what actions were taken on the caller’s behalf.” —Neal Denion, Director of Call Center Operations, CMS Implement a single national 800 number to handle 42 million inquiries annually Eliminate “After-call” work time Access data from 20+ legacy systems Reduce training time Become the most responsive agency in the government Provide consistent and high-quality service no matter where the call is answered Improve operational efficiencies and communications between the agency, its beneficiaries, providers, and other stakeholders Single point of access for beneficiary / provider / supplier - seamless throughout process Access to multiple, complex information sources Unified view of data stored in 20+ legacy systems Consistent adherence to policies across all contact centers Leeds City Council :  Objectives Solution Benefits Leeds City Council 1st Phase: One-stop citizen response center deployed to 500 users of Siebel Service and 100 1-stop shops 2nd Phase: Benefits Case Management deployed to 2,500 child care case workers in October 2003 Analytics being piloted and deployed to measure case loads processing efficiency and costs versus budget Leeds City Council Council staff unable to direct callers to needed information Council staff distracted by misrouted inquiries and providing slow response No coordination among 40,000 employees delivering service to 700,000 citizens Leeds Citizens Limited ways to contact Council for services Citizens wanted to choose the most appropriate channel to get advice Citizens needed a timely response from the most appropriate agent Saved $500,000 on initial project, deployed in 5 months within budget Full life-cycle case management with faster case resolution Enhanced reporting, productivity and cost management Coordinated services leading to increase in Citizen satisfaction from 82% to 91% Streamlined identification and management of child referrals to Social Services “Using Siebel, Leeds City Council is developing a united view of its citizens, its services, and the Council’s network of external partners.” —Eileen Wainwright, Asst Director for Strategy and Development, Leeds City Council New York City 8 Million Citizens and 50+ Government Agencies:  New York City 8 Million Citizens and 50+ Government Agencies Centralized all call centers and hotlines into one three-digit phone number : 311 Single service center staffed by over 600 operators Implemented for 122 police precincts, 12 City Departments, 40,000 police Integrated diverse IT systems and department cultures Next phase : Performance Analytics Call one simple number for all NYC inquiries (State, Local, Fed) Up to 40,000 calls a day 90% of calls answered by person in 5 seconds, 80% of inquiries resolved in less than 30 seconds Benefits to NYC No new hires, no layoffs Integrated diverse IT systems, cultures, and processes Administrators now have a comprehensive view of city issues “It’s not just a citizen service hot line, it is the most powerful management tool ever developed for New York City government. I can’t imagine running the city without it.” -Michael Bloomberg, Mayor, NYC Benefits Solution Objectives NYC provides services for 8 million city residents = over 12 million non-emergency calls annually Access through thousands of phone numbers (blue pages), 40 call centers Overlapping agency responsibilities make government hard to navigate Offload calls from 911 Quickly and effectively answer inquiries or route requests to the appropriate agency Clarify responsibilities and inter-agency coordination to improve all government services United States Postal Service:  Objectives Solution Benefits United States Postal Service Siebel Sales, Service and eMail Response Provide sales reps with integrated view of sales information (account plans, opportunities, contacts, activities & service requests) Identify & correct systematic service problems, automatically route service requests to appropriate staff, eliminate manual assignment activities Enable customers & account reps to enter their own service requests Rising customer service expectations with increasing volumes (200+ billion pieces of mail annually) Increased private sector competition with parcel vendors stealing most profitable customers Six stovepipe legacy sales systems preventing an integrated customer view No integration of Web Page, Call Centers, Sales or Marketing Departments Unable to: Capture detailed service request information Automatically route requests Automatically assign requests or activities Empower sales representatives with integrated view of customer account Provide higher levels of customer service: Identify systemic / recurring service issues & resolve Automate low-value activities, enabling staff to focus on higher impact, revenue-generating activities Compete more effectively with private sector parcel carriers Generate additional revenues & reduce costs to meet operating budget South African Revenue Service:  Loss of tax revenues and customs dues because of fragmented tax payer information Inability to perform effective debt equalization (offset of tax credits, refunds and taxes payable) Inability to effectively detect suspicious activity and non-compliance Increased percentage of tax collected Broaden the tax base through intelligence mining to detect non-compliance Single taxpayer registration Reduced response time for handling tax interactions Reduce time to understand taxpayer’s overall tax situation to around 30 seconds from up to 3 weeks Integrate 14 legacy line of business systems into 1 Siebel desktop by using Siebel Business Integration Applications for: Customer management Contact management Asset management Aggregated information from multiple legacy systems (e.g., Income, VAT, Pay as You Earn) into a single view of the taxpayer Deployed to 5,800 compliance managers across all tax offices South African Revenue Service Objectives Solution Benefits “Using Siebel’s single view of the taxpayer solution to create a unified view across 12 different systems could save South African Revenue Service almost $3 million each day [in missed tax revenues] -- which is equivalent to approximately $90 million every month.” -- Ken Jarvis, CIO Citizenship & Immigration Canada:  Citizenship & Immigration Canada Objectives Multiple sources of citizen information – 14 custom, legacy systems 9 month case backlog More than 1 million Non Immigrant Applications >200,000 landings (Immigrants & Refugees) annually 16.5 million clients (with nearly 8M aliases*) 70+ global locations with 49 points of entry (air, marine, land) and 3 call centers 1,200 installed seats 5,000 seats planned of Siebel Case Management by Jan. 2006 Contact Management - “single view” of citizen 2,500 seats LIVE with Siebel Analytics Support thousands of employees in offices across Canada and around the globe and more than 100,000 cases per year Live as of Q404 > Citizenship process Deployed in offices across Canada, impacting more than 100,000 cases per year Reduced duplication by connecting existing information systems, devices, and personnel Delivered technology matched to identified and anticipated needs of agency and constituents Solution Benefits PS Customers in Africa:  PS Customers in Africa Algerie poste Government of Botswana Ministry of Finance - Botswana Ministere De L'economie Des Finances Et Du Budget CNPS Ivory Coast CNSS Burkina Faso 6TH OF OCTOBER UNIVERSITY ALEXANDRIA LIBARARY Association of Friends of the National Cancer Institute Bibliotheca Alexandrina CAPMAS International Language Bookshop Ministry of Finance Ministry of State and Administrative Development SOCIAL FUND FOR DEVELOPMENT Civil Services - GOVERNMENT OF GHANA GOVERNMENT OF GHANA Ministry of Finance - GOVERNMENT OF GHANA MINISTRY OF FINANCE & PLANNING - Kenya Malawi PostsCorporation Institut National de Prevouance Sociale (INPS) Portail Mauritanien du Developpement Accountant General'S Office Industrial and Vocational Training Board MAHATMA GANDHI INSTITUTE Mauritius College of the Air Mauritius Housing Authority Mauritius Institute of Education Mauritius Post Limited Ministry of Finance - Mauritius TERTIARY EDUCATION COMMISSION UNIVERSITY OF MAURITIUS University of Technology Mauritius ANHI (AGENCE NATIONALE DE LUTTE CONTRE L'HABITAT I Caisse Nationale des Retraites et d'Assurances FONDS D'EQUIPEMENT COMMUNAL MINISTERE DE L ECONOMIE DES FINANCES Ministry of Finance Namibia Dept. of Finanace - Government Of Cross River State INTERNATIONAL INSTITUTE OF TROPICAL AGRICULTURE LAGOS STATE GOVERNMENT National Social Security Fund(NSSF) Self Tanzania Education Authority Government of Uganda Ministry of Defence Uganda Ministry of Finance- Uganda National Social Security Fund

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