Showing posts with label service. Show all posts
Showing posts with label service. Show all posts

Friday, August 14, 2015

Government digital service designers need to start thinking with their stomachs

Traditionally governments have taken cues from banks and social networks for innovative ways to design online services to make them easier to use.

However it may be time for public servants to think about online service design with their stomachs.

I don't know how many public sector digital design professionals have visited McDonalds lately, but the new 'Create your taste' service provides an interesting approach to digital design.

Using relatively new touchscreens deployed in a number of stores, the interface used for building hamburgers employ a number of innovative navigational and selection approaches to create a usable and enjoyable experience.

I've taken several colleagues in and bought them a meal just to watch how they learn the interface and interact with the menu while designing their perfect meal.

None have needed any support to get started, with the menu providing a simple and intuitive way to progressively select ingredients.

All have found the experience a pleasant one - to the extent where one colleague recently went into a McDonalds seeking a 'create your taste' experience, but left when it didn't have a touchscreen.

Sure the McDonalds experience is just about designing a meal (although designing salad could be considered 'rocket' science), but the lessons around ease of use and delivering both a usable and enjoyable experience are consistent across all kinds of service delivery.

Yes many government services may be complex, but that doesn't justify delivering a complex user experience. It simply means that more work is required to break down the process into easy steps, drop any unnecessary questions and make it clear upfront what people need in order to complete the process in one go.

If government can make online services appealing and remove the need for people to switch channels to complete a process, there's the potential for vast cost savings in face-to-face and phone transactions, plus the potential to reduce error rates.

Of course, the McDonalds example isn't the only one government service designers should be considering.

Dominos has taken a very interesting approach to real-time pizza tracking, from being made, through cooking and delivery to the customer's door. The example, highlighted by The Mandarin, is already being taken on board by the federal Department of Human Services, which hopes to make more Centrelink services just as simple to access and just as clear to their clients.

So if you're designing digital services for government, you may wish to take a long lunch or two to check out some of the digital service design being pioneered across different food establishments.

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Thursday, October 17, 2013

A look into the mind of John Miri

Yesterday I had the opportunity to catch up with John Miri, the former Deputy to the State CTO for Texas, following his presentation at Sitecore's Digital Citizen Engagement event in Canberra.

John is also presenting in Melbourne today, and in Perth next week.

The first thing that struck me about John is how different he is from the stereotype of a government IT professional.

Personable, approachable and possibly the only tea drinker left in the US, John was trained in physics but pursued a career in IT after it was pointed out to him that there were more career opportunities in IT than science.

He came late to government, spending a number of years founding and working in early-stage start-ups before making the leap to public service in 2005, as Director of E-Government and Web Services for the State of Texas, reporting directly to the State CTO.

In that role John was responsible for shepherding the TexasOnline.com program (now texas.gov), implementing 829 new online services, and leading to 83 million citizen financial transactions, with more than $5 billion online revenue.

John is now Editor-In-Chief for the Center for Digital Government and principle of Bluewater Technology Services, a technology consulting company.

John believes that government is at an interesting crossroads - still applying governance principles from the 19th and 20th centuries, while trying to rapidly adapt to the 21st.

He talked to me about the vision that the founders of the US had for their nation, a participatory democracy where citizen involvement in governance didn't end with their vote, where citizens were empowered and supported to contribute to civic life.

John says that with today's technologies it is now possible for societies to realise this kind of vision - to reshape governments to be more participatory without losing the strong institutions and traditions that make democracy possible.

We discussed how government institutions are designed to maintain the status quo, the value of bureaucratic processes in maintaining stable, safe and secure societies, however these strengths can also become weaknesses when politicians and public servants stop asking 'what is the goal of government' and focus on repeating the processes in government - resisting change from within or without.

John asked the question 'what is the role of citizens in delivering government services?' saying that governments need to begin considering citizens as stakeholders and engaging them in the same way agencies engage expert panels, companies and lobby groups.

He also commented on how government's tendency to silo problems and attempt to solve them individually is failing - today's problems are complex and multifaceted, crossing traditional ministerial portfolios and requiring complex and collaborative solutions.

John argued that the current structures in government are poorly suited to solving these problems, and our reliance on subject matter experts - rather than problem solving experts - meant that many problems are being seen through specific lenses and perspectives that made them difficult, if not impossible to solve.

He gave the example of US state road taxes on petrol - designed to cover the cost of maintaining roads. As cars have improved their efficiency, travelling far further - and doing more road damage - on the same amount of petrol, the gap between the funds the tax raise and the maintenance cost has been growing.

John asked a group of road policy experts in government about this issue, and their response was that the solution was simple - raise road taxes. His comment to me was that while the experts may think this was simple to do, it wasn't simple to get tax increases through political processes or sell their value to the public - more participatory processes and more innovative solutions were needed for the long-term.

He said that the increasing size of many of the complex problems that face government today mean that the odds are in the favour of those who advocate for more participative government and Government 2.0.

As traditional approaches to problem solving fail, due to agency silos, expert bias and limited community involvement, governments will be forced to look towards more innovative solutions - involving citizens and reshaping bureaucratic processes.

John also said that digital was an opportunity for governments to do more than simply replicate their business processes online. Rather than mimicing or tweaking paper-based workflows and forms for online use, agencies should use the opportunity to reinvent their business processes.

This involves questioning every assumption - what information is needed, when and how is it needed, how should it be stored, actioned and how should citizens be informed and engaged throughout the entire process.

John says that agencies that simply replicate existing processes online are unlikely to realise the full benefits in cost-savings, accurate completion and citizen satisfaction - an automated mess is still a mess.

He says there are no shortage of example of how technology has transformed business processes and the situation is no different in government. If agencies and politicians can focus on the goals and outcomes they are working towards, rather than bury themselves in repeating the same processes they've used for decades.

John also suggested that a reinvention approach allows room for innovations in how government services are delivered. For example as train timetables become digitalised, why should trains runs at the same time every day?

Would it be possible to adjust train schedules on a flexible basis, managing it like an electricity grid, based on the number of travellers and communicated via electronic messaging boards.

He also asked whether child protection services could be radically reinvented to provide 24/7 access to case workers for children in need. Could a single contact phone number, SMS and email address be used to route case workers to where they are needed most, using GPS and mobile devices to ensure they had the information they needed at all times to maximise their efficiency and protect more children from harm.

In conclusion John was of the view that egovernment, Government 2.0 and the rise of digital citizens who wish greater participation in the democratic process, should not be seen as a threat to traditional democratic institutions - we're not trying to add a third house of parliament.

Instead he said that these movements and emerging technologies should be embraced as a way to realise the original intent and goals of government - to represent, serve and involve citizens. 

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Monday, April 22, 2013

Free introduction to codesign event with TACSI in Canberra on Monday 29 April - register now, limited spots

I've managed to organise with The Australian Centre for Social Innovation (TACSI), for two of their leading codesign practitioners to provide a presentation on codesign (a highly collaborative approach to community engagement) in Canberra from 6pm on Monday 29 April 2013.

TACSI, which was seed funded by the South Australian Government, has led a number of successful service and policy codesign projects with the South Australian and Victorian governments, and has some deep insights into how and where to use codesign to support community engagement, service and policy development and government communications.

The event is being held in Acton at Entry 29, Canberra's newest co-working space, and is free to attend (with drinks provided), however there's limited places for attendees.

If you want more information, or to RSVP, go to: http://codesignatgov20canberra.eventbrite.com/

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Tuesday, January 29, 2013

Can governments crowdfund (some of the time) rather than tax?


Taxation has become the accepted approach used by most governments to raise most of their funds.

In its simplest form it involves taking a percentage share of the income earnt by citizens and other eligible entities, such as corporations and putting all this money in a big pool for the government's use.

The government then decides how to spend this money - providing public services and infrastructure, welfare and health care, and paying for the machinery of government.

Taxation is often supplemented by other revenue raising approaches including 'user-pays' tolls or levies and the sale or rent of goods, public assets or rights.

While there's plenty of debate over how the money in government's pool is spent, the main approaches used to raise these funds have remained largely unchallenged for centuries.

With the rise of the internet, however, another approach to funding government is becoming more viable - crowdfunding.

Crowdfunding involves asking people to provide funds for worthwhile projects on a micro-scale, many individuals each donating a small amount.

This isn't a totally new approach. Rich philanthropists have donated millions for worthwhile causes, communities have come together to fund (and build) small public works and individuals have adopted park benches and potholes for many years.

However the internet has lifted crowdfunding to a new level, with the potential to cost-effectively raise millions of dollars through tiny individual donations in a managed way.

The practice is already beginning to grow in the US, as illustrated in the video below. US platforms like Neighbor.ly already exist and new ones, like Citizinvestor are sprouting.

A european platform, Brickstarter, is being built with a pilot planned with the Finnish city of Kotka later this year.

In the Netherlands, a foot bridge is being crowdsourced by Rotterdam's government, testing the concept for broader use.

There's even some use in Australia. ScreenWest (WA's government film financing body), has a crowdfunding project in partnership with Pozible to support the funding of WA films.

While it is still too early to tell how useful crowdfunding will be for governments, the crowdfunding approach has been successful in raising funds for arts projects and commercial products, even for establishing the world's first Tesla museum (which I've invested in).

Micro-financing, a related approach supporting people to lift themselves out of poverty with loans too small for banks to bother with, has also proven successful in many cases (I recommend checking out Kiva, which I use).

Perhaps, over the next few years, rather than debating tax increases or expenditure cuts, governments will consider broader, internet-enabled options for funding some activities or infrastructure - such as crowdfunding.

All it takes is an open mind and a willingness to innovate in revenue raising.  As the video below illustrates, this is already starting to get underway.




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Monday, November 19, 2012

But we're the experts! Why the 'internal expert' democratic governance model is gradually failing and what can be done about it.

Most public sector agencies are designed as centres of expertise on policy and service delivery.

By gathering, or training, experts in a given topical area and marshalling and directing this expertise to resolve specific issues and goals, agencies have been designed to design and deliver effective and sound policy and service delivery solutions to governments for communities.

Sure these powerhouses of expertise consult a little on the fringes. They access academia and business to provide 'fringe' expertise that they cannot attract into their agencies and engage with NGOs, community groups and individual citizens to check that service delivery solutions meet the 'on-the-ground' needs of specific communities.

This is necessary for fine-tuning any policy or service solutions to meet specific needs, where cost-effective to do so.

However the main game, the real policy powerhouse, are the government agencies themselves, who take on the roles of researcher, think tank, gatekeeper, designer and deliverer through their central pool of expertise.

This is a longstanding - even 'traditional' approach to governance. It was designed and adopted in an era where geography, communication and education limited the extent and access to expertise in a nation or community. Where, often, many people were disempowered politically and economically through limited access to information and knowledge.

Consider Australia at Federation in 1901. 

The new Commonwealth Government, in addressing national issues, had to serve a population of 3.7 million people (smaller than Victoria's population today), with an average age of 22 years old, dispersed over 7.7 million square kilometres.

There was no telephone, radio, television or internet, however the overland telegraph, which gave Australia high-speed communication with the world, was 30 years old, having been completed in 1872 and extended to Perth in 1877. While most communication travelled at the speed of a fast horse, train or ship, it was possible to share information across Australia the speed of light, though at the rate of only a few messages at once. This telegraphic networked served as Australia's communication backbone for almost another fifty years, until telephones became popular after World War II from 1945.

In 1901 Australia had one of the highest literacy rates in the world (80%) with school compulsory to 13 years old, though attendance was not enforced, many remote communities didn't have access to schools and Indigenous Australians were excluded. Literacy meant basic reading and writing, with the ability to add and subtract - the books issued to 13yr olds today would have been far beyond the ability of the majority of students in 1901.

The majority of Australia's 22,000 teachers hadn't attended a teacher's college, generally serving an apprenticeship as 'pupil teachers' and few 'technical colleges' existed to teach advanced students.

In 1901 there were only 2,600 students at Australia's four universities (0.1% of our population) and CSIRO wasn't even an idea (formed 1926). There wasn't a record of how many Australians had received a university education until the 1911 Commonwealth census, which reported 2,400 students at university and 21,000 'scholars' (with their level of education undefined).

In this environment, expertise was rare and treasured. Governments employed the cream of Australia's graduates and were almost the sole source of expertise and thinking on policy issues that the new nation had to address.

The 'government as centre of expertise' model made sense, in fact it was the only viable way to develop a system capable of administering the world's smallest continent and one of the largest, and most sparsely populated, nations.


Jump forward a hundred and ten years, and Australia is one of the most connected nations on the planet, with 98% of our 22 million citizens having instant access to the world through the internet and virtually every Australian having access to telephones, radio and television.

Education is compulsory to 15 or 17, with the majority of teachers tertiary educated and school attendance strictly enforced - including for Indigenous Austalians. We have about 41 universities, ten times as many as in 1901, as well as over 150 other tertiary institutions, with over 21% of Australians having received tertiary education.


As a result, the 'government agency as expert' model is failing.

Across our population there's far more expertise outside of government than within. Governments struggle to attract and retain talent in a global market, hamstringing themselves by restricting employment to Australian citizens, while the commercial sector internationally will happily take Australia's best trained minds and put them to use elsewhere in the world.

Despite this, government's basic model has barely changed. Agencies are structured and act as 'centres of expertise' on policy and service delivery topics.

True, there's a little more interaction with academia, with business and even with citizens. However agencies remain structured as 'centres of expertise' for policy design and service delivery, designed to serve communities with limited communication or education - limited capability to do for themselves.

This model may remain effective in certain parts of the world, in nations where literacy is low, geography remains a barrier and communication infrastructure is weak - like Papua New Guinea, regions in the Amazon and some other remote areas and developing nations.

However in developed nations, with high literacy, substantial tertiary education, where geography is no limit to communication and access to media and internet are almost universal, does the approach retain the same merit?

A 'centre of expertise' approach also has many downside risks which are necessary features of the system, providing the separation and public trust required by governments to operate in this way.

For example, when government agencies structure themselves as the experts, they need to maintain a level of mystique and authority to justify public trust that they are providing the best advice and solutions. 

Just like a religion has special rituals, and restaurants rarely let you see how their kitchens operate in order to preserve the trust of their worshippers and customers, government agencies conceal their day-to-day operations from scrutiny to maintain a mystique of expertise and create a clear separation between the 'agency business' of government and the external workings of society. 

This often involves keeping policy development processes hidden behind a wall of secrecy, bureaucratic language and bizarre semi-ritualistic procedures. 

This is also why, despite FOI and other approaches, governments largely remain secretive about their processes for designing policy. They can be messy, which may reduce trust and call into question the expertise of the agency or government.

As a result, if you're not a policy expert, in most countries it is unlikely that ordinary citizens have much knowledge of how an agency has developed a given policy, who was involved (formally or informally) or why certain decisions were reached. These activities are done behind closed doors - in the confessional, behind the kitchen wall, backstage - with all their inherent messiness, testing of 'dangerous' ideas and economic modelling of who wins and who loses with any specific decision treated as confidential and secret knowledge.

This leads to a second issue and a rationalisation. As the public isn't aware of how a specific policy or service was developed, generally seeing only the final 'packaged' solution, agencies can reasonably and logically argue that the majority of the public have little to add to the policy process. 

'Expert' policy officers can argue that; the public doesn't have sufficient context, doesn't have all the facts, doesn't understand the consequences of decisions or the trade-offs that had to be made.

And of course this is true. Because the public were not part of the process, they did not go on the same journey that the public sector 'experts' went on to reach a particular policy conclusion.

The public is told 'trust us, we're the experts', and again this is indeed true. Only the policy insiders had the opportunity to become the experts, all others were kept outside the process and therefore can never fully understand the outcome. 

Success in implementing policies and services relies on the public trusting agencies and governments to be the experts. To trust them to do their jobs as the 'experts' who 'know better' than the community. However the 'secret agency business' of policy and service design can feed on itself. Government may attempt to keep more and more from their citizens as, from their perspective, the more they reveal the less the public trust agencies. 

This is a tenuous approach to trust in modern society, where scrutiny is intense and every individual has a public voice.

If the agency policy experts, in their rush to meet a government timetable, overlooked one factor, or misunderstood community needs, a policy can quickly unravel and, like an emperor with no clothes, the public can rapidly lose faith and trust in government to deliver appropriate solutions.

In this situation it is rare that an expertise-based agency or government will be willing to publicly admit that they misunderstood the issue, convenes the people affected and expertise in the community and discusses it until they have a workable solution. It does happen, but it is the exception not the rule.

Instead, the first reaction to external scrutiny is often to protect their position and justify why the public should trust them. They may draw the wagons round, either seeking to bluff their way through ('you don't understand why we made these decisions, but trust us'), 'hide' the failure under a barrel (it was a draft, here's the real policy), or to tell the public that the agency will fix the issue ('trust us this second time'). 

In some extreme examples, governments may even cross lines to protect their perceived trust and reputation - concealing information or discrediting external expertise in order to justify the expertise inside their walls and try to regain public trust.

There are other risks as well to the government as expert model. Policy experts, who have worked in the field a long time, may not accept the expertise of 'outsiders' who appear to be interloping on their territory ' who are they to tell us what we should do'. Agency experts may become out-of-date due to not working in a field practically for a long time, they may hire the wrong experts, or simply not hire experts at all and attempt to create them. 

In all these cases, agencies have a strong structural need to preserve public trust and their integrity - which may often exhibit itself as 'protecting' their internal experts from external scrutiny, or otherwise attempting to prevent any loss of reputation through being exposed as providing less than good advice.

These risks mean that the government as expert model is under increasing pressure.

A more educated and informed citizenry, with high levels of access to publication tools means that every public agency mistake and misstep can be identified, scrutinised, analysed and shared widely.

Each policy failure and example of a government agency protecting itself at the expense of the community. Each allegation of corruption, fraud or negligent practice - whether at local, state or national level - contributes to a reduction in trust and respect that affects most, if not all, of government. 

Of course this government as expert model hasn't completely failed. There are areas that the community isn't interested in, where the government is indeed the expert or where it would be dangerous to release information into the public eye - where we do have to trust the governments we elect to act in our best interests without the ability to scrutinise their decisions. These areas are shrinking, but some are likely to always remain.

However the model started fraying around the edges some time ago and we see it represented today in the increasing lack of respect or trust in government. 

Citizens don't compartmentalise these failures in ways that governments hope they will, often seeing them as systemic failures rather than individual issues.

As a result citizens trust governments less, have less faith that governments can develop appropriate policies and services and turn even more scrutiny onto agencies - even when unwarranted.

The failures of the government as expert model are only likely to grow and extend, with greater scrutiny and greater pressure on agencies to perform. This, unfortunately, is likely to lead to more errors, not less, as governments seek to make faster decisions with fewer internal resources, less experts, less time.

So how does this failing model get resolved? What are the alternatives approach that governments can adopt to remain effective, relevant and functional in a society with high literacy, education, access to information and almost universal capability to publicly analyse government performance?

In my view the main solution is for governments, except in specific secure topics, to turn themselves inside out - changing their approach from being policy and service deliver 'centres of expertise' to being policy and service delivery 'convenors and implementors'.

Rather than seeking to hire experts and design policy and services internally, agencies need to hire people who can convene expertise within communities and from stakeholders, marshalling it to design policy and codesign service and focus on supporting this process with their expertise in structuring these approaches to fit the realities of government and implementing the necessary solutions.

This approach involves an entirely transparent design process (for both policies and services), making it possible to inform and engage the community at every step.

Within this approach, government agencies gain the trust of the community through managing the process and outcomes, not through being the expert holding the wisdom. The community doesn't need to trust a black box process, it comes on the journey alongside the agency, developing a deeper and richer trust and support for the outcomes. As a result, the energy of the community is aligned to support the agency in making the policy succeed, rather than being disengaged, or actively opposing the policy and leading to failure.

Government becomes an active participant and enabler of the community, reducing the cost of communicating information and influencing citizen ideas as citizens are influenced through their participation or observation of the proces.

This approach does require substantial education - both within government and within the community - to ensure that all participants are aware and actively engaged in their new roles. It can't, and shouldn't, be introduced into all agencies overnight and there are some policy requirements where security should take precedence and processes cannot be as fully revealed.

However the approach could be introduced relatively easily (and some governments around the world have done this already). For instance, a government could select three to five issues and put together taskforces responsible for taking a collaborative approach to deliver specific policy or service solutions. 

These taskforces provide a 'public secretariat' for managing community and stakeholder involvement, acting as facilitators, not operators, to marshal community engagement in the design process.

This could even be done at arms length from a government, with taskforces drawing on expertise from outside public sector culture to avoid accidental imposition of elements of a central command and control model, provided they include core skills from the public sector necessary to ensure the policies or services developed can be effectively and practically implemented by government.

This process would test the public policy design model, capturing learnings and experiences - not from a single process run once, but from an parallel process, with multiple taskforces running at the same time to test the real-world impact in a reduced timeframe. Learnings from the taskforces would be aggregated and used to build a more complete understanding of how to adopt the approach more widely within agencies.

Provided governments committed to the outcomes of these processes, and selected issues of interest to the community, this approach would provide solid evidence for the effectiveness (or otherwise) of a facilitation/implementation, rather than an internal expertise, approach to governance.

Alongside this moderated approach to public policy development, a complementary citizen-led policy engagement approach could be introduced using an ePetition or ePolicy methodology.

Mirroring the approach taken in other jurisdictions, where the community is given a method to propose, develop and have debated in parliament, citizen policy and legislation, this would provide another route for citizens to engage with and understand the complexity of policy development and build an alternative route for high-attention issues for which governments are not prepared to take immediate action.

This approach has been adopted in several forms overseas, such as the ePetition approaches in the US and UK, where any petition with sufficient votes receives the attention of the government and, in the case of the UK, is debated in Parliament.

more rigorous model is used in Latvia, where citizens are supported to design actual legislation online and, if they can marshall sufficient support, their bills go to parliament, they get to speak on them and the parliament votes them up or down.

This last model is beginning to be introduced in Scandinavian countries and Switzerland has long had a similar process, pre-dating the internet, which allows greater participation by citizens in decisions.

So, in summary, the 'internal expert' model designed for use in nations with limited literacy and education and poor communication, is failing to serve the needs of highly educated and connected nations, such as Australia, leading to increasing citizen concern and plummeting trust in governments.

To address this, governments need to adapt their approaches to suit the new realities - environments where there are more experts outside of government than inside and where citizens can universally scrutinise governments and publish facts, analysis and opinions which serve to increasingly force governments into difficult and untenable positions.

The key changes governments need to make is to turn themselves 'inside out' - exposing their policy and service delivery design and development processes to public scrutiny and engagement and becoming facilitators and implementors of public policy, rather than the expert creators of it.

While some areas of governance need to remain 'black boxes', many can be opened up to public participation, building trust with communities by bringing citizens on the journey with agencies to reach the most practical and appropriate solutions.

This will rebuild trust in governance and allow governments to improve their productivity and performance by tapping a greater range of expertise and building an easier path to implementation, where citizens support agencies, rather than oppose them.

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Wednesday, October 19, 2011

Social media is now normal - so why do government agencies persist in treating it as an edge case?

As this article in Fast Company illustrates, social media is now normal, an integrated set of tools for ongoing human interaction.

We've known for several years that Australians are enormous users of social media, with Nielsen research indicating that the average Australian Internet user (and 95% of us are users based on Sensis figures) spends upwards of 7 hours per month actively using one of a range of online social networks - and this doesn't include the full range of online participation possible via forums, blogs and comments.

We've also known for several years that the community's number one preferred channel for engaging with government is via the Internet. AGIMO's research in this area has seen a steady (and predictable) upwards trend in the desire for greater online contact over the last 4-5 years.

So why do government agencies, by and large, still treat social media engagement as a fringe case, with access to these channels often restricted to a few people in the communications area and senior executives often still wary or debating how to monitor or support online contact (while enthusiastically supporting their phone-based contact centres)?

It has been interesting to watch agencies attempt to shoehorn social media and online engagement into the traditional models they are used to - one-to-one communication, with the timing and extent carefully controlled by the agency itself (and look how positively the community has regarded this form of engagement with government over the last ten years). Clearly control is an issue, as is budget and the exact context and content of messages.

However the world has moved on and agencies have to recognize and adapt, not merely tweak the corners or treat social media engagement as an edge case, for use by small groups under tightly controlled 'laboratory' conditions.

It is evident overseas how other western governments are beginning to accept these channels as core - with, perhaps surprisingly, the US armed forces serving as a good object example of how every soldier, sailor, pilot and support crew member is now regarded as a public engagement officer.

By taking the step to recognize this, then putting appropriate policies in place, the US armed forces have done an excellent job of managing the landscape changes, steps that Australian governments have, for the most part, been very slow to accept.

Today every government agency, at every level of government, needs to start by accepting that their staff, for the most part, are active online participants in their personal lives. They need to acknowledge that online channels are increasingly the source of public views and policy ideas from the community and must be accessible for staff to mine for intelligence, use to identify interesting and influential people and viewpoints and to engage actively in "robust policy conversations" (to quote APSC guidance on the topic).

Agencies need to recognize that social media and online channels are integral to their public reputation and the reputation of the Ministers and governments they serve. A view, complaint or compliment placed in a social network is equally valid to one made directly to an agency via their 'controlled' communications channels - and may be significantly more influential (or damaging) due to its public reach.

Certainly there are risks in online engagement - as there are in all communications to and with the outside world. However failure to engage online also bears risks, often much greater, of being seen to be irrelevant and ineffective, reducing the credibility of agencies and the Ministers they are required to serve. Failure to engage actively online can damage recruitment, procurement, policy development and program or service delivery outcomes in measurable and unmeasurable ways.

So agencies are really reaching a crunch point for their reputation and relevancy. Do they choose to continue to treat social media as an 'edge' activity, carefully quarantined from their everyday business, and risk becoming edge organisations?

Or do they choose to state a commitment to the use of social media and other online channels as a core aspect of their interactions with the outside world, and with their staff, then move to implement these commitments (taking the precautions necessary to make the change a pragmatic and well managed process rather than a headlong rush to catchup and survive).

This decision (integrate or quarantine) should be on the agenda at the highest levels of all government agencies in Australia today as it will soon begin to shape career prospects and even the long-term effectiveness of public organisations.

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Thursday, September 15, 2011

"Last in first out" - is this a risk for social media expertise and channel use in government?

I've seen (and spoken with colleagues about) a number of austerity measures taken in government agencies around Australia over the last few months.

With various governments across the country looking to cut spending to balance budgets, or at least reduce debt levels, lower 2011-12 budgets require many agencies to look long and hard at what they can trim or where they can do more for less (without affecting services to the public).

I wonder whether digital channels and expertise has been firmly enough established in many agencies to survive any cuts. Will management focus on their established infrastructure, maintaining their legacy IT systems and 'tried and true' communications and service channels at the expense of newer and more cost-effective, but less mature digital, channels?

In other words will we see the "last in, first out" rule apply for social media channels and expertise in many agencies?

(this is slightly rhetorical as I'm already seeing this in action in a few places)

I hope agencies will use any budget tightening as an opportunity to look long and hard at their operational effectiveness and select the channels which deliver the most 'bang for the buck' and long-term sustainability and viability.

Of course even if this means cutting non-digital channels in preference to digital, there is still a loss of expertise and corporate knowledge - though potentially a more sustainable one into the future.

Do you see signs that budget pressures are impacting on your agency's online capability? (feel free to respond anonymously & keep the relevant public service code of conduct in mind)

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Monday, July 04, 2011

Should government agencies embrace co-production for policy and services?

Ovum has published an interesting article by Steve Hodgkinson on Co-production: the new face of public services.

In the article Hodgkinson concludes that,

Agencies now need to nurture and embrace co-production by design, or risk either failing to harness this new resource or being left behind like old-style monopolists in an increasingly dynamic and competitive public services market.

What do you think, do government agencies need to integrate the wisdom of crowds in the design of public policy and services?

Or do agencies need to focus on developing their own internal design capabilities, using tried and true engagement, consultation and test processes to fine tune public policies and services to community needs?

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Wednesday, November 10, 2010

Whether to reuse or build - government choices in a connected world

There's been discussion on Twitter over the last day about whether Australian government should be building online platforms, such as a video aggregation and distribution service, URL shortcut tools (which Victoria have done) or collective infrastructure for hosting and developing all government websites.

This has been an area of on-and-off discussion for over a year in the Government 2.0 context, with several Gov 2.0 Taskforce projects exploring potential opportunities for Australian governments to build systems such as these.

I expect this to continue to be a debate for many years. Choosing whether to build a service, or tap into a commercial one, can be a tough decision - even tougher online than it is in the physical world.

Why so tough a decision?

For starters, many of the services which government could use are hosted overseas, therefore posing some level of sovereign risk - whether that be,

  • a concern over whether the service will continue to provide what Australia needs (when foreign laws and business policies may change),
  • that personal or secure data might be accessed and misused by another jurisdiction (especially all those people who only use one password), or
  • that it might provide an entry point for hackers seeking confidential and secret government information.
On the other hand, existing online services are frequently cheap and fast to implement, plus several are the 'norm' that people use around the world (such as Google, YouTube and eBay).

In many cases government created systems could have to be developed to the extent where they are commercially competitive in order to attract the level of user traffic needed to justify their continued existence.

So how to reconcile these differing perspectives... There's no single answer in my view. Decisions need to be made case by case. What makes sense for some jurisdictions won't for others and decisions that are right for one type of service won't be for another.

In lieu of an easy answer, I offer up four tests that I believe these types of reuse or build choices need to consider.
  1. Will it reduce private sector competition?
    In other words, is the government competing directly against enterprise. If so there may be job and tax implications. Generally Australian governments shy away from entering commercial markets except when private enterprise is unwilling or unable to deliver the services to the entire population at a fair price.
  2. Will government deliver a superior outcome?
    This tests whether a government-run enterprise will provide a better outcome than a private sector organisation. Strange as it may seem, governments are better at providing some services and outcomes than private industry - particularly where equity or public value is an issue. If the government can deliver a superior outcome there is a strong case for stepping in - if private sector companies miss out then they need to look at whether they should have restructured.
  3. Will it attract a significantly large and appropriate audience?
    It is very important to consider whether a government-run service will attract enough users to make it worthwhile. For example, Facebook has build its audience over a number of years, holding on to them through being so useful that people cannot abandon it without damaging their social networks. If the bulk of the audience use Facebook, would they use 'Govbook' - a government equivalent service, even if it is a superior product? The answer may not always be yes - and without audience a government service may not achieve its goals.
  4. Is it sustainable?
    In asking this I mean will a government continue to support and run the service over an extended period of time - perhaps even transitioning it to a private concern. Or is it possible that funds will be cut to a level where the service is unable to continue to innovate and improve, thereby seeing the service slip into irrelevance. Funding maintenance alone is no longer sufficient to address the rate of development online.
Of course these tests are merely suggestions. As pointed out on Twitter they are more guidelines than rules.

However I think that applying these tests will support more effective, evidence-based decisions - particularly in light of the large number of demands on government resources and time.

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Thursday, August 12, 2010

Victoria releases best-practice Gov 2.0 Action Plan

Victoria has maintained its lead over other Australian states in the adoption of Government 2.0 through today's release of the Government 2.0 Action Plan - Victoria.

The Plan outlines four priority areas for Gov 2.0:

  1. Driving adoption in the VPS > Leadership
  2. Engaging communities and citizens > Participation
  3. Opening up government > Transparency
  4. Building capability > Performance

With 14 initiaitves under these priorities, the plan was devised using extensive consultation and a wiki-based approach, engaging a wide range of stakeholders across government.

This approach, previously used in New Zealand, the US and the United Kingdom, has proven effective in generating significant engagement and support for the eventuating plan.

Rather than a 'big bang' approach - as used for many government initiatives, the Plan state that:
Our approach to implementation is think big, start small and scale fast.

In my view, Victoria's Gov 2.0 Action Plan is an example of best practice in how to prepare to systematically embed Government 2.0 techniques and tools into a government, taking the necessary steps to reform public sector culture, build capability, engage proactively and innovate iteratively to deliver the best outcomes for citizens.

I believe that the effective execution of this Action Plan, ahead of Gov 2.0 efforts in other states, will give Victoria a substantial first-mover economic advantage, positioning the state as more innovative and better equipped to service citizens and businesses in the 21st Century.

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Wednesday, February 03, 2010

Google to end support for Internet Explorer 6 during 2010

Google has announced that it will progressively end support for Microsoft Internet Explorer 6 during 2010 - beginning with Google Docs and Sites in March. Youtube, another Google company, is also phasing out support.

Announced in the Google Enterprise blog post last week, Modern browsers for modern applications, Google Apps Senior Product Manager, Rajen Sheth, said that the web had evolved in the last ten years from simple text pages to rich interactive applications and that very old web browsers cannot run these new features effectively.

This approach isn't limited to Google. A number of companies have already dropped support for Internet Explorer 6.0 in their online applications and more, including Facebook and Digg, plan to drop it in the near future.

Microsoft (up to CEO level) have also advocated dropping the IE6 web browser for their latest version, Internet Explorer 8.


EDIT at 8:10AM 3/2/09:
Nick Hodge, a Microsoft staff member, has commented on this post that Microsoft is also progressively dropping IE6 support, saying that Microsoft has,
dropped support for IE6 in Sharepoint 2010 and the forthcoming web versions of Word, Excel, Powerpoint and OneNote 2010; plus live@edu and other web properties. 
END EDIT

However, to support its customers, as there are a number of major corporations still tied to the ageing browser, Microsoft recently extended support for IE6 until April 2014, when all support for Windows XP ends.

Given the recent severe security issues reported with IE6 and the increasing proportion of the internet unavailable to those using the 2001 vintage web browser, I hope to see the remaining organisations migrating away from the browser in the near future.

It is estimated that only 20% of web users - predominantly workers in large organisations - still use IE6, however up to 50% of Chinese internet users are still on the web browser.

Reportedly Microsoft's Internet Explorer web browser has been losing market share at least 2004, when it reached 90% of the market. According to Wikipedia's Usage share of web browsers article, it is now estimated (through tracking subsets of internet users) that only about 60% of internet users are on one of the Internet Explorer variants, with Firefox 3.5 having overtaken IE8 as the most popular browser by version.

Some commentators expect to see Microsoft's share of the web browser market fall below 50% by mid-2011.

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Wednesday, January 07, 2009

Can virtual agents replace contact centre staff?

The US Defense department is currently investigating the development of virtual parents to allow children to communicate online with parents who are on active duty.

Reported by Nextgov in the article, Military hoping chat bots can comfort children when parents deployed, the article states that,

the military says it's seeking to "develop a highly interactive PC- or Web-based application to allow family members to verbally interact with 'virtual' renditions of deployed Service Members."

While the idea of faking out your children with a comforting AI may sound bizarre, other applications of this type of technology could save organisations significant costs, while maintaining or even improving service standards.

Rather than a virtual parent, consider a virtual contact centre staff, sophisticated enough to engage a human customer online via text chat and address their enquiry.

Termed a 'chatbot', 'online agent' or 'virtual assistant', these applications have been been in use for a number of years now to facilitate human interactions and perform basic administrative tasks.

The original concept comes from an application named 'ELIZA', developed in 1966. Quoting the Wikipedia entry,
[Eliza] parodied a Rogerian therapist, largely by rephrasing many of the patient's statements as questions and posing them to the patient. Thus, for example, the response to "My head hurts" might be "Why do you say your head hurts?" The response to "My mother hates me" might be "Who else in your family hates you?" ELIZA was named after Eliza Doolittle, a working-class character in George Bernard Shaw's play Pygmalion, who is taught to speak with an upper class accent.

While ELIZA was very basic, depending on the entries by the human in the conversation it could remarkably simulate a human for minutes at a time. You can give a copy of the original ELIZA a go online at Eliza test.

Over the last 40 years these types of applications have developed significantly, modern systems are very complex and able to learn how to mimic an individual by 'watching' how they engage online, such as MyCyberTwin.

They can also draw from a database or FAQ system to answer specific questions and learn how to become better at answering questions over time.

The ATO demonstrated a version last year at the ATO showcase and several companies now offer very mature and widely used chatbot technologies for supporting customer service initiatives.

These include eGain and Colloquis (owned by Microsoft).

A number of organisations already use chatbots for customer service in their sites. In the public sector this includes Almere City Council in Holland, Eurail and the US army. Commercially it includes organisations such as Ford and Ikea.

A list of some of the organisations currently using chatbots is hosted at Chatbots.org.

While no chatbots have successfully passed the Turing test to win the Loebner Prize, over a short specific conversation, such as an enquiry to a government office, modern chatbots may provide an effective first level of support, backed up by humans where necessary to address complex scenarios outside the chatbot's programming.

Is anyone in the Australian public sector currently looking at using chatbots to supplement their online (or phone) customer service?

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Monday, December 29, 2008

Europe showcases 40 innovative egovernment projects

The new Smart Regions website showcases 40 European egovernment initiatives between 2002 and 2007.

One of the primary messages of the site is the need for government to connect and work together, across teams, agencies, departments, levels of government, with business and with community. Only by doing so can states and councils become more productive and service focused.

All the governments, research institutions or voluntary organisations depicted on this website have one shared goal: to make their region better, stronger and smarter. And the secret to regional development is actually very simple: co-operation. The Smart Regions share infrastructure, exchange methodologies, copy succesfull achievements, have built strong stakeholder structures and managed to involve other sectors of society. Smart regions not only work together, Smart Regions are smart because they work together.

The site also points out that,
E-Government is as much about changing mindsets, building a vision on service-delivery and showing leadership in getting organisations to work together, as it is about technology.


Let's hear more of that here in Australia!

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Monday, November 10, 2008

Balancing customer, agency and political needs in an online world

Long-serving public servants are familiar with the challenge of balancing customer, agency and political wishes, with a clear understanding that the role of the public service is to implement the policies of the government of the day and not to be customer advocates or lobbyists.

In the commercial sector similar challenges are often faced between customer, management/board and shareholder interests, however often the choice of master to serve is less clear. Without customers a business fails, thereby failing to meet the goals of management or shareholders.

This influence doesn't exist in most of the public sector - citizens are not able to pick and choose their service provider, the government makes that decision for them, providing many services in a monopoly environment.

This monopolistic model has worked well for government over the last century, ensuring that the bulk of citizens have a consistent experience - whether by phone, print or face-to-face.

However the effectiveness of the monopolistic model doesn't fully hold in the online world. Suddenly governments are not the only organisations with universal reach, and suddenly citizens can create services that fill gaps left by government.

This has given rise to a multitude of sites where, for little or no cost, citizens are providing better and more cost-effective services than can the slow moving and cumbersome wheels of government.

These citizen-provided services are also totally citizen facing, without any need to answer to political masters, making them often better attuned to community needs.

How should government address the challenge of these 'competitors',
by crushing them out of existence (an easy task for legislators)?
by ignoring them (as often seems to currently be the case)?
or by embracing, supporting and encouraging them?

Personally I feel governments should embrace and support these 'competitors', helping them access government data in order to improve their offerings and aiding them in reaching broader audiences - even at the expense of the government's own sites.

Of course, this willingness to be transparent and collaborative doesn't occur over night - as discussed government agencies are not acclimatised to competition, and the skills of most agencies do not reflect the skills useful in a competitive environment.

However I hope that this changes over time and government begins to support and foster these competitors, learning from them how to better meet the needs of customers.

Here's a video about some of the work of these citizens in filling service gaps that government had not yet either seen a need for, or been funded to address.


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Thursday, November 06, 2008

Using egovernment to improve customer service

A useful article in MyCustomer.com outlines how egovernment has become a central plank in the UK government's drive to provide, Service, service, service: The new public sector mantra

The article looks at how the focus has shifted in the UK from the 2005 aim to get all services online to use the online medium positively to raise customer service outcomes.

"We have to accept that having all Government services online by [2005] is not as good as having better services online. The only reason we should be doing any of this is if we can deliver better services online."


That's an interesting thought when weighing up whether Australian government should be investing in placing more services online, or in improving the delivery of the services already available.

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Thursday, October 09, 2008

The case for offering live customer support online

There are a variety of ways to simply and cost-effectively offer customer support online and,  given that it's not yet common in the Australian public sector, I thought I'd quickly outline my own thinking on the case for and against offering this type of service.

In this post I'll focus on text chat - the simplest mechanism for live customer engagement online.

There are also more complex approaches, including asynchronous voice chat, synchronous voice chat, video-conferencing, co-browsing and virtual presence. I believe that an organisation needs to come to terms with basic text chat before exploring these options.

What is text chat?
Text chat refers to the ability to send and receive text between individuals via the internet. In context of customer support, this approach commonly involves accessing a chat window within or as a pop-up out of an organisation's website.

Within the window the participants can type in their questions, comments and responses, review them and then send them to the other person in real-time.

This is different to email in that the exchange is real-time and is fully visible to both parties at all times.

Who uses text chat?
USA.gov, the main US government portal, uses a Java custom-built web text chat tool with set opening hours and a decent privacy policy regarding use.

The Utah and Virginia state governments makes good use of text-based chat, via a third-party service named Livehelper. This is a footprint free, low cost approach well suited to initial steps into the channel. Also using the tool is the US National Cancer Institute.

In Australia, there are few governments agencies using text chat at this time for customer or public engagement, with the National Library being a standout - supporting cobrowsing via a third party service, Questionpoint produced by the US Library of Congress and the Online Computer Library Center.

Others include the National Cervical Cancer Screening Program and the State Library of Victoria.

The Queensland government used to provide an online chat service for community consultation via Generate, using IRC (Internet Relay Chat), however discontinued this in 2004. A good presentation on the service, Ministers Online (PDF), is available from AGIMO.

Several government bodies, such as NSW Health, use it within elearning sessions and some, such as the NT Department of Employment, Education and Training, make it available for supporting remotely located students and teachers, however do not make it publicly available.

Benefits of text chat
There are a number of benefits in the use of text chat, both for customers and an organisation.

For organisations,

  • A single customer service operative can engage with multiple customers at once, each in a separate text chat window (my rule of thumb is that a person can effectively engage in one phone conversation or three chat windows - making chat a more effective use of resources).
  • Customers can be anonymous or required to self-identify (according to the needs of the organisation).
  • Text chat can be secured - making the information sent and received difficult to tap into and protecting customer privacy.
  • Text chats can be queued like phone calls, with a timer providing details of where the person is on the queue to be answered.
  • Text and web addresses can be pasted into the chat window to provide 'canned' answers for common questions, or to point to further information.
  • Customer service operatives can review the text they intend to send a customer before sending it (whereas on phone calls it is much harder to review the words before they leave a mouth). This lets them remove potentially emotive words or phrases that detract from the message.
  • The text chat is recorded, leaving a permanent (legal) record of the conversation and can be saved and stored in the organisation's CMS application.
  • The customer IP address can be logged for use if the customer is threatening or abusive. This reflects having their phone number - the customer is traceable.
  • Text chat logs are fully searchable by keyword, and can be organised into topics to support later analysis.
  • Chat doesn't need to be available all the time. The organisation can switch it on and off as resources are available (whereas phones are required to be 'on' at published business times).
  • Customers who refuse to call may engage via this channel, meaning that otherwise unraised issues can be addressed.
  • Chat can be managed from any staff location - even offsite. It is possible for home-based staff to provide chat responses, if the organisation allows this, much more cost-effectively than when attempting to route phone calls.
  • Customers can be sent on to an (optional) online survey addressing the quality of the chat when it concludes. This provides an effective interface for quality-checking the channel and each individual engagement.

For customers,
  • Text chat is less invasive than waiting on a phone line, requiring less attention and freeing the customer to go on with other things while waiting to have their 'call' answered.
  • Customers can engage in text chats more discreetly than they can engage in phone calls.
  • Customers can provide customer service operatives with links to or paste in the information they are having difficulty understanding.
  • Customers also receive a permanent record of the conversation for their own records - removing any ambiguity on what was discussed (as can occur with phone calls).
  • Having the exchange in text reduces the emotional context of voice.
  • Lower cost than a phone call where a free number does not exist.

Disadvantages and risks
  • Text chat doesn't provide the same number of conversational cues as voice chat or face-to-face meetings. However it is possible to escalate a text chat by asking a customer to call (or calling them) or come to an office.
  • The organisation or customer may perceive security risks in text chatting. Although these risks are generally equivalent to the those of a telephone conversation, chat is newer and some people have greater trust issues with it purely due to their lack of familiarity with it.
  • It may not be possible to get sufficient information about the customer to exchange certain information. In this case the customer service operative can escalate to phone or face-to-face.

Reasons to not introduce text chat
  • It is an additional service to manage (though can normally be managed via existing resources).
  • The customer need for this channel is undefined (and will remain so until a pilot is run).
  • As it is online, the channel is less established and not as well understood by organisations (and will remain so if not trialled).
  • An organisation may receive more customer enquiries (as the barrier to contact is lowered).
  • It may require ongoing ICT support (though options exist to fully outsource a text chat function and indeed this is the more usual practice).

In brief
Text chatting can be a more efficient use of customer service operative time while simultaneously supporting more flexible information sharing than phone-based communication.

It does not replace phone use, instead supplements it by providing an alternative customers can choose to use to engage an agency. It can be managed through existing call centres and generally through phone and written correspondence policy and be easily run as a pilot before a more complete implementation.

Due to chat logging, both the organisation and the customer can have an accurate record of the contact. This can be stored with the official customer record for later reference in a way that is difficult to achieve with phone based communication.

The primary risks are around security and staff written communications ability - both of which can be managed.

Security can be addressed through appropriate communication of the risks to customers, allowing them to choose whether they wish to engage in this manner, similar to the warnings at the start of phone conversations "This call may be recorded". As chat doesn't replace other engagement channels, customers are not disadvantaged if they do not wish to use it.

Staff's ability to manage the channel can be addressed through training, selecting staff already competent at written customer communications and by placing appropriate guidelines in place (as commonly exist for phone or written correspondence).

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Tuesday, October 07, 2008

50 ideas on using Twitter for organisations

Following from my post this morning on Telstra's use of Twitter, Chris Brogan wrote an excellent piece last month on how organisations can use Twitter to better engage their customers titled, 50 Ideas on Using Twitter for Business.

For me (as it was for Chris) the number one reason or idea for using this type of tool is for listening to your constituency. Hearing what real people are saying about your organisation, services and topic area provides an ongoing temperature of public opinion.

Another key reason in my view is for building an organisation's online reputation.
Most communicators understand that their organisation's public reputation shapes how people engage with them, thereby influencing their capacity to send messages out to their customers as well as their capacity to provide effective customer service.

However in my view few Australian organisations (particularly in the public sector) have as yet grasped how important it is to establish a sound online reputation. Assuming that their past reputation will carry over only goes so far, and it can rapidly be damaged through inept online engagement (or no online engagement at all!)

Laurel Papworth explains this well in her article, Twitter: Reputation Management in Social Networks.

She uses the diagram (illustrated below) to explain the stages in development from creating an online profile (not simply a 'corporate' website!!) to building reputation and trust-based relationships.



Incidentally, the power of Twitter to allow customers to self-organise rapidly is demonstrated in one of the most recent posts in Laurel's blog, Twitter Agency - crowd sourced consultancy.

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Telstra does Twitter

Telstra recently took up 'tweeting' as a channel for providing customer service.

Discussed via their Nowwearetalking site, there's been a lot of initial feedback on the approach taken.

Telstra has also linked to some of the broader online commentary in their post.

This step helps legitimise Twitter and microblogging as a customer service option for Australian organisations.

It also provides insights for other organisations so they can learn from both Telstra's missteps and successes.

I'm watching carefully to see how Telstra's foray into microblogging goes. The channel has been used successfully in the US.

When executed well I believe it has customer service and marketing/PR benefits in some, but not all, service delivery areas.

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Wednesday, September 10, 2008

Extending the appeal of fuelwatch - making it 'you'-centrinc

It's still unclear to me whether a national version of Fuelwatch will be launched due to the political discussions underway (the WA version is at www.fuelwatch.com.au), however a US site named Fuelly has turned the concept on its head to create a useful user-centric site, which would lend itself effectively to extending a Fuelwatch-style approach.

Fuelly, at www.fuelly.com, allows individuals to record their vehicles, fuel use and the prices they paid for fuel to track their car's performance over time.

It is a simple concept which lends itself well to tracking the price of fuel at outlets (just add the service station details and time/date of purchases when people record fuel usage) without the need for expensive monitoring by a central agency or by petrol stations themselves. The site's users will do the work, because they receive a pay-off - precise information on their vehicle's fuel performance over time, which can be compared against the baseline for the vehicle (or compare against aggregate results from others with the same model car).

This type of application works well in the Web 2.0 world. Known as crowdsourcing it involves getting a large number of individuals to each do a small amount of work for an individual payback. As the service grows, so does the payback - encouraging greater participation.

Through having a very large number of participants any inconsistencies get smoothed out - as Wikipedia has demonstrated through its ability to rapidly self-correct when errors arise, (much faster than Encyclopedia Britannica, which has to wait until the next year's edition).

The approach Fuelly takes could easily be extended to include more car-related features - oil changes, services and major overhauls, and could eventually link into insurance programs as a way for individuals to record their car-related activities over time. The concept could continue to expand into other areas of value to people, mash-up with maps (If I drive from Canberra to Sydney, given my car's performance level, how much fuel will I use and what will it cost me), to other types of vehicles and to overall energy use and carbon footprint (just add your electricity, gas and water bill totals). It could then self-fund through advertising and car-related services.

With that type of site you'd add a vast amount of utility to a simple fuelwatch, making it very sticky, useful for people and self-regulating and maintaining.

Of course, being an entrepreneur by background I think towards how to make such a development sufficiently useful to generate a profit.

In the government sector, with the profit motive absent, this might seem all too commercial, though it provides a positive driver to make the service more useful to people, as if it didn't get used, it wouldn't get funded.

Note that this isn't the only crowdsourcing idea that could work in government. Provided that government can identify appropriate opportunities, provide a robust technical framework, fund initial growth and promotion, many concepts would lend themselves to the approach.

After all, the crowdsourcing approach is about putting in place infrastructure usable for the public good, and that's really what governments are about!

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Sunday, September 07, 2008

Addressing customer service for the email channel

From my experience in government, both as a customer and as a public servant, I've discovered that when addressing emails from citizens, government agencies often treat email as surface mail rather than as a phone call.

This means that citizens who choose an electronic communications route can often expect response times measured in weeks or months, rather than in minutes or hours.

Personally I find this unacceptable.



In asking why this was the case I have been told that government cannot discriminate based on mode of contact. That we cannot respond faster to customers choosing to use email rather than surface mail - even though a wait of even a few minutes is considered unacceptable for phone calls.

I have also been told by some departments (by phone or via their websites) that they cannot respond by email at all. That to protect my privacy they must send messages via surface mail - that post is more secure, more convenient or more official - even if I am happy to accept the risks and choose to email them.

I saw a similar situation in the private sector five years ago. Companies were unsure whether to treat emails as a postal medium or a a telephonic one.

They did not have a clear understanding of how email worked technically and did not trust its reliability or security (compared to other mediums).

They did not have staff trained or processes in place to handle a high-speed written medium.

Fortunately, at least in the private sector, many organisations are now more mature in their understanding and application of email.


Treat email as a phone call, not as a letter


My solution to ensuring emailing customers get the right level of respect and service in both public and private organisations has remained the same - treat emails as phone calls.

Email is perceived by the community as a nearly instant form of communication, like the telephone or face-to-face.


None of us would let a phone ring for a month before answering it, so why subject customers choosing email to this?


Address security and privacy concerns in a positive manner


Email is often treated with suspicion by organisations, due to perceived security issues in how it is transmitted from place to place and the concern that it is easy to intercept.

However people have adopted email regardless of perceived risks due to its benefits - high speed and low cost with a fast response time. Today, throughout western countries, people send many times more emails, often of a personal nature, than they make phone calls.

Given that government organisations have a greater obligation to protect citizen information than do our customers themselves, how can this be addressed?

I have a three point plan I have successfully used in organisations (including my current agency) to begin to address these concerns.


Three steps to better customer service (by email)


1. Formally assess the risks of email alongside telephony and surface mail


Many organisations have a defacto email security policy, one that has grown from personal opinions, interpretations and often from misunderstandings about the medium rather than through an objective and formal risk assessment process.

This is easy to address - get the legal, technical and customer service people together in a room and assess the risks of each form of customer contact.

It is particularly important to assess relative risk, for example:

  • Are the security risks of email greater than for mail, fax, telephony or face-to-face?
  • Is postal mail guaranteed to be delivered?
  • Is it easier to steal letters from a mailbox than emails from a computer?
  • If people choose VOIP telephony, is this treated as email for security purposes?
  • Can different levels of privacy be enforced for different mediums/security levels?

Consider different scenarios, for example:

  • Are privacy considerations different when the customer initiates (email) communication (with personal information).
  • Can customers explicitly provide permission to receive responses (by email) for a set period (even if done by phone or signed fax/letter), accepting responsibility for security?

Consider organisational capability, for example:

  • Are staff adequately trained to respond to emails?
    Just because people are good on the phone doesn't mean they are good at writing emails! An appropriate etiquette level may have to be taught.
  • Is the organisation appropriately resourced to address emails in a timely fashion?
    International benchmarks indicate that optimally emails should be addressed in less than four hours, with two days the maximum timeframe people are prepared to wait for adequate service. Can your organisation achieve this - and if not, what mitigations does it put in place to communicate this to customers (who will email anyway!)

Assess customer expectations, for example:

  • What do customers expect in terms of privacy in email and other mediums?
  • Do they expect the same detail level in responses?
  • How fast a response do they expect?
  • Do they expect organisations to answer as much as they can can and then refer the customer to another channel?

Out of this it becomes possible to correctly understand the medium's characteristics, the real risks, what customers expect and then determine the mitigations which diminish, remove or defer any critical risks.

 

2. Change internal policies that do not reflect law

Often side-effect from not having conducted a formal risk assessment, internal email policies may not always reflect the current laws of the land (policy is often stricter).

Once a formal risk assessment has been conducted, you should review and rewrite internal policies on customer communications to reflect the risk assessment outcomes.

These policies should include details on when and how a customer can choose to accept the risks and take ownership of the security of the process.

If you find that there are no written policies, write them down and communicate them widely. They should include the background and 'myth-busters' as well as the code of (email) conduct.

 

3. Review laws to meet community expectations

Sometimes it's the actual laws themselves which are out-of-step with community sentiment and concerns.

Laws are living things, frequently being amended and adjusted to address new situations and changes in social norms.

Privacy and security laws  are no different to other laws in this and require regular review to match citizen expectations - there is no 'right' level of privacy, it is dictated by public opinion.

As such, if your customer sentiment reflects a different view and acceptance of (email) security than do Australia's laws, feed this information back into the policy process.

Change is possible, and it will allow your organisation to provide better customer service as a result.

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