www.gov3.co.uk

Digital communication withthe citizens in England and

the experiences with Directgov

Copenhagan

14 June 2005

Who’s speaking

Me Managing Partner of gov3 limited Creator and former Managing Director of Directgov Former director fo e-communications for UK government

gov3 New consultancy helping governments with transformation Made up of senior personnel from UK Office of the e-Envoy Andrew Pinder - President

This presentation

An overview of what citizen-centric government involves, and the approaches which leading-edge governments are taking towards it

Case study in more detail the UK experience via Directgov - which is proving to be highly successful both in achieving high levels of user take-up, and in acting as a driver for transformation within government.

What is citizen-centric government?

What is citizen-centric government?

Start looking at the world through citizens’ eyes, not

government’s eyes

What OECD countries say

OECD countries agree that moving from a provider to a user-centric focus should be a major organising principle for e-government. Putting this into practice is much more difficult.

In general, people see government as complex and unconnected: they do not know where to go for services and they do not often have contact with government.

When receiving government services, users want minimum hassle, ease of access, and consistency.

Increasing the take-up of an electronic service therefore requires that governments develop a real user ‘value‑proposition’ that can be used to both drive the design of the service, and to explain the benefits to users.

Improving rates of take-up of electronic services demonstrates that their value to users is real, as users will only use them if they perceive that they receive a real benefit and not just because of abstract benefits.

All this is aboutputting consumers first

Not what most governments have delivered as “e-government”

Thousands of government websites, all organised round structure of government not needs of customer

Confusing customers – with agencies competing to provide similar services

Replicating the offline offer, rather than exploiting the benefits of technology

Incoherent or inadequate branding and marketing

Absence of systems to learn about the customers government do have, so they can offer them targeted services

What is citizen-centric government?

Citizen-centric government = Directgov

Directgov = citizen-centric government

Citizen-centric government is driven by IT

IT enables citizen-centric government

Citizen-centric government is optional

Globalisation drives citizen-centric government

X

X

It’s about centralising services X

X

Ineffective• Fragmented services, mostly

just info• Government isolated from the

rest of life• Irrelevant and backward looking• Users aren’t there

Indifferent• You can do your business with

government online, and via a single portal

• But the service experience is fragmented and inconsistent

• User needs to provide the connections

Integrated• Government presents a single

face - drawing on the supplier base to create a tailored product

• User needs to state a problem

Invisible• Government is part of life• User doesn’t have to do

anything - it just happens

How do you make sure you get above the line, and stay

there?

Key principles: Obsessive and detailed customer understanding

Build services around customer needs, not organisational structure

Use ability of e-channels to build new sorts of customer value

The Internet dramatically reduces the cost of entry - so we should welcome in the competition

Avoid cost duplication - build it once, scale it up

The answer we gave to the UK Prime Minister in Spending Review 2002…..

Leaders and followers

United Nations benchmarking shows a wide spread of performance

Source: United Nations e-Government Readiness Report 2004. 1: e-participation index covering information, consultation and decision-making, 2: web-government index covering interactivity, transactions and networked presence.

E-p

art

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rity1

E-service maturity2

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0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1

Russia

UK

US

Canada

Australia

Mexico

Chile

Austria

Estonia

Finland

Czech

Denmark

Belgium

France

Germany

Greece

Hungary

Iceland

Italy

Korea

Lux

Netherlands

New Zealand

NorwayPoland

PortugalSlovakia

Spain

Sweden

Turkey

Bahrain

CyprusChina

Slovenia

S. AfricaJordan

Latvia

Lith.

Romania

Malta

IndiaCroatia

Thai

Singapore

Israel

Ireland

Brazil.Japan

Phillipines

Switz

Ukraine

USA, Canada and UK

Portal Destination

USA -FirstgovUK online

CanadaClusters

UKDirectgov

Integration

Where we are going

Citizens want more

Younger citizens think differently and demand more

Global business is setting the pace

The traditional way of delivering government won’t work in the future

We are moving to a

citizen-centric public sector

Directgov

Before Directgov

Started with a portal online delivery model

Me.gov vision for one-2-one online interaction High level vision handed to private sector Delivered ukonline.gov.uk and life episodes Government focused implementation

Directgov

Underpinning principles

Catalyst was lack of take-up Sum of knowledge strategy True citizen centric approach Marketing led Directgov was output Successful

€

?

Web DiTV Mobile etc

One stop e-shop

Customer segmented franchises

€

Directgov performance

UKonline & Directgov Unique Users

0

200,000

400,000

600,000

800,000

1,000,000

1,200,000

April '

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4

April '

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May

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June

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July

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Novem

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Febru

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Ukonline Directgov

Source: UK EgU

The franchise

A standalone business unit

Responsible for a set of customer needs

Acts as the bridge between between citizens, and the horizontal and vertical government structure

Built to a new and rigorous business model – with new skill and new ways of doing things

Operates in a very tight framework of quality and service standards to ensure consistency across franchises

Invisible to the end user of services

Capable of operating integrating all levels of government

Dispelling some misconceptions about a single service

A single entry point does not have to be a central government entry point

Strong branding does not mean that service providers lose their identity

Services do not have to sit on a single infrastructure

But you can’t have a free for all

Some nuts and bolts

The “soft” nuts and bolts Departmental vertical accountability model makes it hard to

advance horizontal initiatives

Departments generally optimize for vertical expenditure efficiencies (often departments optimize by program) rather than whole of government efficiencies

Significant duplication and fragmentation across government

Difficult to establish government-wide ongoing funding models

Historical failures of government-wide initiatives erode confidence

No single point of responsibility and accountability

Lack of “one enterprise” culture and governance

Source: Government of

Canada

Futurology –where it’s going

Where next? ↔

2005 Leaders develop more understanding/expertise Political pressure continues to gather momentum Followers engage and begin work

2006 – 2010 Point of no return for leaders - becomes mainstream Customer pressure now significant factor Key markets develop workable models and realise benefits Industry wakes up – feels impact (of government pressure) Globalisation of operating modes and products now taking hold Second generation products and operating models appear Followers deliver operating models and products Acceleration of change in government from new powerbases

2010 onwards Embedded into the way many governments operate and views itself Benefits realised by most governments Third generation business models and service concepts in place Business re-engineered to deliver this Customer needs/expectations now the lead driver Remaining government now aspire to this model Almost commoditised

www.gov3.co.uk

END

bill.edwards@gov3.co.uk