Tag Archives: Citizen Engagement

Return on Investment (ROI) Model in Government – Does It Really Exists? Maybe…

The question of how government can track the success of profitless projects comes into question on a regular basis. It is easy to follow a dollar. Money leaves tracks, but how does local government leverage private practice metrics to better inform future projects and practices?

Non-profits use a different measure of value to reflect a more impact-centric formula to measuring ROI. Monetizable outcome and value have taken command of the popular imagination, yet motivation, beliefs, and ethical practice are equally important, and have defined value in the public sector. Regardless, the bottom line is investment creates more investment.

According to a 2008 report from the ROI Institute, and comprehensive measurement and evaluation process data from over 200 organizations, “Global trends in measurement and evaluation” indicate “increased focus is driven by clients and sponsors,” and “ROI is the fastest growing metric.” These two factors demonstrate that increased focus for an organization is directly impacted by the return. Impact can easily be interchanged with the public sector’s definition of value.

The relationship between return, and exterior financial support, points to an across the board paradigm shift between all sectors. Activity is no longer sufficient evidence to justify activity. Activity–whether it is a program, a project, an initiative, or the creation of a product–must be result based. In this there is a need to abandon ambiguous performance measurements, forge more social partnerships, and use efficient CRM systems that capture data. With this paradigm shift, we see government adapting to result based processes.

Dr. Jack Phillips and Patricia Pulliam Phillips note in their review, “Using ROI to Demonstrate HR Value in the Public Sector: A Review of Best Practices,” that ROI methodology is currently being used in the public sector in a multitude of ways by entities like the USA Veterans Administration, Australian Department of Defense, and U.S federal government agency. These entities are using ROI to “demonstrate program success and impact of training on educational programs,” “measure the impact of a new human resources information systems,” and to “measure the cost benefit of a master’s degree program conducted on site by a prestigious government.”

The emphasis on managing data isn’t simply a sporadic interest in government, or a trend that the public sector is suddenly jumping on board with. From a federal level the 2002 President’s Management Agenda (PMA) pinpointed five government wide goals that have influenced this contemporary line of thinking. The goals speak to the need for strategic management of human capital, competitive sourcing, improved financial performance, expanded e-government, and budget and performance integration. The PMA’s goals indicate a need to find a comprehensive formula for combining ROI metrics and analytics that support social impact, program evaluation, and quantitative data to measure both a monetary and a non-monetary return. The outcome of finding this formula would result in more than just saving a few bucks, and could potentially result in productivity and quality increases.

In an earlier document from the ROI Institute, Dr. Phillips provides an example of what this would look like:

“In a government setting, cost savings measures are available from every work group. For example, if a government agency implements a program to improve forms processing–a productivity measure is number of forms processed; the quality measure is the error rate on processing forms; a time measure is the time it takes to process the forms; and a cost measure is the cost of processing forms on a per-unit basis. Improvements in work unit performance in a government setting have many opportunities for program benefits that can be converted to monetary value.”

One of the ways that the Third Sector Organization (TSO), in the United Kingdom, has attempted to qualify social value of their sector is through developing a methodology: Social Return on Investment (SROI). The goal of SROI is to translate social, economic, and environmental benefits into monetary value. Yet the SROI isn’t necessarily applicable to individual programs and initiatives, and still prioritizes financial measurements over, say, what a social audit would result in: qualitative information combined with financial data that informs internal performance.

Ultimately, even with the strides that the TSO has made, there is still a global gap in knowledge when it comes to gauging impact on smaller scale profit-less items. A 2013, working paper from the Tellurid Science Research Center concluded on a similar note, stating:

“There is an extensive body of grey literature on impact measurement practice, however this has tended to be small-scale and boosterist in nature. The field has also suffered from a lack of theorisation of key concepts and critical appraisal of previous research, with a few exceptions. A number of studies are emerging which attempt to address this theoretical and empirical gap, but in general empirical research on impact measurement practice in the UK third sector, particularly which organizations and subsectors are undertaking impact measurement and the practices and tools they are using, is limited.”

Though there are limitations, the potential remains there for the public sector to find an all encompassing return on investment model, however no formula or practice standard exists at the moment. BUT there is still hope!

How are you measuring the ROI or SROI in the public sector? I would love to hear your feedback and suggestions.

Day in the Life of 311 Director Rosetta Carrington Lue

Dr. Stephen Covey, in his prequel to the “7 Habits of Highly Effective People,” “The 8th Habit: From Effectiveness to Greatness,” outlines the four steps to finding your voice:

1.What are you good at?

2.What do you love doing?

3.What need can you serve?

4. And finally, what is life asking of you?

For me, the answers to these questions overlapped, and lead to my current position as the Chief Customer Service Officer of the City of Philadelphia. Check out my “Day in the Life” episode, created by Philly311 TV, and learn about how I found my voice.

“Day In the Life” series is a way to show our constituents the human side of government. By highlighting the day to day of government workers, “Day in the Life” series transparently, and artfully, demonstrates individuals connection to the communities they serve.

Planning for the Future of Digital Services in Government

blog picI was recently asked in an interview with Govloop, a government focused social network and online publication, about how the City of Philadelphia is engaging citizens through digital services. Government is changing, and the conversation is no longer about why we need digital services for engagement initiatives, but how we can use them. The key to engaging citizens through digital services relies on getting to know your audience, having a strategic plan, using a wide range of channels to communicate with your customers, and listening to feedback.

The design of our digital service platform is entirely informed by customers. Both our internal and external customers’ wants and needs determine the service we will provide. Having a clear definition of your stakeholders, and framing your relationship around the question of, “how can we make you successful,” is pivotal.

In government, we have to be cautious about spending; as a result, the voice of the community must define what we prioritize in service. Like I mentioned in my interview, “We look at everything in order to define what we want to design…you have to bring the customer’s feedback to the table, not just the internal people. You need everyone’s ideas, but specifically you need to know what your customers want and then design something around meeting their needs.”

Data trends become more crucial when determining citizen needs. As citizens adapt to mobile lives, we see a need to meet the citizens where they are. Forty percent of Philadelphians do not have access to Internet in their homes; however, most have access to mobile devices. Knowing that we have to meet our customers, social media becomes an influential tool. For example, the City of Philadelphia Philly311’s Twitter and Facebook accounts, are able to connect with communities on an inherently social platform. Social media also offers us an opportunity to observe trends; what people are talking about, and what topics generate the most conversations. Being the 5th largest City in the US, means that individual communities have needs that are specific to that neighborhood. Monitoring social media is an excellent way to manage the various voices throughout the city.

In addition to social media, surveys are crucial in getting to know one’s audience. By taking surveys, we collect data that speaks specifically to issues. However, noticing trends, leveraging social media, and collecting data, means nothing if that information isn’t being put into action. Planning a communication strategy is imperative to creating a mainframe for the dialogue. Once you know what is working, creating a blueprint of how you got there, you can apply that template to other initiatives.

Find out more about what’s trending in government digital services, here:https://www.govloop.com/resources/future-digital-services-five-trends-transforming-government/

8 Tips to Get Your Team Using CRM in 2015 by Michael Hanna

A CRM implementation is more of a cultural change than a technological change. That’s because adopting a new system requires changing habits, and changing habits is hard. It’s hard for those who want to change, let alone those who do not.

Most people demand change, but resist it when it comes. Resistance to change is natural, so it’s crucial to help CRM users through the process of embracing change. When it comes to CRM adoption, users need your help, they need your reinforcement, and they
need that culture of accountability.

Here are four practical, actionable steps before, during and after the CRM launch.

1. Be Aware of Data Integrity

System-to-system consistency, or the integration of multiple systems, is crucial for a strong cadence and user adoption. If you’re migrating from one CRM to another, or merging CRMs, or changing CRM providers, ensuring the data is successfully merged and consistent is crucial to having data integrity. Without data integrity, this process often results in duplicate data, unstandardized or inconsistent data, and missing data. Preparing for these data mishaps in advance, as well as having tools in place to clean and prevent them from happening, will ensure CRM system integrity.

2. Be Clear About the Goal of CRM

Your CRM users are looking for the why behind the CRM system. If you’re not sharing this insight, you’re wasting your CRM investment because users simply won’t adopt it. Deliver clear rationale and a cause for your CRM. As a sales example, CRM gives users visibility that enables continuous sales improvement.

3. Hold CRM Users Accountable

It’s important to empower your CRM users, and CRM adoption should focus on that. However, empowerment without ownership is going to lead to neglect. You can give your users the most pristine, high-end CRM, but if they don’t care, they’re not going to use it. Establish the CRM users as the owners of the CRM, and then, in the context of ownership, empower them to use it. Otherwise, they’ll be negligent and passive.

4. Manage Detractors

If you’ve got ten sales reps using your new CRM, and eight of them are adopting it beautifully while two of them are struggling, you must work hard to get the two back on track. Stay strong and don’t lower your standard, or else the other eight are going to start to slack as well. By not diminishing your expectations, holding users accountable, and providing help and assistance, all 10 sales reps will be completely on board.

5. Demonstrate Real Results

Look for opportunities to showcase the relationship between CRM adoption and the positive sales performance that results from it. Explicitly call these results out when they happen. Here are three examples of these opportunities.

Sales reps quickly follow up on leads delivered in real-time via the CRM resulting in higher lead conversion. Call it out!

6. Provide Ongoing Support

Be extremely responsive to the sales reps’ questions and challenges, and try to support them in real-time. Refer them to your documentation and add their questions to your feedback list if you haven’t addressed it in your documentation.

7. Be Mobile

Reps do not want to have to go back to their desk and spend an hour everyday updating a CRM. This creates detractors. Allow users to update the CRM system in real-time, including while they’re in transit, when they’re coming out of a meeting, and so on. Mobile CRM enables users to access their CRM without pulling out a laptop and connecting to WiFi. Mobile deployment is a critical part of CRM user adoption.

8. Keep the User in Mind

Don’t introduce so much change that users can’t swallow it, and they can’t adopt it even if they wanted to. Pushing too hard or too much will deepen the mindset of existing detractors and create new ones. Your CRM success will only be as strong as the rate at which it can be adopted, not the rate at which it can be implemented.

The CRM adoption process is a journey, not a destination. When asked if the CRM adoption process is ever done, the answer is simply, “No, it’s not.”


Read more at http://www.business2community.com/customer-experience/8-tips-get-team-using-crm-2015-01135865#roodxkOyQwshISmO.99

6 Trends Shaping Government/Citizen Relationships by Timothy McCormick

I found Salesforce Timothy McCormick’s blog post on the citizen engagement initiatives within the City of Philadelphia, including the launch of the new 311 non emergency Customer Relationship Management (CRM) software, was on point as it pertains to the growth of excellence citizen engagement and experience in the public sector.

Below is an excerpt from the blog and link to the entire blog post for your review.

Citizen engagement is less than desirable–with long lines, lots of paperwork, and the confusion of a bureaucracy make it hard for citizens to access the right information. How often are citizens reporting issues vs. commenting (or complaining) on a soap box over social? How many elected positions ran with uncontested candidates in your last election?

Timely responses. How many times have you thought, “What more can we do to make this move faster? Why does progress on XYZ project seem to move so slow compared to everything else in life? How can we possibly do more with stricter budget and fewer resources all around?” Not only does this make it hard to motivate teams, but also it causes citizens to lose faith as they see responses lag and vague delivery commitments, impacting the government’s respectability from the perspective of their customers.

Transparency is difficult to deliver. Without transparency into the decision making process, progress against a request, or delivery impactors, citizens are left to make assumptions, that when paired with a lack of trust, tend to have a negative impact on relations with their governing bodies. Do you feel like this has impacted citizen relationships with your organization(s), such as relations with local politicians, or the police department?

So why all of the sudden are these pain points more prevalent? Why is citizen engagement stagnant, or in some cases dropping? Why does the gap between timely delivery and citizen expectation seem to be growing, no matter what? Why is providing transparency so much more difficult today?

The answer is easy: impact of technology trends and transformation. Here are some trends to consider:

Mobile

Mobile gives citizens the power to connect to their government anywhere, anytime–and they have come to expect that level of engagement now that mobile is commonplace. This is good for government, as always-on citizens give organizations the ability to collect more data in context, enabling leaders to prioritize with more accuracy and be more aligned with what citizens care about all around.

Social

Anywhere, anytime citizens tend to be anytime, anywhere customers. This means they have come to expect social interfaces as the user interface as much as they expect mobile accessibility, giving them an always-on receptacle for comments, inquiries, and request status. Social Platforms help governments meet these demands in a scalable, cost conscious way by supplying a transparent and collaborative platform for engagement that is friendly to Q&A at the pace of conversation.

Apps

With technology expanding an organization’s potential reach, apps are becoming more and more popular as an internal asset. They are easily adapted to the next big mobile or tech trend (think apps for the Apple watch), helping organizations modernize/rationalize dated infrastructure at the pace of their citizens.

Connected Products

More and more devices are coming online, revealing data that could never before be captured. While many organizations we talk to see this as a daunting, overwhelming force to be reckoned with, it’s not! By connecting ordinary objects, such as busses, trains, or stoplights to the internet, (made easier to service with apps on a common platform!) citizens will start to expose behavioral patterns that…

Data

Unlock all kinds of data never before detectable. With increased data availability, variety, and context around everyday activities and citizen behavior patterns, officials can better inform government strategy and resource planning. If you are interested in learning more about how to apply and benefit from a data strategy, join us for Philly Innovates. Mayor Michael Nutter and his team are hosting the first-ever Innovation Summit live in the city, and will share how they addressed these tech trends to realize bottom-line benefits.

1:1 Journeys

Customer experience–and therefore citizen experience–is the new differentiator, as new technologies enable customized, personal, more meaningful experiences with a given organization. Just look at how taxi services have morphed so quickly with companies like Lyft and Uber breaking down barriers between private and public sectors, changing the competitive landscape like government has never before seen. There is no reason why agencies can’t take this same approach to citizen services.

Click here to read the entire blog post: http://blogs.salesforce.com/company/2015/01/6-trends-shaping-governmentcitizen-relationships-.html

Implementing a Government CRM? Toss Out the Playbook!

As the City of Philadelphia Chief Customer Service Officer, I was responsible to led a project team to procure and implement a new city wide CRM (Customer Relationship Management) platform for nearly three years now. The platform will improve the City’s ability to communicate with citizens and internal departments, increase employee productivity, as well as, create a social platform around 311. The CRM will facilitate collaborations between neighbors and stakeholders encourage them to share practices, and organize events to better their communities.

Like any project, we have experienced ups and downs. I would be lying if I said that the journey hasn’t had unanticipated hiccups. Inevitably with a project of this magnitude, there are bumps in the road. Some of these challenges are foreseeable, and accounted for in the very beginning, and others reveal themselves in the process.

In February 2014 the City of Philadelphia kicked off the CRM implementation and a new era of citizen engagement. Before we were able to introduce the project throughout the City, we spent months planning, collecting data, and journey-mapping to ensure that the customers’ needs would be met and their expectations exceeded. Yet in that mission there were some obvious challenges. Anytime you, or a company, are implementing new technology, managing change for a new environment should not be underestimated. Also new and refresher training for your various stakeholders have to be a high priority. However, who needs to be trained, and when they need to be trained, often fluxes in relation to a number of factors. When schedules, resources, and strategies change in the process, you have to remember to be proactive and not reactive.

Embrace and face change. This isn’t to say that you should spend all your time planning for the unexpected, but to rely on your greater objective as a source to keep from getting discouraged. Part of being a project executive means establishing a strategy to confront the unexpected opposed to simply reacting to them as they come along. Don’t spend too much time planning for what cannot be planned.

Good news! The City successfully launched full implementation of the new CRM on December 8, 2014 to serve 1.5 million residents, businesses, and visitors in addition to 28,000 employees. The procurement and implementation journey has been long, but certainly worthwhile. With every mention of the new CRM I can’t help but to thank the people who have supported this process. A big thank you to Mayor Nutter, Executive Sponsor and City Managing Director Richard Negrin, Chief Innovation Officer Adel Ebeid, Philly311 staff, Unisys, Salesforce, ICMA and all internal and external partners.

Regardless of the inevitable challenges we’ve faced, the ultimate outcome: a transparent government that prioritizes its citizens, is what makes bumps in the road, simply that.

Stay tuned for news of our PhillyInnovates summit on February 18, 2015 in partnership with Salesforce and the local tech community. This will be a huge opportunity for the community and other key stakeholders to learn about the whos, whats, whys, and hows behind how the City of Philadelphia is connecting with its customers.

10 Things Revolutionizing Customer Experience in City Government

As the year 2014 closed, I can’t help but to reflect on all that the City of Philadelphia has accomplished in the past year. With the implementation of a new Salesforce customer relationship management system (CRM), new partnerships, and program expansion, it has been a long year. It has also been a year that has brought us at the City’s 311 Contact Center closer to fully realizing our big goals. We are on the cusp of a movement. We are aggressively steering away from what traditional government has been, revamping our customer service strategy, and leading the nation with an innovative approach. By incorporating private sector methods, and platforms, to better our customer experience, we have been working to revolutionize the way government operates.

Here are a few things that are changing city government, and in a very big way.

1. The Customer. Understanding that the citizen is our customer, and using those terms as synonyms, has reoriented our general framework. Our customers are unique because they are citizens! The citizens’ customer experience expands beyond providing city services. Every improvement we make for our customer affects their quality of life.

2. Executive sponsorship from the City’s Mayor and Administration. Having people who share your desire to create a city environment of customer excellence, has been imperative to the process.

3. Citywide Senior Leadership follows suit in understanding and supporting our movement towards a progressive and transparent city government. Support from senior leadership influences and facilitates change in every step of the journey. These folks are more than okaying improvements, they are standing by them, and pushing them to the next level.

4. The City’s Customer Experience strategic goal: “Government Efficiency and Effectiveness.” A focus on efficiency and effectiveness is imperative for city government, and the Mayor’s goal is a constant reminder of what type of experience we should be crafting for our customers. Keeping this in mind, sets a mindset of progress.

5. The Innovation Lab meeting space. The Innovation Lab encourages creativity and gives us a designated space for our citizens to generate new ideas. The Lab is another extension of how the city is bringing the customer further into the conversation, and also helping them lead the conversation.

6. The Neighborhood Liaison Community Engagement Program. A community engagement program is just one example of programming that we have implemented to give our customers self sustainable tools. In the last year the program has doubled in size from 600 to 1,200 contributors. This increase demonstrates an increase in trust towards city government. Citizens are seeing results and relying on us more and more.

7. Having a Staff that Cares. Public servants should always there for the citizens, and realize that they are a direct reflection of the city they work for and love. Understanding our common objective, fosters a motivated and caring internal environment.

8. Customer Service Officers. Customer service is no longer limited to City Hall. With people like Customer Service Officers, we are out in the internal city agencies and departments and impacting people where it counts.

9. Partnering In and outside of the City. Especially with the implementation of the new customer relationship management system (CRM), private partners have played a significant role in helping us move towards our goals this year.

10. Taking Notes from business and tech communities. Paying attention to what private sector companies are doing, and translating them into our own practices, sets us a head of the curve.

The list could easily go on, and will as 2015 unfolds. I am excited about the future and so are the citizens.

Tell me what’s changing your industry and what you look forward to in the New Year.