Creating a Welcoming & Connected City: 311 Youth Engagement Program

A few weeks ago I posed a challenge to my Philly311 Customer Service Programs and Engagement Strategist, Amanda V. Wagner: Create a program that encourages young people to be civically involved. Amanda leads the Philly311 Customer Service Programs and Strategies Unit which is responsible for Philly311’s customer service innovative programs and communications.

She was excited by the idea; however creating the program would be a challenge within itself. Daniel Ramos, Philly311’s Community Engagement Coordinator managed a similar program in the past with the 311 Youth Neighborhood Liaison Program. The experience that Daniel acquired during the 311 Youth Neighborhood Liaison Program would shape what recently became the Youth Engagement Program.

At the core of Philly311’s philosophy is one simple idea. Philly311 connects citizens to city services and resources, and there is a plethora of city services available to people outside of what citizens see on a daily basis. We want to educate adults about those city related services, and especially kids who could benefit most from it. I strongly believe that by being able to engage young talent early we can leave have a positive impression on our profession, help include and engage them to be part of the process to solve problems in their neighborhood and we may influence them to consider a career in government as a profession.

I am proud of one of the organizations we have partnered with on the youth program, After School Activities Partnerships (ASAP). ASAP works to serve the 45,000 kids citywide that spend an average of “20-25 hours a week alone after school between 3pm and 6pm, the most dangerous time of day for youth according to the Police Department.” Organizations like ASAP are a huge resource to citizens and meet a significant need in the community.

The Philly311 Youth Engagement Program (Y.E.P) kicks off in July for five week sessions. Y.E.P’s programming will teach a group of early middle school kids how to interact with Philly311, including a discussion on our award winning mobile app, and how to engage with community resources. Y.E.P has partnered with several City of Philadelphia affiliated youth programs to provide a well-rounded roster of opportunities. Under the supervision of Amanda V. Wagner, and Director of Communications for Philly311, Gabriela Raczka, the program has created long lasting alliances with our community partners.

I am grateful for a great Philly311 team that shares my passion for government customer service, and I’m looking forward to the feedback we’ll receive and the impact the program will create for the children of Philadelphia.

Rosetta Carrington Lue is the City of Philadelphia first Chief Customer Service Officer. She is a dynamic leader in the fields of Customer Experience, Contact Center Operations, Social Media, and Community Engagement management in both public and private sectors.

Here We Grow! City of Philadelphia @Philly311 Receives 2015 CRM Excellence Award

Congratulations to the City of Philadelphia Philly311 Contact Center for being awarded the 2015 CRM Excellence Award.

Thanks to the great staff at Philly311 who continues to set the bar for customer service excellence at a high level in local government.

“The 2015 CRM Excellence Award winners have been chosen on the basis of their product or service’s ability to help extend and expand the customer relationship to become all encompassing, covering the entire enterprise and the entire customer lifecycle. Based on hard data, facts and figures, each CRM Excellence Award winner has demonstrated the improvements their products have made in their clients’ businesses.

‘The 2015 CRM Excellence Award winners are industry leaders in CRM products and services who have demonstrated a commitment to their customers and clients. All of the winners have substantially improved the processes of their clients’ businesses by streamlining and facilitating the flow of information needed for companies to retain customers,’ said Rich Tehrani, CEO, TMC (News – Alert).”

View additional information about the award here:  http://cloud-computing.tmcnet.com/news/2015/04/30/8183290.htm

Former 311 Executive Appointed as 1st State of NY Customer Experience Director

I was very excited to learn a NYC311 executive recently landed a critical role to lead the customer experience for the Governor of New York Andrew M. Cuomo. This cabinet level appointment continues to solidify the movement across all levels of government to engage, connect, and continue to improve the customer experience interactions.

Let’s give Saadia a big round of applause. Best wishes and much success in your new role.

As government continues to drive towards becoming customer-centric and collaborative organizations, recruitment of senior leadership with customer experience expertise will be in demand. According to author Jeanne Bliss, the goals of the Customer Experience Officer are to:

Engage the organization in managing customer relationships.
Create a persistent focus on the customer in the actions the company takes.
Drive the organization to work together for optimum customer experience delivery.
Support leaders in their role as cultural leaders in the transformation journey.
I look forward to seeing more cabinet level (C-suite) customer experience leadership appointment announcements in government.

Saadia Chaudhry has been appointed Director of Customer Experience for the Executive Chamber. In this role, she will help drive a range of high-priority projects to improve customer service for citizens and businesses. Previously, she held a number of positions at New York City’s 311 Contact Center, most recently as Customer Strategy Director, overseeing all aspects of customer experience and quality across multi-channel platforms, and, prior, as Contact Center Director and Director of Training & Quality. Ms. Chaudhry has a B.S. from Binghamton University.

Governor Cuomo Announces Administration Appointment
https://www.governor.ny.gov/news/governor-cuomo-announces-administration-appointments-16

NY Governor’s Opportunity Agenda Book (see page 33) http://nysbroadband.ny.gov/sites/default/files/documents/2015_Opportunity_Agenda_Book.pdf

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.

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

City of Philadelphia & a Local Tech Startup Commonality? Great Customer Service!

In the past, the City of Philadelphia’s Philly311 TV has focused on the inside of City government; interviewing City employees and officials from behind the scenes. However, in an effort to depart from the traditional idea of customer service excellence in government, I am looking outside of City government for efficient strategies. With this in mind, I have divided the third season into two parts, and have included a customer service series where I can highlight citizens of Philadelphia who excel at customer service excellence.

In this first episode the City of Philadelphia’s Philly311 TV, the team met Jason Rappaport (CEO) and Raheem Ghouse (CFO) of Squareknot. For Squareknot–a local Philadelphia start-up that creates step-by-step guides–the customer experience determines whether or not their product is utilized. Check out the episode to learn more about Squareknot and how private and public sectors are collaborating and sharing practices to better engage customers.

Are you interested in being in one of our Customer Service Excellence episodes? Please contact me or Amanda Wagner, Philly311 TV Executive Director at amanda.v.wagner@phila.gov.

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.

Talk the Talk: 9 Government Customer Service Terms You Should Know

It may seem like basic information, or at least something that Google could solve, but you would be surprised how often undefined terminology gets the better of people in the work place. We’ve all been in similar circumstances; perhaps your boss asks you to complete a task, but includes a phrase or two that you are unfamiliar with. A lot of the times, people are afraid to ask for the definition of a word, which can result in general misunderstandings and unfinished tasks. I’ve personally faced situations like these.

As a member and founder of several initiatives and programs, I’ve run into this problem. I’ve experienced moments in meetings when a group has had to stop and clarify. Language consistency is a critical element of working efficiently and effectively. Below are a few terms that have become part of my every day as a Chief Customer Service Officer.

Citizen Engagement

According to the United Nations Public Administration Country Studies, “Citizen engagement in public administration implies the involvement of citizens in decision-making process of the State through measures and/or institutional arrangements – so as to increase their influence on public policies and programmes ensuring a more positive impact on their social and economic lives.” Citizen engagement is what we rely on when it comes to operations and it is reflected in the City of Philadelphia’s many initiatives, like the Citizen Engagement Academy, Neighborhood Liaison Program, and the Youth Neighborhood Liaison Program.

City Services

City services, also known as municipal services, are services that city government offers and provides, like trash clean up or graffiti removal.

Customer

Within the call center community, “customer” and “citizen” are often synonymous. Our customers, those who are calling for city information and city services, are citizens.

Customer Experience

Customer experience is frequently lumped in with customer service; (though it is the foundation of it) customer experience is the long-game. Customer experience is the total experience, and every interaction the customer has with the supplier. As a city contact center, customer experience becomes all encompassing. The citizen’s experience often goes hand in hand with their experience with all city services and not just the call center itself.

CRM

CRM stands for Customer Relationship Management: a system that manages customer interactions. The system tracks, manages, records, and stores pertinent data. For a contact center, a high functioning CRM is imperative for maintaining internal and external customer relations.

Emergency

As a non-emergency contact center, knowing when to call 911, opposed to 311, is important. An emergency is classified by something that needs immediate attention, and something that may be dangerous or life-threatening.

External Customer

For the private sector, external customers are those that sign the check, so to say, but for the public sector these are our citizens.

Internal Customer

Internal customers are on the inside. They are your employees, stakeholders, and people who are directly connected with the organization. In many ways internal customers differ from external customers. Both internal and external customers should receive equal attention for the best overall outcome.

Service Requests

Service requests are requests from customers asking for specific services to be completed. A good example of a service request is a request to clean up a vacant lot. A citizen calls in, provides the location of a dirty vacant lot, an agent then puts in a service request with the Community Life Improvement Program, (CLIP) and the lot is cleaned within a timely manner.

Do you have any tips about language consistency? Are there any terms that confuse you? Leave a comment!

Photo credit:  Martin Cathrae