Transformation 2.0: The Kenyan Citizen's Service Portal
Adam Nyaga ± GM, Business Applications, Seven Seas Tech.

Connected Government Summit - Mar 2010

Imagine «
± I Lost my Wallet!
‡ Online service to apply for lost ID, Voters card, NHIF card, PIN certificate, etc ‡ Online or on my mobile phone, I enter a police abstract no., select a list of government documents that I need, submit required payment amount via MPESA ‡ I get an SMS next day alerting me to collect my ready documents at the nearest govt office

± I d like to start a business
‡ I call a government short code from my mobile ‡ A government agent at the other end picks up the call, takes me through a set of questions, provides me some guidance on the phone ‡ I receive an email/letter with a summary of the call, a list of all requirements to start my business, and all required forms attached ‡ If I don t submit the documents back within a month, I receive a call from a government agent seeking to know if I have ran into a problem for which they can assist

± When will I receive my pension cheque?
‡ I send an SMS to a government short code with my ID info ‡ A government agent checks that am eligible for pension, looks my record up in a system, and calls me back to say that my cheque will be posted by mail in two weeks

From Customer Service to Citizen Service «
± Customer @ Safaricom
‡ 15 million subscribers ‡ 1400 customer service agents ‡ 8 Customer Service Channels: Contact Center, Retail Shops, Self-Service (IVR, Mobile Short-Code, Web Based), Correspondence (Email, Fax, Letter) ‡ A customer-centric approach

± Citizen @ Government
‡ Approx. 40 million citizens ‡ X number of government agents directly serving the citizen ‡ 4 Citizen Service Channels: Government Offices, limited self service (web based, mobile short code), Correspondence (Letter) ‡ A government office-centric approach

‡ Is the Safaricom multi-channel approach to customer service a good model for the government to follow? ‡ Can we transform the Citizen s Service Experience to even better the private sector levels?

Some of the Challenges Today «
± One to one mapping between government service desk and Ministry/Dept, creating multiple, single-purpose touch-points for a citizen seeking government services
‡ Inefficient service to the citizen, causing them to procrastinate their interactions with government. ‡ Delayed remittances to government from citizens impact collections, creating budget deficits with further negative economic effects downstream ‡ Government is Government: The Citizen ideally wants a single point of service from the Government, able to make remittances and receive services in real-time, without delays

± Limited reach of government service channels
‡ Not enough exploitation of available technology e.g. mobile phones, internet to easily reach all economically active citizens with government services ‡ Example: There are 15,000 MPESA outlets, vs. Hundreds of govt remittance offices

± Slow turn-around of information between government offices, paperbased record-keeping
‡ Physical nature of information movement through paper records takes long, sometimes resulting in a time lag between when a citizen pays for a service and when it is rendered ‡ Paper-based records are easily vulnerable to misplacement and manipulation, resulting in delayed or missing service fulfilment for the citizen

Choice of Approach «
± Efficient vs. Effective Service
‡ Efficient implies use of less resources than before to produce same outcome ‡ Effective implies use of same resources as before to produce a more satisfactory outcome ‡ The efficient approach is automation and systems-driven, the effective approach is more human integration at the beginning ‡ Both approaches eventually result in the same positive outcome at the end of the implementation life cycle, but the effective approach brings tangible benefits to the citizen sooner than the efficient approach

Choice of Tools «
± A CRM system for a common front-end across channels
‡ A good CRM system provides a 3600 view of the citizen. This means that all relevant information held by the government about each citizen is readily available from one common system, and most services are rendered from a common system ‡ CRM s enable a Case Management approach to citizen service, where each citizen interaction with a government touch-point is recorded and managed via a consistent, well-defined process with monitored SLA s

± A Service Oriented Architecture for back-end integration
‡ Single point of service approach requires integration with various ministry and government agency systems in the backend where information is mastered. In the typically complex government organization structure with application silos, a SOA approach is the only feasible way to achieve this.

± A Business Intelligence and Service Analytics platform
‡ This enables government to constantly review service provision metrics, for continual improvement of citizen service ‡ A good BI platform can automatically collect and analyze service information from the CRM system and integrate it with info from other sources to provide a wholesome view

± Integration with strategic third parties for value added service provision
‡ For example, MPESA is a very convenient tool for government to receive/issue citizen payments through, increasing government services reach through mobile phones

Evolution of Citizen Service «

The Transformation «

Next Steps «

± Identify Initial Government Services/Ministries to target
‡ Identify the quick-win services, based on expected impact on the citizen, and simplicity of implementation ‡ Start with simple services that only require information feedback and citizen remittances

± Identify the strategic approach, tools and and technology partners
‡ Select the approach based on priority of government (efficiency vs. effectiveness) ‡ Select the tools and technologies to use based on proven implementations and solid innovation roadmaps from the product vendors and implementation partners ‡ Select implementation partners based on their proven competencies and local availability ‡ Start with an IT enterprise architecture exercise for government which will support future growth/change in government services as well as support government in quick adoption of new technology evolutions

± Implement pilot deployments
‡ It is important to first roll out some pilot sites so as to assess the outcomes of the selected approach, tools and partners ‡ Will help also to identify the high-impact areas for citizens, inherent problems that should be mitigated or strengths that should be enhanced in the ultimate complete rollout

Our Service Offering Portfolio Customer Relationship Management (CRM) Enterprise Resource Planning (ERP) Service Oriented Architecture (SOA) and Enterprise Application Integration (EAI) Business Intelligence (BI) and Data Warehousing Enterprise Content Management (ECM) and Knowledge Management (KM) Sales Performance Management (SPM) Vertical Solutions for Banking and Financials Vertical Solutions for Telcos Vertical Solutions for E-Government Custom development requirements

Our Profile ‡ a leading provider of integrated business and technology solutions across Africa in the Financial, Telecom, Real Estate, Service Industries and Government, in partnership with Global Technology Industry leaders ‡ our Core Motivation is defining Service Excellence in Technology driven business solutions. Incorporated in Kenya in 1999 Founded by its current Group CEO Aureos Africa Fund LLC, 22% Equity Investment. 100-strong staff, operational in Kenya, Uganda, Rwanda and Ethiopia. Partnership in West Africa (Nigeria) Turnover: 15m USD (2008), 19m USD (2009)

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