Citizen Relationship Management Portal - Pilot Proposal v04

Citizen Relationship Management Portal

Public-Private Partnership Model Proposal

BackgroundContext:• Kenya Government generates a huge amount of information which, albeit

useful, does not always get to the public for various reasons.• To the average Kenyan, the Government is seen as a complex, inaccessible

organisation and they often do not know where to direct their queries. Solution: • In order for the Government to respond to the people’s needs, information

dissemination must be streamlined and all Government agencies should share information and approach the public together.

• A central information point and a short code telephone number that would be used by the public to seek information.

Access points for citizens:• Non-emergency service number (first pilot)• Emergency number• Disaster response number

• The Kenya ICT Board has proposed a PPP model to actualize Citizen Relationship Management for Government, as one of the actions from the Connected Government Summit 2010

– The objective of the Government CRM is to provide easy-to-reach, multi-channel access to the citizens for government services, i.e. Contact Center, Mobile USSD and SMS, Online Portal and Digital Villages.

– The CRM is to provide a single “branded” government contact number for universal access to Kenyan government services for the citizens across different channels, with a case management approach and set Service Level Agreements for various services

– The CRM initiative is aligned to the objectives of Government Shared Services Center project– Start with a pilot across all channels but limited to a few ministries/parastatals, and with a limited

set of enquiry services. This will provide key learnings for further rollout. The ministries identified should have a reasonably high level of automation already in their processes

– Rapid results expected, with rollout of pilot required in 100 days

• A PPP core team formed comprising of Seven Seas Tech, Safaricom and KenCall, who will work together with the ICT Board and ministries to deliver the pilot

• A team of potential supporting partners, including Cisco, Microsoft , Oracle, Accenture, Deloitte, Symbiotic and HomeBoyz formed to provide synergies and any necessary technological and resource support

Proposed PPP to Deliver Govt CRM

• The following approach has been recommended:– Start with a pilot covering 3 government ministries/parastatals: KRA, Company Registry

and Immigration Ministry have expressed willingness to be in the pilot– Proposed list of ministries/parastatals to pick from for the pilot: KRA, Immigration, KIE,

Company Registry, Ministry of Health, Judiciary– The members of the core team to provide the resources required to deliver and operate

the pilot and ultimately the full rollout. The initiative to be funded from a PPP model, which means that the government does not invest money, therefore the private sector partners must have a mechanism to charge the citizens for access to government services via the CRM, and in turn share the revenue from these charges.

– Seven Seas Tech to lead the initiative from the private sector side– ICT Board to champion the initiative from Government side– Safaricom to propose a simple, easily memorable short-code(s) for the government, to

be used both for contact center and mobile (ussd, sms) access by the citizens– Safaricom to provide branding expertise for the project and the service, and to come up

with a catchy name for the pilot project– ICT Board to take the lead on drafting the concept paper and presenting to Cabinet on

the 7th of April 2010

Approach for Pilot

Overview of Delivery Model

Online Government(Internet)

Email/FaxCorrespondence

Contact Center

The Citizen

M-Government(Mobile Phone)

Private Sector Contact Center ChannelsSafaricom/Kencall

Citizen Relationship Management Portal(Using a CRM Platform)

Government Offices Digital Villages

Citizen Self-Service ChannelsSafaricom/SST/Government Internet Dev

Common CRMDatabase

Govt CRM Cross-Functional 2nd Line Escalation Team

Made up of Ministry/Parastatalstaff co-located at a private call center

Ministry/ParastatalStaff

Ministry/ParastatalStaff

Ministry/ParastatalStaff

Ministry/ParastatalStaff

Government StaffGovernment

Digital Village StaffSafaricom

Private Sector ITSeven Seas Technologies

Government StaffKRA, Company Registry

Government StaffImmigration Ministry

Government StaffKRA/Company Registry/

Immigration Ministry

A good example• The eGovernment Portal of The Kingdom of Bahrain provides online, contact center and

email access for citizen service• http://www.bahrain.bh/wps/portal• [email protected]• (+973) - 80008001

• Other examples include the 311 non-emergency government contact number in US states and 115 government service center number in Germany

311 New York311's mission is to:•Provide the public with quick, easy access to all New York City government services and information while maintaining the highest possible level of customer service.•Help agencies improve service delivery by allowing them to focus on their core missions and manage their workload efficiently.•Provide insight into ways to improve City government through accurate, consistent measurement and analysis of service delivery Citywide.

• Need to initiate 4 workstreams to deliver an operational CRM Portal , some of which require government approval:— Service Preparation: Set the scope of services to be delivered per channel. Develop a searchable

knowledge base of government services, using a content management system which is then linked to the CRM system. Prepare online versions of government forms and templates. This will require close collaboration and information sharing by government with private sector entities.

— Build the Technology infrastructure, Telephony and Application Software: Set up and configure the infrastructure, equipment and applications needed to support an initial number of contact center agents and other channels for the CRM pilot. Endeavour as much as possible to re-use the assets already existing with various team members for the pilot phase.

— Citizen Service Processes Re-engineering: Introduce new business processes around government services to support the level of service expected by the citizen via the new channels. Establish reasonable SLA’s and measurement indicators which can be used to evaluate the successful delivery of service via the CRM channels. Introduce the concept of a co-located government cross-functional team which requires empowerment of the team members to be able to resolve specific citizen issues within the team without escalation. Introduce a Case Management approach to citizen service.

— CRM Roll-out: Training affected government and private sector staff on new processes and systems. Sensitizing the public on the newly available citizen service channels. Continuous monitoring of the pilot to catch any upcoming issues/successes, and make necessary interventions. Public communications, staff relocation for training will need government approval.

Moving Forward

— Seven Seas Technologies: — Lead the PPP team initiative, coordinate all activities— Provide and configure the CRM applications to support the pilot

— Safaricom: — Provide call charging and revenue sharing service for the PPP team— Provide call center infrastructure— Provide mobile channel (USSD/SMS) infrastructure

— KenCall: — Provide call center infrastructure— Provide agents to answer calls and USSD/sms, emails, faxes messages

— Accenture— Provide advice on the commercial model and pilot

— Deloitte: — Provide project management consulting for the initiative

— ICT Board: — Champion the PPP team initiative in Government— Facilitate any internal Government processes to get the pilot off the ground

— Participating Ministries (KRA, Company Registry and Immigration Ministry): — Provide staff to sit in the cross-functional 2nd line escalation team, and avail them for training— Provide and maintain available citizen services information on CRM Knowledge Management application— Provide necessary support for citizen services process re-engineering for the target CRM services

Roles and Responsibilities

Project Governance Structure

Project SponsorPaul Kukubo

CEO, Kenya ICT Board

Mike MachariaCEO, Seven Seas Tech

Sylvia MulingeHead of Safaricom

Business, Safaricom

Eric NesbittCEO, Kencall

Project Manager,Deloitte

Workstream Team LeaderTechnical Delivery

Workstream Team LeaderProcess Re-Engineering

Workstream Team LeaderService Preparation

Workstream Team LeaderPilot Rollout

Government SPOC’s

Technical Resources

Technical Resources

Government SPOC’s

Technical Resources

Technical Resources

Government SPOC’s

Steering Committee

Project Implementation Team

Other Vendor/Partner Representatives

Other Vendor/Partner Representatives

• Each of the following needs to play the specified roles:— KRA:

— Vehicle Registration/Renewal Enquiries— Tax Returns Enquiries

— Company Registry: — Company Name Search Services— Company Registration Enquiries

— Immigration Ministry: — Passport Application Enquiries— Other Registrations Enquiries

Proposed Scope of Services

• Overall objective is to rollout a pilot in 100 days:— Service Preparation: 90 days.

— Build the Technology infrastructure, Telephony and Application Software: 60 days to build, 30 days to test.

— Citizen Service Processes Re-engineering: 30 days.

— CRM Roll-out: 10 days to rollout, 120 additional days to run pilot

Timelines

• Dependencies to successfully rollout a pilot in 100 days:— General:

— A PPP framework agreement needs to be agreed and signed between the participating partners

— Cabinet approval for the initiative should be given— Service Preparation:

— Participating Government ministries must provide knowledgeable staff to act as full-time points of contact for this workstream

— Government must approve sharing of government services information with private sector call center agents who will respond to citizen calls

— Build the Technology infrastructure, Telephony and Application Software: — A citizen charging model needs to be proposed and approved between the PPP partners

to facilitate recovery of investments in this area, via a revenue share model.— The most optimal technology, equipment and apps need to be procured for the pilot

— Citizen Service Processes Re-engineering: — Participating Government ministries must provide empowered staff to act as full-time

points of contact for this workstream, with authority to discuss and amend service processes

— CRM Roll-out: — All partners must provide their deliverables on schedule for the pilot to rollout on time

Dependencies

• Each of the following key risks for a project of this nature need to be managed:— Inadequate Top-Level Sponsorship by the Customer:

— This risk can be mitigated by making sure we set up a strong, engaged project steering committee with top-level representation

— Failure in Partner Management: — This risk can be mitigated by having a “neutral” project manager, for example from Deloitte, to

ensure objectivity in partner contributions and ensure all partners deliver as per their commitments

— Technology Failure Due to Complexity and Multiple-Vendors: — This risk can be mitigated by making sure that the project team includes competent business

analysts and architects, to keep the project driven by business requirements rather than by technology

— In addition, there must be at least one full month (30 days) of testing of the solution before pilot launch, with pre-set criteria for Go-No Go decision making

— Poor uptake of pilot by the citizens: — This risk can be mitigated by making sure that there is adequate marketing of the new service to

the public to create awareness and understanding of the new service channels before they are rolled out. Care must be taken not to over-sell and create unrealistic expectations

— In addition, there will be a need for “call-for-action” marketing once the service channels pilot is launched to motivate the citizens to use these new channels as opposed to the ones they previously used

Key Risks

• Each of the PPP participants is required to invest resources in the CRM initiative pilot:— Upfront and Recurrent Technology Costs:

— These include application software licensing, vendor support fees and any equipment purchases— Implementation Resource Costs:

— Expert resources will be used to undertake the various workstreams and for project management— Operating Costs:

— Once the CRM is running, contact center resources will be deployed to operate the channels, and technical resources will be deployed to support the systems and applications

• The CRM initiative pilot is being financed through a PPP model:— Revenues streams:

— The private sector participants must identify all possible revenue streams from each channel of service— The private sector participants are responsible for collecting on revenue— There may be no government contribution towards meeting costs

— Revenue Sharing: — The private sector participants must agree on a fair, revenue share model based on realistic costs

incurred or investments made— There must be guidelines on costs and investments recognizable for revenue sharing calculation

purposes to avoid disputes— There must be an agreed revenue recognition and sharing mechanism among the private sector

Footing the Bill and Revenue Share

• The new Citizen Relationship Management Portal concept will require branding to give it a common identity among the PPP participants and ultimately to create top brand awareness for the outcome of the project in the public mind.— Single Government Short-Code Across All Channels:

— A single short-code will need to be identified and marketed as a single point of government contact for phone, sms, ussd and fax users

— The short-code should be catchy and easy to remember— The short code should not be easily confused for a government emergency number such as

999 or 911

— Single Government Email Address Across All Services:— A single email address will need to be identified and marketed as a single point of

government contact for email users— The address should be catchy and easy to remember

— Brand Name for the CRM Initiative:— A catchy name that reflects the ideals of superior government service to the citizen is needed

as a common reference to the initiative, and for use in publicity material

— Brand Awareness:— A suitable campaign to market the brand will need to be crafted so that uptake of the pilot

services is high upon launch

Government CRM Concept Branding