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data-component="mdc-c-module-wrapper" data-module-theme="dark" data-module-background="deep-blue" data-module-category="AnchoredHero" class="ArticleDefault_mck-c-article-default__SfYQE"><style></style><div data-component="mdc-c-background-image" class="mdc-c-bg-image___GJdv1_2734c4f background-image-article-default ArticleDefault_mck-c-article-default__parallax-container__fZ7Iq"></div><div class="ArticleDefault_mck-c-article-default__gradient__Uu21n"></div><div class="ArticleDefault_mck-c-article-default__wrapper-content__XOe9C"><div class="mck-o-container"><div class="mck-o-container--wrapped mck-o-container--mobile-spacing mdc-u-grid mdc-u-grid-col-lg-12"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f mdc-u-grid-col-lg-start-1 mdc-u-grid-col-lg-span-10"><div><h1 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-2 mck-u-animation-slide-down ArticleDefault_mck-c-article-default__heading__bv6rL"><div>Implementing a citizen-centric approach to delivering government services</div></h1></div><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-10 mck-u-animation-blur-in-800 ArticleDefault_mck-c-article-default__description__sjoe9"><div><time datetime="2015-07-01T00:00:00Z">July 1, 2015</time> | Article</div></div></div></div></div></div></div><div class="mck-o-container"><div class="mck-o-container--wrapped mck-o-container--mobile-spacing mdc-u-grid mdc-u-grid-gutter-xxl"><section data-layer-region="article-body-header" class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-animation-blur-in-400 byline-share-container"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-8 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-8 mdc-u-ts-9"><span> </span><span class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j">Emma Dudley </span></span><span class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j">Diaan-Yi Lin </span></span><span class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j"><a data-component="mdc-c-link" href="/our-people/matteo-mancini" class="mdc-c-link-inline___7DRrt_2734c4f mdc-c-link-inline--secondary___YKoOK_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Matteo Mancini</span></a><span> </span></span></span><span class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j">Jonathan Ng</span></span></div><div class="mdc-u-grid-col-md-start-8 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-8 mdc-u-grid-col-lg-end-11 ArticleContent_mck-c-article-content__share-tools__kWRRw"></div></section><section class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-animation-blur-in-400"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-5"><div class="mck-u-links-inline">When governments deliver services based on the needs of the people they serve, they can increase public satisfaction and reduce costs.</div></div></div></section><main data-layer-region="article-body" class="mdc-u-grid mdc-u-grid-gutter-xxl"><div class="mdc-u-grid mdc-u-grid-col-1 mdc-u-grid-col-md-12"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><div class="mdc-o-content-body mck-u-dropcap"><div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="DownloadsSidebar_mck-c-downloads-sidebar__iFmyt mck-o-xs-right-span"><div data-layer-region="downloads-right-rail"><h3 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-c-heading--title___5qyOB_2734c4f mdc-c-heading--border___K8dj3_2734c4f"></h3><div><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f"><a data-component="mdc-c-link" href="#/download/%2F~%2Fmedia%2Fmckinsey%2Findustries%2Fpublic%20and%20social%20sector%2Four%20insights%2Fimplementing%20a%20citizen%20centric%20approach%20to%20delivering%20government%20services%2Fimplementing%20a%20citizen%20centric%20approach%20to%20delivering%20government%20services.pdf%3FshouldIndex%3Dfalse" class="DownloadsSidebar_mck-c-downloads-sidebar__download-link__fPqFQ mdc-c-link___lBbY1_2734c4f" target="_self" data-layer-event-prefix="Download Link" data-layer-action="click" data-layer-report-type="" data-layer-file-name="implementing-a citizen-centric approach to delivering government services" data-layer-report-name="implementing-a citizen-centric approach to delivering government services>"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mdc-c-icon--size-md___yi5fA_2734c4f mck-download-icon"></span><span class="mdc-c-link__label___Pfqtd_2734c4f"> (PDF-506 KB)</span></a></div></div></div></div> <p><strong>Delivering services to citizens</strong> is at the heart of what most government agencies do. Tasks like paying taxes, renewing driving licenses, and applying for benefits are often the most tangible interactions citizens have with their government. Services are therefore critical in shaping trust in and perceptions of the public sector.</p> <p>Citizens today expect more transparent, accessible, and responsive services from the public sector. And those expectations are rising. Many governments have made efforts to improve service delivery through online portals or “one-stop shops” like centralized call centers, but find they are still unable to meet the public’s expectations. Citizens tell public-sector officials—and it’s been confirmed via a survey conducted by the McKinsey Center for Government<a href="#" class="link-footnote" rel="#footnote1"><sup>1</sup></a> <span class="tooltip" id="footnote1" style="display:none"><span class="footnote-content"><span class="footnote-number">1.</span><span class="footnote-text">Aamer Baig, Andre Dua, and Vivian Riefberg, <a href="/~/media/mckinsey/industries/public and social sector/our insights/how us state governments can improve customer service/putting citizens first how to improve citizens experience and satisfaction with government services.pdf"><em>Putting citizens first: How to improve citizens’ experience and satisfaction with government services</em></a> (PDF–5,158KB), McKinsey Center for Government, November 2014.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span>—that they continue to feel frustrated by cumbersome or confusing websites and find it’s often still necessary to speak with multiple parties before their question is answered or their request is completed. As a result, governments face not only declining citizen satisfaction and eroding public trust<a href="#" class="link-footnote" rel="#footnote2"><sup>2</sup></a> <span class="tooltip" id="footnote2" style="display:none"><span class="footnote-content"><span class="footnote-number">2.</span><span class="footnote-text">Edelman Trust Barometer, 2014, edelman.com.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span> but also increasing costs associated with delivering services across multiple channels.</p> <p>Part of the problem is that despite their best intentions, many governments continue to design and deliver services based on their own requirements and processes instead of the needs of the people they serve. But some government agencies—including at the local, state, and federal levels—have successfully implemented a customer-centric approach to service design and delivery. This article draws on their experiences to illustrate the four elements of implementing transformation efforts aimed at increasing citizen satisfaction and reducing costs.<a href="#" class="link-footnote" rel="#footnote3"><sup>3</sup></a> <span class="tooltip" id="footnote3" style="display:none"><span class="footnote-content"><span class="footnote-number">3.</span><span class="footnote-text">For more on this topic, see Aamer Baig, Andre Dua, and Vivian Riefberg, <a href="/~/media/mckinsey/industries/public and social sector/our insights/how us state governments can improve customer service/putting citizens first how to improve citizens experience and satisfaction with government services.pdf"><em>Putting citizens first: How to improve citizens’ experience and satisfaction with government services</em></a> (PDF–5,158KB).</span><span class="clear"></span></span><span class="footnote-bottom"></span></span></p> <h2>Measuring citizen satisfaction</h2> <p>Transforming service delivery begins with understanding citizens’ needs and priorities. Identifying which services citizens find most problematic and measuring the extent of that dissatisfaction is one way governments can prioritize areas for improvement. There are three guiding principles to ensure that citizen satisfaction measurement efforts generate accurate, actionable insights.</p> <h3>Let citizens tell you what matters most, but avoid asking them directly</h3> <p>Asking people which aspects of service delivery are most in need of improvement—the time required to resolve a request versus the politeness of staff, for example—is unlikely to yield accurate results. Most people will say every aspect is equally important. So rather than asking citizens to rank the importance of different drivers of satisfaction, ask them to rate each service (for example, the overall process of applying for a parking permit) across the drivers. This method provides more reliable insights into users’ needs and priorities.</p> <p>This technique has been used successfully for transformation efforts in the public sector. In the United Kingdom, for instance, the Local Government Association undertook a project to measure how satisfied residents were with their local council’s performance.<a href="#" class="link-footnote" rel="#footnote4"><sup>4</sup></a> <span class="tooltip" id="footnote4" style="display:none"><span class="footnote-content"><span class="footnote-number">4.</span><span class="footnote-text">New Reputation Guide, LGcommunications and the Local Government Association, lga.gov.uk.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span> Their analysis showed that perceived value for the money—essentially, whether residents feel they’re getting a good return on their tax dollars—was by far the most powerful influencer of public satisfaction; it was far more important than the tax levels themselves.<a href="#" class="link-footnote" rel="#footnote5"><sup>5</sup></a> <span class="tooltip" id="footnote5" style="display:none"><span class="footnote-content"><span class="footnote-number">5.</span><span class="footnote-text"><em>The key drivers of resident satisfaction with councils</em>, Local Government Association, November 2008, lga.gov.uk.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span> Further, perceived value for the money was determined largely by how well residents were informed about local services. Several councils used these insights to make specific improvements; one group launched a “cleaner, greener, safer” public-relations campaign that helped move the council from the bottom 40 percent of performance satisfaction ratings to the top 10 percent in less than five years.</p> <h3>Identify natural break points in customer satisfaction</h3> <p>Striving for zero wait times and one-click transactions across the entirety of government services is likely to prove both unrealistic and costly. Government leaders can find a balance between delivering high-quality, responsive services and managing resources effectively by using citizen-satisfaction metrics to determine acceptable service levels. One way to do that is by identifying break points—the point at which delays or service shortfalls cause customer satisfaction to drop significantly.</p> <p>Public-sector organizations have already had success with break-point analysis. One agency used this technique to find optimal staffing levels across its call centers and paper-based processing facilities. Managers were able to identify, in real time, the trade-offs between staffing and citizen satisfaction for both of these channels. In turn, they raised overall citizen satisfaction.<a href="#" class="link-footnote" rel="#footnote6"><sup>6</sup></a> <span class="tooltip" id="footnote6" style="display:none"><span class="footnote-content"><span class="footnote-number">6.</span><span class="footnote-text">Sebastien Katch and Tim Morse, “<a href="/industries/public-sector/our-insights/when-citizens-are-your-customers">When citizens are your customers</a>,” <em>McKinsey Quarterly</em>, August 2009.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span></p> <h3>Combine public feedback with internal data to uncover hidden pain points</h3> <p>Combining customer-satisfaction information with operational data—call-center volumes and number of in-person visits, for instance—can yield additional insights, beyond what citizens state explicitly via surveys and other feedback channels. The Australian Taxation Office, for example, combines insights gleaned from customer-service calls and customer-relationship-management records with more formal customer-satisfaction feedback to identify statistical correlations between the specific <em>areas</em> customers have identified as problematic and the <em>drivers</em> of their dissatisfaction. This approach has helped the agency identify areas for improvement within its interactive-voice-recognition (IVR) systems—specifically, the agency discovered that IVR staff needed additional training. Further, the office has identified customer-service “champions” to help train other customer-service representatives.<a href="#" class="link-footnote" rel="#footnote7"><sup>7</sup></a> <span class="tooltip" id="footnote7" style="display:none"><span class="footnote-content"><span class="footnote-number">7.</span><span class="footnote-text"><em>Managing Service Demand: A Practical Guide to Help Revenue Bodies Better Meet Taxpayers’ Service Expectations</em>, OECD Publishing, 2013, oecd-ilibrary.org.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span> A government agency in Asia has taken a similar approach to identifying why exactly citizens are dissatisfied with its services (Exhibit 1).</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-inline-module-container mck-o-md-center"><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start mdc-u-mb-3 GenericItem_mck-c-generic-item__sGwKL"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f mdc-u-grid-gutter-xs GenericItem_mck-c-generic-item__content__gq1m0"><div class="mck-c-eyebrow mdc-u-ts-10"><span> 1</span></div></div></div><div class="mck-u-inline-module-border-top mck-u-inline-module-border-bottom"><picture data-component="mdc-c-picture" class="Exhibit_mck-c-exhibit__image__pyIDm"><source media="(min-width: 768px)" srcSet="/~/media/mckinsey/industries/public%20and%20social%20sector/our%20insights/implementing%20a%20citizen%20centric%20approach%20to%20delivering%20government%20services/svgz_implementing_a_citizen_centric_approach_ex1.svgz?cq=50&cpy=Center"/><img alt="Statistical analysis can identify why citizens are dissatisfied with certain services." src="/~/media/mckinsey/industries/public%20and%20social%20sector/our%20insights/implementing%20a%20citizen%20centric%20approach%20to%20delivering%20government%20services/svgz_implementing_a_citizen_centric_approach_ex1.svgz?cq=50&cpy=Center" loading="lazy"/></picture></div><div class="mck-u-sr-only"></div></div> <p>Employees can also be tremendously helpful in identifying pain points. Because they are closer to the front line and have extensive daily interactions with citizens, many employees are highly skilled at gauging public satisfaction and can often devise practical solutions. Employees are an especially important resource in circumstances that would make soliciting public feedback challenging.</p> <h2>Getting a detailed understanding of the entire citizen journey</h2> <p>A “citizen journey” is the entire experience that a person has when seeking a government service. The journey has a discrete beginning and end, and because it is typically multitouch and multichannel, it is also cross-functional in nature. A citizen journey is anchored in how people think about their experience, not in how government agencies do.</p> <p>Government agencies that skillfully manage the end-to-end journey report higher levels of citizen satisfaction. Here’s why: assume a person has six interactions with an agency before his or her journey is complete. Even if there is a 95 percent satisfaction rate for each individual interaction—employee responsiveness, for example—up to one in four citizens will have a poor experience at some point during the licensing journey.<a href="#" class="link-footnote" rel="#footnote8"><sup>8</sup></a> <span class="tooltip" id="footnote8" style="display:none"><span class="footnote-content"><span class="footnote-number">8.</span><span class="footnote-text">Alfonso Pulido, Dorian Stone, and John Strevel, “<a href="/industries/retail/our-insights/the-three-cs-of-customer-satisfaction-consistency-consistency-consistency">The three Cs of customer satisfaction: Consistency, consistency, consistency</a>,” March 2014.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span> This figure could be even higher if the journey is poorly planned or executed.</p> <p>Rather than focusing on improvements at individual touch points, government leaders can view services through the eyes of the constituent—this means considering the entire citizen journey, from the time the person begins looking for the agency that is best suited to meet a need until the task is completed. A journey-based approach to improving citizen satisfaction has three parts.</p> <h3>Identify the journeys that matter most to citizens</h3> <p>To avoid spreading resources too thin, government leaders can focus improvement initiatives on what matters most to citizens. Identifying the most pressing journeys can be done in a number of ways, including segmenting customers by need (it’s not uncommon for a small group of constituents to lodge the majority of the complaints) and identifying areas with the highest overall levels of dissatisfaction.</p> <p>A large government agency in Asia used a simple approach to identify which journeys mattered most to its citizens: the department listed all the services it provided and then categorized them into specific journeys, such as “simple queries,” “applications,” and “appeals.” The agency ultimately identified more than 60 different citizen journeys across 20 services, eight population segments, and ten channels, and then combined customer-complaint data with interviews of frontline employees and senior leaders. This helped the organization develop a hypothesis about which journeys citizens found most problematic; it also suggested possible causes. The agency then used those insights to chart customer journeys across two dimensions: level of satisfaction and number of citizens affected. Transformation leaders could then focus their resources on the journeys with the highest levels of dissatisfaction as well as those that had a large number of users (Exhibit 2).</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-inline-module-container mck-o-md-center"><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start mdc-u-mb-3 GenericItem_mck-c-generic-item__sGwKL"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f mdc-u-grid-gutter-xs GenericItem_mck-c-generic-item__content__gq1m0"><div class="mck-c-eyebrow mdc-u-ts-10"><span> 2</span></div></div></div><div class="mck-u-inline-module-border-top mck-u-inline-module-border-bottom"><picture data-component="mdc-c-picture" class="Exhibit_mck-c-exhibit__image__pyIDm"><source media="(min-width: 768px)" srcSet="/~/media/mckinsey/industries/public%20and%20social%20sector/our%20insights/implementing%20a%20citizen%20centric%20approach%20to%20delivering%20government%20services/svgz_implementing_a_citizen_centric_approach_ex2.svgz?cq=50&cpy=Center"/><img alt="Categorizing citizen journeys can help agencies prioritize." src="/~/media/mckinsey/industries/public%20and%20social%20sector/our%20insights/implementing%20a%20citizen%20centric%20approach%20to%20delivering%20government%20services/svgz_implementing_a_citizen_centric_approach_ex2.svgz?cq=50&cpy=Center" loading="lazy"/></picture></div><div class="mck-u-sr-only"></div></div> <h3>Develop a map of how citizens experience those journeys</h3> <p>Once they have identified the journeys that matter most to citizens, leaders can create a map of each journey from the perspective of a citizen. Often, the process of creating these maps will reveal that a journey involves more steps—and more agencies—than leaders had realized. Different customers can experience the same journey in different ways, so it might be wise to create multiple maps to document the discrete needs of various groups.<a href="#" class="link-footnote" rel="#footnote9"><sup>9</sup></a> <span class="tooltip" id="footnote9" style="display:none"><span class="footnote-content"><span class="footnote-number">9.</span><span class="footnote-text"><em>Customer Journey Mapping, Smart Cities</em>, Brief Number 12, smartcities.info.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span></p> <h3>Identify the internal processes that shape those journeys</h3> <p>To develop actionable insights, government leaders can link citizen journeys to the internal organizational processes that affect them. Therefore, an important part of effective journey mapping is defining the key operational activities and systems involved at each stage.</p> <p>Mapping the citizen journey using the three guidelines we’ve discussed will help transformation leaders identify and prioritize pain points and examine their root causes. One government agency that processes grants, for example, used a citizen journey approach to very precisely scope the IT infrastructure needed to support its grant applicants.</p> <h2>Translating improvement opportunities into front- and back-end solutions</h2> <p>The third step is to translate opportunities for improvement into actionable initiatives. Typically, these initiatives fall into one of three categories: managing demand better by preventing journeys that are unnecessary in the first place, cutting out duplicative steps along necessary citizen journeys, and improving the availability, usability, and accessibility of information.</p> <p>Front-end initiatives have the most immediate impact on the citizen experience. Although leaders will want to tailor solutions so that they address the specific pain points they’ve identified through their mapping exercises, governments can consider using some of the following high-impact interventions.</p> <h3>Proactive notifications and status updates</h3> <p>Agencies that share information with citizens tend to realize greater levels of satisfaction while also reducing costs, in part because these communications divert demand from resource-intensive channels. The state of Indiana’s Bureau of Motor Vehicles, for example, makes wait times at physical branches available online so citizens can decide whether to visit, thus smoothing demand throughout the day and managing customer expectations. In combination with increasing the number of services available online, this initiative has helped raise citizen satisfaction to 97 percent and reduce wait times at branches to less than ten minutes.<a href="#" class="link-footnote" rel="#footnote10"><sup>10</sup></a> <span class="tooltip" id="footnote10" style="display:none"><span class="footnote-content"><span class="footnote-number">10.</span><span class="footnote-text">“BMV ‘Customer choices’ initiative,” NASCIO, June 2008, nascio.org.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span></p> <h3>Improved functionality of self-serve channels</h3> <p>Citizens are increasingly expecting multichannel communication options and show a strong and growing preference for self-serve channels, such as online portals. Although government agencies have made advances in expanding the availability of self-serve online channels, uptake is often low, and few people find they can complete their journey online. Satisfaction drops significantly when citizens are unable to use their channel of choice and are forced to switch channels.<a href="#" class="link-footnote" rel="#footnote11"><sup>11</sup></a> <span class="tooltip" id="footnote11" style="display:none"><span class="footnote-content"><span class="footnote-number">11.</span><span class="footnote-text"><em>Citizens First 6, Institute for Citizen-Centered Service</em>, January 23, 2015, iccs-isac.org.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span></p> <p>New York City has handled this problem especially well. In 2003, it set up NYC311—a single call center representing about 300 city, state, and federal agencies offering more than 4,000 city services. The service has evolved greatly since then and now offers a more automated, multiplatform channel, including text messaging, apps, and social media. In fact, the online site, which launched in 2009, had nearly seven million visitors by 2013; between 2011 and 2013 the platform had supported more than 300,000 interactive text sessions.<a href="#" class="link-footnote" rel="#footnote12"><sup>12</sup></a> <span class="tooltip" id="footnote12" style="display:none"><span class="footnote-content"><span class="footnote-number">12.</span><span class="footnote-text">“Mayor Bloomberg commemorates ten years of NYC311, the nation’s largest and most comprehensive 311 service,” City of New York, March 11, 2013, nyc.gov.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span> These automated, dynamic channels ensure citizens are served efficiently and also achieve consistently high satisfaction scores.</p> <h3>Polite, professional, and consistent communication</h3> <p>In-person and telephone channels still account for the majority of citizen interactions with their government. Staff who can provide clear, consistent, and courteous explanations and services are therefore critical to citizen satisfaction. Recognizing this, the Australian government’s Centrelink program, which delivers a range of government payments and services, provides its customer-service employees with a variety of support, tools, and development opportunities.<a href="#" class="link-footnote" rel="#footnote13"><sup>13</sup></a> <span class="tooltip" id="footnote13" style="display:none"><span class="footnote-content"><span class="footnote-number">13.</span><span class="footnote-text">James Smith, “Australia’s Centrelink: The agency for government service delivery,” Asia Pacific FutureGov, April 7, 2003, events.futuregov.asia.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span> The organization has set up a virtual college, which offers accredited learning and technical training focused on developing competencies in areas like customer-service and call-center skills. Consequently, Centrelink wins consistent acclaim for its customer satisfaction—91 percent of customers agree that staff treated them with respect and 82 percent felt that staff had told them everything they had to know to get the service they needed.<a href="#" class="link-footnote" rel="#footnote14"><sup>14</sup></a> <span class="tooltip" id="footnote14" style="display:none"><span class="footnote-content"><span class="footnote-number">14.</span><span class="footnote-text">“Customer satisfaction,” <em>Annual Report 2013–14</em>, Chapter 8, Australian Government Department of Human Services, humanservices.gov.au.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span></p> <p>Back-office operations are an equally important part of improving the citizen experience. In fact, speed, simplicity, and efficiency—factors largely driven by the back office—are often the most powerful drivers of citizen satisfaction. Since most customer journeys touch different parts of government, agencies may want to reorganize themselves and their relationships with other departments to create cross-functional teams responsible for the end-to-end customer journey.</p> <p>The Ministry of Regional Municipalities and Water Resources in Oman offers a case in point. In 2008, the agency created Injaz Hall, which standardized application processes (for car licenses and building permits, for example) across 44 municipalities in nine governorates. This initiative went beyond creating the front-facing one-stop shop—it included more fundamental organizational and process changes, including an integrated IT system. (An integrated IT system across municipalities facilitates and improves the quality of not only front-facing services but also back-end administrative procedures.) In addition to setting the stage for improved customer satisfaction, this cross-cutting data-sharing approach has enabled the ministry to better plan for new infrastructure projects in each region.<a href="#" class="link-footnote" rel="#footnote15"><sup>15</sup></a> <span class="tooltip" id="footnote15" style="display:none"><span class="footnote-content"><span class="footnote-number">15.</span><span class="footnote-text">“2013 United Nations public service award winners,” United Nations, 2013, workspace.unpan.org.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span></p> <h2>Thinking long term</h2> <p>Capability building is a critical part of any transformation program. In the case of citizen-satisfaction transformations, government leaders can use a citizen-centric approach to designing performance management and governance systems so they can continue to drive—and sustain—improvements.</p> <h3>Measure and manage performance</h3> <p>When government leaders measure entire journeys, not just touch points, they might want to consider adjusting their performance metrics and analytics accordingly. This means not just capturing top-line citizen satisfaction with each journey but also their satisfaction with individual factors that affect satisfaction along the way; for example, not just the process of obtaining a permit but also the time it takes to do so. These metrics can then be embedded into a performance-management system.</p> <p>Of course, metrics and performance management are in many ways a means to an end—the ultimate goal is to promote continuous improvement. Citizencare forums can help. These forums consist of small, cross-functional teams of employees who review decisions that affect the public. Each forum reviews performance-management results, escalates issues to higher-level managers, and also directs feedback downward. Frontline-level forums can take the form of daily huddles to discuss results and resolve issues. Leadership-level forums could be quarterly meetings to review overall citizen service performance or to approve resource allocations.</p> <h3>Build the right governance system</h3> <p>Although governance models for citizen transformation programs can take different forms depending on the context in which they are operating, most have three things in common. First, they don’t just collect citizen feedback—they regularly aggregate and analyze this information, essentially “knitting together” a broad picture of the citizen experience. Second, because a single citizen journey can require multiple handoffs among departments or agencies, effective governance models define clear accountability across each function that is involved. Finally, citizen transformation governance models separate governance policy and operations. Policy governance focuses on top-line metrics and monitors overall quality of service to design and maintain a unified, positive citizen experience. Operational governance tracks citizen satisfaction and metrics at the channel and journey levels and encourages improvements by designing and carrying out customer-care initiatives at a process level.</p> <p>Change doesn’t happen overnight. As with any transformation effort, leaders will want to encourage role modeling and will have to invest time as well as financial resources to build the skills and capabilities necessary to deliver and sustain change.</p> <hr/> <p>Transforming service delivery isn’t easy, but there is a clear and proven road map to success. By taking a citizen-centric approach, leaders can better understand the needs of their citizens and translate those needs into targeted, effective service-delivery improvements. In doing so, they can increase citizen satisfaction and also reduce costs.</p> </div><div class="container-placeholder"></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-xl"><section role="contentinfo" data-layer-region="article-about-authors" class="mdc-u-grid mdc-u-grid-col-md-12 AboutAuthor_mck-c-about-author__nRJzu"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-c-heading--title___5qyOB_2734c4f mdc-c-heading--border___K8dj3_2734c4f mdc-u-align-center"></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-8 mck-u-links-inline mck-u-links-inline--secondary mdc-u-mt-5"><div><p><strong>Emma Dudley</strong> is a specialist in McKinsey’s Singapore office, where <strong>Diaan-Yi Lin</strong> is a director and <strong>Matteo Mancini</strong> is a principal; <strong>Jonathan Ng</strong> is the director of the McKinsey Innovation Campus, also in Singapore.</p> <p>The authors wish to thank Sharmeen Alam, Andre Dua, Andrew Grant, Kate Jackson, Ellie Kiloh, and Mrinalini Reddy for their contributions to this article.</p></div></div></div></section><section class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-screen-only"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-5 mdc-u-grid-col-lg-end-9"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-c-heading--title___5qyOB_2734c4f mdc-c-heading--border___K8dj3_2734c4f mdc-u-align-center">Explore a career with us</h5><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--align-center___ar3mu_2734c4f"><a data-component="mdc-c-link" href="/careers/search-jobs" class="mdc-c-button___U4iY2_2734c4f mdc-c-button--secondary___Boipq_2734c4f mdc-c-button--size-large___jwpUy_2734c4f" aria-label="Search Openings" 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class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link___lBbY1_2734c4f"><div>Europe’s e-government opportunity</div></a></h6></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-lg Card_card__diA2r Card_hover-effect__RGb9b"><div class="Card_wrapper-image__8b4P6"><a data-component="mdc-c-link" href="/industries/public-sector/our-insights/how-us-state-governments-can-improve-customer-service" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture" class="Card_wrapper-image__8b4P6"><style>.picture-uniqueKey-howu-0 { aspect-ratio: 16/9 }</style><img alt="Citizens_first_1536x1536_Original" class="picture-uniqueKey-howu-0" src="/~/media/mckinsey/industries/public%20and%20social%20sector/our%20insights/how%20us%20state%20governments%20can%20improve%20customer%20service/citizens_first_1536x1536_original.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><div class="Card_wrapper-text__U6Y3k"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f Card_content-block__pF6Z1"><span>Article</span><h6 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-6"><a data-component="mdc-c-link" href="/industries/public-sector/our-insights/how-us-state-governments-can-improve-customer-service" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link___lBbY1_2734c4f"><div>How US state governments can improve customer service</div></a></h6></div></div></div></div></div></div></div></main></div><script id="__NEXT_DATA__" type="application/json">{"props":{"pageProps":{"locale":"en","dictionary":{},"sitecoreContext":{"route":{"name":"Implementing a citizen centric approach to delivering government services","displayName":"Implementing a citizen-centric approach to delivering government services","fields":null,"databaseName":"web","deviceId":"fe5d7fdf-89c0-4d99-9aa3-b5fbd009c9f3","itemId":"d9911aa0-2b7e-4ba4-a862-f864d5ed9b6b","itemLanguage":"en","itemVersion":1,"layoutId":"ae753eb4-a035-40b4-83bf-4b4438df6742","templateId":"683910db-02ba-40ba-92e7-726c880160a9","templateName":"ArticleJSS","placeholders":{"jss-main":[{"uid":"232bb7e9-289f-492d-a916-2b6185e44a84","componentName":"ArticleTemplate","dataSource":"","fields":{"data":{"articleTemplate":{"title":{"jsonValue":{"value":"Implementing a citizen-centric approach to delivering government services"}},"sEOTitle":{"value":""},"description":{"jsonValue":{"value":"When governments deliver services based on the needs of the people they serve, they can increase public satisfaction and reduce costs."}},"sEODescription":{"value":""},"displayDate":{"jsonValue":{"value":"2015-07-01T00:00:00Z"}},"body":{"value":"[[DownloadsSidebar]] \u003cp\u003e\u003cstrong\u003eDelivering services to citizens\u003c/strong\u003e is at the heart of what most government agencies do. Tasks like paying taxes, renewing driving licenses, and applying for benefits are often the most tangible interactions citizens have with their government. Services are therefore critical in shaping trust in and perceptions of the public sector.\u003c/p\u003e\n\u003cp\u003eCitizens today expect more transparent, accessible, and responsive services from the public sector. And those expectations are rising. Many governments have made efforts to improve service delivery through online portals or \u0026ldquo;one-stop shops\u0026rdquo; like centralized call centers, but find they are still unable to meet the public\u0026rsquo;s expectations. Citizens tell public-sector officials\u0026mdash;and it\u0026rsquo;s been confirmed via a survey conducted by the McKinsey Center for Government\u003ca rel=\"#footnote1\" onclick=\"return false;\" class=\"link-footnote\" href=\"#\"\u003e\u003csup\u003e1\u003c/sup\u003e\u003c/a\u003e \u003cspan style=\"display: none;\" id=\"footnote1\" class=\"tooltip\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e1.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003eAamer Baig, Andre Dua, and Vivian Riefberg, \u003ca href=\"/~/media/mckinsey/industries/public and social sector/our insights/how us state governments can improve customer service/putting citizens first how to improve citizens experience and satisfaction with government services.pdf\"\u003e\u003cem\u003ePutting citizens first: How to improve citizens\u0026rsquo; experience and satisfaction with government services\u003c/em\u003e\u003c/a\u003e (PDF\u0026ndash;5,158KB), McKinsey Center for Government, November 2014.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e\u0026mdash;that they continue to feel frustrated by cumbersome or confusing websites and find it\u0026rsquo;s often still necessary to speak with multiple parties before their question is answered or their request is completed. As a result, governments face not only declining citizen satisfaction and eroding public trust\u003ca rel=\"#footnote2\" onclick=\"return false;\" class=\"link-footnote\" href=\"#\"\u003e\u003csup\u003e2\u003c/sup\u003e\u003c/a\u003e \u003cspan style=\"display: none;\" id=\"footnote2\" class=\"tooltip\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e2.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003eEdelman Trust Barometer, 2014, edelman.com.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e but also increasing costs associated with delivering services across multiple channels.\u003c/p\u003e\n\u003cp\u003ePart of the problem is that despite their best intentions, many governments continue to design and deliver services based on their own requirements and processes instead of the needs of the people they serve. But some government agencies\u0026mdash;including at the local, state, and federal levels\u0026mdash;have successfully implemented a customer-centric approach to service design and delivery. This article draws on their experiences to illustrate the four elements of implementing transformation efforts aimed at increasing citizen satisfaction and reducing costs.\u003ca rel=\"#footnote3\" onclick=\"return false;\" class=\"link-footnote\" href=\"#\"\u003e\u003csup\u003e3\u003c/sup\u003e\u003c/a\u003e \u003cspan style=\"display: none;\" id=\"footnote3\" class=\"tooltip\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e3.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003eFor more on this topic, see Aamer Baig, Andre Dua, and Vivian Riefberg, \u003ca href=\"/~/media/mckinsey/industries/public and social sector/our insights/how us state governments can improve customer service/putting citizens first how to improve citizens experience and satisfaction with government services.pdf\"\u003e\u003cem\u003ePutting citizens first: How to improve citizens\u0026rsquo; experience and satisfaction with government services\u003c/em\u003e\u003c/a\u003e (PDF\u0026ndash;5,158KB).\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/p\u003e\n\u003ch2\u003eMeasuring citizen satisfaction\u003c/h2\u003e\n\u003cp\u003eTransforming service delivery begins with understanding citizens\u0026rsquo; needs and priorities. Identifying which services citizens find most problematic and measuring the extent of that dissatisfaction is one way governments can prioritize areas for improvement. There are three guiding principles to ensure that citizen satisfaction measurement efforts generate accurate, actionable insights.\u003c/p\u003e\n\u003ch3\u003eLet citizens tell you what matters most, but avoid asking them directly\u003c/h3\u003e\n\u003cp\u003eAsking people which aspects of service delivery are most in need of improvement\u0026mdash;the time required to resolve a request versus the politeness of staff, for example\u0026mdash;is unlikely to yield accurate results. Most people will say every aspect is equally important. So rather than asking citizens to rank the importance of different drivers of satisfaction, ask them to rate each service (for example, the overall process of applying for a parking permit) across the drivers. This method provides more reliable insights into users\u0026rsquo; needs and priorities.\u003c/p\u003e\n\u003cp\u003eThis technique has been used successfully for transformation efforts in the public sector. In the United Kingdom, for instance, the Local Government Association undertook a project to measure how satisfied residents were with their local council\u0026rsquo;s performance.\u003ca rel=\"#footnote4\" onclick=\"return false;\" class=\"link-footnote\" href=\"#\"\u003e\u003csup\u003e4\u003c/sup\u003e\u003c/a\u003e \u003cspan style=\"display: none;\" id=\"footnote4\" class=\"tooltip\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e4.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003eNew Reputation Guide, LGcommunications and the Local Government Association, lga.gov.uk.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e Their analysis showed that perceived value for the money\u0026mdash;essentially, whether residents feel they\u0026rsquo;re getting a good return on their tax dollars\u0026mdash;was by far the most powerful influencer of public satisfaction; it was far more important than the tax levels themselves.\u003ca rel=\"#footnote5\" onclick=\"return false;\" class=\"link-footnote\" href=\"#\"\u003e\u003csup\u003e5\u003c/sup\u003e\u003c/a\u003e \u003cspan style=\"display: none;\" id=\"footnote5\" class=\"tooltip\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e5.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003e\u003cem\u003eThe key drivers of resident satisfaction with councils\u003c/em\u003e, Local Government Association, November 2008, lga.gov.uk.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e Further, perceived value for the money was determined largely by how well residents were informed about local services. Several councils used these insights to make specific improvements; one group launched a \u0026ldquo;cleaner, greener, safer\u0026rdquo; public-relations campaign that helped move the council from the bottom 40 percent of performance satisfaction ratings to the top 10 percent in less than five years.\u003c/p\u003e\n\u003ch3\u003eIdentify natural break points in customer satisfaction\u003c/h3\u003e\n\u003cp\u003eStriving for zero wait times and one-click transactions across the entirety of government services is likely to prove both unrealistic and costly. Government leaders can find a balance between delivering high-quality, responsive services and managing resources effectively by using citizen-satisfaction metrics to determine acceptable service levels. One way to do that is by identifying break points\u0026mdash;the point at which delays or service shortfalls cause customer satisfaction to drop significantly.\u003c/p\u003e\n\u003cp\u003ePublic-sector organizations have already had success with break-point analysis. One agency used this technique to find optimal staffing levels across its call centers and paper-based processing facilities. Managers were able to identify, in real time, the trade-offs between staffing and citizen satisfaction for both of these channels. In turn, they raised overall citizen satisfaction.\u003ca rel=\"#footnote6\" onclick=\"return false;\" class=\"link-footnote\" href=\"#\"\u003e\u003csup\u003e6\u003c/sup\u003e\u003c/a\u003e \u003cspan style=\"display: none;\" id=\"footnote6\" class=\"tooltip\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e6.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003eSebastien Katch and Tim Morse, \u0026ldquo;\u003ca href=\"/industries/public-sector/our-insights/when-citizens-are-your-customers\"\u003eWhen citizens are your customers\u003c/a\u003e,\u0026rdquo; \u003cem\u003eMcKinsey Quarterly\u003c/em\u003e, August 2009.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/p\u003e\n\u003ch3\u003eCombine public feedback with internal data to uncover hidden pain points\u003c/h3\u003e\n\u003cp\u003eCombining customer-satisfaction information with operational data\u0026mdash;call-center volumes and number of in-person visits, for instance\u0026mdash;can yield additional insights, beyond what citizens state explicitly via surveys and other feedback channels. The Australian Taxation Office, for example, combines insights gleaned from customer-service calls and customer-relationship-management records with more formal customer-satisfaction feedback to identify statistical correlations between the specific \u003cem\u003eareas\u003c/em\u003e customers have identified as problematic and the \u003cem\u003edrivers\u003c/em\u003e of their dissatisfaction. This approach has helped the agency identify areas for improvement within its interactive-voice-recognition\n(IVR) systems\u0026mdash;specifically, the agency discovered that IVR staff needed additional training. Further, the office has identified customer-service \u0026ldquo;champions\u0026rdquo; to help train other customer-service representatives.\u003ca rel=\"#footnote7\" onclick=\"return false;\" class=\"link-footnote\" href=\"#\"\u003e\u003csup\u003e7\u003c/sup\u003e\u003c/a\u003e \u003cspan style=\"display: none;\" id=\"footnote7\" class=\"tooltip\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e7.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003e\u003cem\u003eManaging Service Demand: A Practical Guide to Help Revenue Bodies Better Meet Taxpayers\u0026rsquo; Service Expectations\u003c/em\u003e, OECD Publishing, 2013, oecd-ilibrary.org.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e A government agency in Asia has taken a similar approach to identifying why exactly citizens are dissatisfied with its services (Exhibit 1).\u003c/p\u003e\n[[exhibit 1]]\n\u003cp\u003eEmployees can also be tremendously helpful in identifying pain points. Because they are closer to the front line and have extensive daily interactions with citizens, many employees are highly skilled at gauging public satisfaction and can often devise practical solutions. Employees are an especially important resource in circumstances that would make soliciting public feedback challenging.\u003c/p\u003e\n\u003ch2\u003eGetting a detailed understanding of the entire citizen journey\u003c/h2\u003e\n\u003cp\u003eA \u0026ldquo;citizen journey\u0026rdquo; is the entire experience that a person has when seeking a government service. The journey has a discrete beginning and end, and because it is typically multitouch and multichannel, it is also cross-functional in nature. A citizen journey is anchored in how people think about their experience, not in how government agencies do.\u003c/p\u003e\n\u003cp\u003eGovernment agencies that skillfully manage the end-to-end journey report higher levels of citizen satisfaction. Here\u0026rsquo;s why: assume a person has six interactions with an agency before his or her journey is complete. Even if there is a 95 percent satisfaction rate for each individual interaction\u0026mdash;employee responsiveness, for example\u0026mdash;up to one in four citizens will have a poor experience at some point during the licensing journey.\u003ca rel=\"#footnote8\" onclick=\"return false;\" class=\"link-footnote\" href=\"#\"\u003e\u003csup\u003e8\u003c/sup\u003e\u003c/a\u003e \u003cspan style=\"display: none;\" id=\"footnote8\" class=\"tooltip\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e8.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003eAlfonso Pulido, Dorian Stone, and John Strevel, \u0026ldquo;\u003ca href=\"/industries/retail/our-insights/the-three-cs-of-customer-satisfaction-consistency-consistency-consistency\"\u003eThe three Cs of customer satisfaction: Consistency, consistency, consistency\u003c/a\u003e,\u0026rdquo; March 2014.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e This figure could be even higher if the journey is poorly planned or executed.\u003c/p\u003e\n\u003cp\u003eRather than focusing on improvements at individual touch points, government leaders can view services through the eyes of the constituent\u0026mdash;this means considering the entire citizen journey, from the time the person begins looking for the agency that is best suited to meet a need until the task is completed. A journey-based approach to improving citizen satisfaction has three parts.\u003c/p\u003e\n\u003ch3\u003eIdentify the journeys that matter most to citizens\u003c/h3\u003e\n\u003cp\u003eTo avoid spreading resources too thin, government leaders can focus improvement initiatives on what matters most to citizens. Identifying the most pressing journeys can be done in a number of ways, including segmenting customers by need (it\u0026rsquo;s not uncommon for a small group of constituents to lodge the majority of the complaints) and identifying areas with the highest overall levels of dissatisfaction.\u003c/p\u003e\n\u003cp\u003eA large government agency in Asia used a simple approach to identify which journeys mattered most to its citizens: the department listed all the services it provided and then categorized them into specific journeys, such as \u0026ldquo;simple queries,\u0026rdquo; \u0026ldquo;applications,\u0026rdquo; and \u0026ldquo;appeals.\u0026rdquo; The agency ultimately identified more than 60 different citizen journeys across 20 services, eight population segments, and ten channels, and then combined customer-complaint data with interviews of frontline employees and senior leaders. This helped the organization develop a hypothesis about which journeys citizens found most problematic; it also suggested possible causes. The agency then used those insights to chart customer journeys across two dimensions: level of satisfaction and number of citizens affected. Transformation leaders could then focus their resources on the journeys with the highest levels of dissatisfaction as well as those that had a large number of users (Exhibit 2).\u003c/p\u003e\n[[exhibit 2]]\n\u003ch3\u003eDevelop a map of how citizens experience those journeys\u003c/h3\u003e\n\u003cp\u003eOnce they have identified the journeys that matter most to citizens, leaders can create a map of each journey from the perspective of a citizen. Often, the process of creating these maps will reveal that a journey involves more steps\u0026mdash;and more agencies\u0026mdash;than leaders had realized. Different customers can experience the same journey in different ways, so it might be wise to create multiple maps to document the discrete needs of various groups.\u003ca rel=\"#footnote9\" onclick=\"return false;\" class=\"link-footnote\" href=\"#\"\u003e\u003csup\u003e9\u003c/sup\u003e\u003c/a\u003e \u003cspan style=\"display: none;\" id=\"footnote9\" class=\"tooltip\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e9.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003e\u003cem\u003eCustomer Journey Mapping, Smart Cities\u003c/em\u003e, Brief Number 12, smartcities.info.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/p\u003e\n\u003ch3\u003eIdentify the internal processes that shape those journeys\u003c/h3\u003e\n\u003cp\u003eTo develop actionable insights, government leaders can link citizen journeys to the internal organizational processes that affect them. Therefore, an important part of effective journey mapping is defining the key operational activities and systems involved at each stage.\u003c/p\u003e\n\u003cp\u003eMapping the citizen journey using the three guidelines we\u0026rsquo;ve discussed will help transformation leaders identify and prioritize pain points and examine their root causes. One government agency that processes grants, for example, used a citizen journey approach to very precisely scope the IT infrastructure needed to support its grant applicants.\u003c/p\u003e\n\u003ch2\u003eTranslating improvement opportunities into front- and back-end solutions\u003c/h2\u003e\n\u003cp\u003eThe third step is to translate opportunities for improvement into actionable initiatives. Typically, these initiatives fall into one of three categories: managing demand better by preventing journeys that are unnecessary in the first place, cutting out duplicative steps along necessary citizen journeys, and improving the availability, usability, and accessibility of information.\u003c/p\u003e\n\u003cp\u003eFront-end initiatives have the most immediate impact on the citizen experience. Although leaders will want to tailor solutions so that they address the specific pain points they\u0026rsquo;ve identified through their mapping exercises, governments can consider using some of the following high-impact interventions.\u003c/p\u003e\n\u003ch3\u003eProactive notifications and status updates\u003c/h3\u003e\n\u003cp\u003eAgencies that share information with citizens tend to realize greater levels of satisfaction while also reducing costs, in part because these communications divert demand from resource-intensive channels. The state of Indiana\u0026rsquo;s Bureau of Motor Vehicles, for example, makes wait times at physical branches available online so citizens can decide whether to visit, thus smoothing demand throughout the day and managing customer expectations. In combination with increasing the number of services available online, this initiative has helped raise citizen satisfaction to 97 percent and reduce wait times at branches to less than ten minutes.\u003ca rel=\"#footnote10\" onclick=\"return false;\" class=\"link-footnote\" href=\"#\"\u003e\u003csup\u003e10\u003c/sup\u003e\u003c/a\u003e \u003cspan style=\"display: none;\" id=\"footnote10\" class=\"tooltip\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e10.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003e\u0026ldquo;BMV \u0026lsquo;Customer choices\u0026rsquo; initiative,\u0026rdquo; NASCIO, June 2008, nascio.org.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/p\u003e\n\u003ch3\u003eImproved functionality of self-serve channels\u003c/h3\u003e\n\u003cp\u003eCitizens are increasingly expecting multichannel communication options and show a strong and growing preference for self-serve channels, such as online portals. Although government agencies have made advances in expanding the availability of self-serve online channels, uptake is often low, and few people find they can complete their journey online. Satisfaction drops significantly when citizens are unable to use their channel of choice and are forced to switch channels.\u003ca rel=\"#footnote11\" onclick=\"return false;\" class=\"link-footnote\" href=\"#\"\u003e\u003csup\u003e11\u003c/sup\u003e\u003c/a\u003e \u003cspan style=\"display: none;\" id=\"footnote11\" class=\"tooltip\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e11.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003e\u003cem\u003eCitizens First 6, Institute for Citizen-Centered Service\u003c/em\u003e, January 23, 2015, iccs-isac.org.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/p\u003e\n\u003cp\u003eNew York City has handled this problem especially well. In 2003, it set up NYC311\u0026mdash;a single call center representing about 300 city, state, and federal agencies offering more than 4,000 city services. The service has evolved greatly since then and now offers a more automated, multiplatform channel, including text messaging, apps, and social media. In fact, the online site, which launched in 2009, had nearly seven million visitors by 2013; between 2011 and 2013 the platform had supported more than 300,000 interactive text sessions.\u003ca rel=\"#footnote12\" onclick=\"return false;\" class=\"link-footnote\" href=\"#\"\u003e\u003csup\u003e12\u003c/sup\u003e\u003c/a\u003e \u003cspan style=\"display: none;\" id=\"footnote12\" class=\"tooltip\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e12.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003e\u0026ldquo;Mayor Bloomberg commemorates ten years of NYC311, the nation\u0026rsquo;s largest and most comprehensive 311 service,\u0026rdquo; City of New York, March 11, 2013, nyc.gov.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e These automated, dynamic channels ensure citizens are served efficiently and also achieve consistently high satisfaction scores.\u003c/p\u003e\n\u003ch3\u003ePolite, professional, and consistent communication\u003c/h3\u003e\n\u003cp\u003eIn-person and telephone channels still account for the majority of citizen interactions with their government. Staff who can provide clear, consistent, and courteous explanations and services are therefore critical to citizen satisfaction. Recognizing this, the Australian government\u0026rsquo;s Centrelink program, which delivers a range of government payments and services, provides its customer-service employees with a variety of support, tools, and development opportunities.\u003ca rel=\"#footnote13\" onclick=\"return false;\" class=\"link-footnote\" href=\"#\"\u003e\u003csup\u003e13\u003c/sup\u003e\u003c/a\u003e \u003cspan style=\"display: none;\" id=\"footnote13\" class=\"tooltip\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e13.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003eJames Smith, \u0026ldquo;Australia\u0026rsquo;s Centrelink: The agency for government service delivery,\u0026rdquo; Asia Pacific FutureGov, April 7, 2003, events.futuregov.asia.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e The organization has set up a virtual college, which offers accredited learning and technical training focused on developing competencies in areas like customer-service and call-center skills. Consequently, Centrelink wins consistent acclaim for its customer satisfaction\u0026mdash;91 percent of customers agree that staff treated them with respect and 82 percent felt that staff had told them everything they had to know to get the service they needed.\u003ca rel=\"#footnote14\" onclick=\"return false;\" class=\"link-footnote\" href=\"#\"\u003e\u003csup\u003e14\u003c/sup\u003e\u003c/a\u003e \u003cspan style=\"display: none;\" id=\"footnote14\" class=\"tooltip\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e14.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003e\u0026ldquo;Customer satisfaction,\u0026rdquo; \u003cem\u003eAnnual Report 2013\u0026ndash;14\u003c/em\u003e, Chapter 8, Australian Government Department of Human Services, humanservices.gov.au.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/p\u003e\n\u003cp\u003eBack-office operations are an equally important part of improving the citizen experience. In fact, speed, simplicity, and efficiency\u0026mdash;factors largely driven by the back office\u0026mdash;are often the most powerful drivers of citizen satisfaction. Since most customer journeys touch different parts of government, agencies may want to reorganize themselves and their relationships with other departments to create cross-functional teams responsible for the end-to-end\ncustomer journey.\u003c/p\u003e\n\u003cp\u003eThe Ministry of Regional Municipalities and Water Resources in Oman offers a case in point. In 2008, the agency created Injaz Hall, which standardized application processes (for car licenses and building permits, for example) across 44 municipalities in nine governorates. This initiative went beyond creating the front-facing one-stop shop\u0026mdash;it included more fundamental organizational and process changes, including an integrated IT system. (An integrated IT system across municipalities facilitates and improves the quality of not only front-facing services but also back-end administrative procedures.) In addition to setting the stage for improved customer satisfaction, this cross-cutting data-sharing approach has enabled the ministry to better plan for new infrastructure projects in each region.\u003ca rel=\"#footnote15\" onclick=\"return false;\" class=\"link-footnote\" href=\"#\"\u003e\u003csup\u003e15\u003c/sup\u003e\u003c/a\u003e \u003cspan style=\"display: none;\" id=\"footnote15\" class=\"tooltip\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e15.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003e\u0026ldquo;2013 United Nations public service award winners,\u0026rdquo; United Nations, 2013, workspace.unpan.org.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/p\u003e\n\u003ch2\u003eThinking long term\u003c/h2\u003e\n\u003cp\u003eCapability building is a critical part of any transformation program. In the case of citizen-satisfaction transformations, government leaders can use a citizen-centric approach to designing performance management and governance\nsystems so they can continue to drive\u0026mdash;and sustain\u0026mdash;improvements.\u003c/p\u003e\n\u003ch3\u003eMeasure and manage performance\u003c/h3\u003e\n\u003cp\u003eWhen government leaders measure entire journeys, not just touch points, they might want to consider adjusting their performance metrics and analytics accordingly. This means not just capturing top-line citizen satisfaction with each journey but also their satisfaction with individual factors that affect satisfaction along the way; for example, not just the process of obtaining a permit but also the time it takes to do so. These metrics can then be embedded\ninto a performance-management system.\u003c/p\u003e\n\u003cp\u003eOf course, metrics and performance management are in many ways a means to an end\u0026mdash;the ultimate goal is to promote continuous improvement. Citizencare forums can help. These forums consist of small, cross-functional teams of employees who review decisions that affect the public. Each forum reviews performance-management results, escalates issues to higher-level managers, and also directs feedback downward. Frontline-level forums can take the form of daily huddles to discuss results and resolve issues. Leadership-level forums could be quarterly meetings to review overall citizen service performance or to approve resource allocations.\u003c/p\u003e\n\u003ch3\u003eBuild the right governance system\u003c/h3\u003e\n\u003cp\u003eAlthough governance models for citizen transformation programs can take different forms depending on the context in which they are operating, most have three things in common. First, they don\u0026rsquo;t just collect citizen feedback\u0026mdash;they regularly aggregate and analyze this information, essentially \u0026ldquo;knitting together\u0026rdquo; a broad picture of the citizen experience. Second, because a single citizen journey can require multiple handoffs among departments or agencies, effective governance models define clear accountability across each function that is involved. Finally, citizen transformation governance models separate governance policy and operations. Policy governance focuses on top-line metrics and monitors overall quality of service to design and maintain a unified, positive citizen experience. Operational governance tracks citizen satisfaction and metrics at the channel and journey levels and encourages improvements by designing and carrying out customer-care initiatives at a process level.\u003c/p\u003e\n\u003cp\u003eChange doesn\u0026rsquo;t happen overnight. As with any transformation effort, leaders will want to encourage role modeling and will have to invest time as well as financial resources to build the skills and capabilities necessary to deliver and sustain change.\u003c/p\u003e\n\u003chr /\u003e\n\u003cp\u003eTransforming service delivery isn\u0026rsquo;t easy, but there is a clear and proven road map to success. By taking a citizen-centric approach, leaders can better understand the needs of their citizens and translate those needs into targeted, effective service-delivery improvements. In doing so, they can increase citizen satisfaction and also reduce costs.\u003c/p\u003e\n"},"isFullScreenInteractive":{"boolValue":false},"hideStickySocialShareBar":{"boolValue":false},"desktopID":{"value":""},"mobileID":{"value":""},"desktopURL":{"value":""},"mobileURL":{"value":""},"desktopPaddingPercentage":{"value":""},"mobilePaddingPercentage":{"value":""},"desktopOverrideHeight":{"value":""},"mobileOverrideHeight":{"value":""},"cerosOembedURL":{"value":""},"cerosRenderMode":{"targetItem":null},"cerosBackgroundColor":{"targetItem":null},"hideByLine":{"boolValue":false},"tableOfContentsTitle":{"value":"TABLE OF CONTENTS"},"accessStatus":{"targetItem":{"key":{"value":"RegisteredUsers"},"value":{"value":"Registered Users"}}},"articleType":{"targetItem":{"displayName":"Article"}},"hasSpecialReport":{"boolValue":false},"contentType":{"targetItem":{"displayName":"Article"}},"sourcePublication":{"targetItem":null},"externalPublication":{"value":""},"mobileReady":{"boolValue":true},"forClientsOnly":{"boolValue":false},"excludeFromClientLink":{"boolValue":false},"originalPublishDate":{"jsonValue":{"value":"2015-07-01T00:00:00Z"}},"footnotes":{"value":""},"contributoryPractice":{"targetItems":[]},"aboutTheAuthors":{"value":"\u003cp\u003e\u003cstrong\u003eEmma Dudley\u003c/strong\u003e is a specialist in McKinsey\u0026rsquo;s Singapore office, where \u003cstrong\u003eDiaan-Yi Lin\u003c/strong\u003e is a director and \u003cstrong\u003eMatteo Mancini\u003c/strong\u003e is a principal; \u003cstrong\u003eJonathan Ng\u003c/strong\u003e is the director of the McKinsey Innovation Campus, also in Singapore.\u003c/p\u003e\n\u003cp\u003eThe authors wish to thank Sharmeen Alam, Andre Dua, Andrew Grant, Kate Jackson, Ellie Kiloh, and Mrinalini Reddy for their contributions to this article.\u003c/p\u003e"},"authors":{"targetItems":[{"template":{"id":"3FBABDB63A094F68B1F8E1BBE1BA124E","name":"Author"},"id":"376970EEF9974D30AB400CCD76109CD0","name":"Emma Dudley","authorTitle":{"value":"Emma Dudley"},"description":{"value":""},"thumbnailImage":{"alt":"","src":null},"profile":{"targetItems":[]}},{"template":{"id":"3FBABDB63A094F68B1F8E1BBE1BA124E","name":"Author"},"id":"3621BE2CE62746708067C67993B5E1EA","name":"DiaanYi Lin","authorTitle":{"value":"Diaan-Yi Lin"},"description":{"value":""},"thumbnailImage":{"alt":"","src":null},"profile":{"targetItems":[]}},{"template":{"id":"3FBABDB63A094F68B1F8E1BBE1BA124E","name":"Author"},"id":"224CEDDE6615443092D28D35FA249768","name":"Matteo Mancini","authorTitle":{"value":"Matteo Mancini"},"description":{"value":""},"thumbnailImage":{"alt":"","src":null},"profile":{"targetItems":[{"standardImage":{"src":"/~/media/mckinsey/our people/matteo mancini/matteo mancini_std_img.jpg","alt":"Matteo Mancini"},"emailLinks":{"value":"Matteo_Mancini@mckinsey.com"},"linkedInUrl":{"value":"https://www.linkedin.com/in/mancinimatteo"},"description":{"value":"Leads McKinsey’s Operations Practice and advanced industries initiatives in Middle East, Africa and Central Asia, guiding manufacturing and technology clients to enhance productivity and transform supply chains "},"locations":{"targetItems":[{"name":"Riyadh","displayName":"Riyadh"}]},"firmTitle":{"value":"Senior Partner"},"thumbnailImage":{"alt":"Matteo Mancini","src":"/~/media/mckinsey/our people/matteo mancini/matteo mancini_thumbnail_img.jpg"},"url":{"path":"/our-people/matteo-mancini"}}]}},{"template":{"id":"3FBABDB63A094F68B1F8E1BBE1BA124E","name":"Author"},"id":"878D6C2BC6914EC98DE1FE799F1F1E08","name":"Jonathan Ng","authorTitle":{"value":"Jonathan Ng"},"description":{"value":""},"thumbnailImage":{"alt":"","src":null},"profile":{"targetItems":[]}}]},"nonPartnerAuthors":{"targetItems":[]},"interactiveToUse":{"targetItem":null},"enableArticleComponents":{"boolValue":false},"relatedArticles":{"targetItems":[{"sourcePublication":{"targetItem":null},"publicationSource":null,"externalPublication":{"value":""},"title":{"value":"Europe\u0026#8217;s e-government opportunity"},"url":{"path":"/industries/public-sector/our-insights/europes-e-government-opportunity"},"eyebrow":{"targetItem":{"name":"Article"}},"articleType":{"targetItem":{"name":"Article"}},"contentType":{"targetItem":{"name":"Article"}},"description":{"value":"Only 40 percent of EU citizens now access online government services. Public-sector leaders can increase this number by following a new strategy for creating compelling digital platforms."},"standardImage":{"src":"/~/media/mckinsey/industries/public and social sector/our insights/europes e government opportunity/europes_e government_opportunity_1536x1536_original.jpg","alt":"Europes_e-government_opportunity_1536x1536_Original"},"heroImage":null,"thumbnailImage":null},{"sourcePublication":{"targetItem":null},"publicationSource":null,"externalPublication":{"value":""},"title":{"value":"How US state governments can improve customer service"},"url":{"path":"/industries/public-sector/our-insights/how-us-state-governments-can-improve-customer-service"},"eyebrow":{"targetItem":{"name":"Article"}},"articleType":{"targetItem":{"name":"Article"}},"contentType":{"targetItem":{"name":"Article"}},"description":{"value":"A McKinsey Center for Government survey finds that Americans are often dissatisfied with state services\u0026#8212;and identifies significant 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