Zelenograd Prefecture

1
Brazils Experiencewith Integrated Citizen
Service Centers

• Peter Knight
• Coordinator, e-Brasil Project and e-Brasil Portal
  www.e-brasil.org.br
• President, Telemática e Desenvolvimento Ltda.
• and
• Daniel Annenberg
• Directing Partner, Res Pública Consultoria
• Presentation at Zelenograd Prefecture
• Moscow, Russian Federation
• 28/05/2008

2
Structure of the Presentation

• Citizen service centers in a broader strategy of
  e-government and e-development
• Principles and objectives guiding the development
  of integrated citizen service centers
• State and municipal-level programs Brazilian
  best practice BA (SAC), SP (Poupatempo), GO
  (Vapt Vupt)?
• How to integrate the physical and virtual
  channels while keeping down costs?
• Outsourcing citizen service centers vs. or
  combined with those run by the State
• Levels of staffing
• Challenges for the future
• Possible Russo-Brazilian Collaboration

3
What is e-Development?

• e-Development is more than e-government
• Involves intensive use of ICT to accelerate
  socio-economic development
• In the information society,
• In the knowledge economy, promoting
  competitiveness, reducing transaction costs
• Allowing lifelong learning
• Addresses two central development issues
• Socio-economic inequality
• Competitiveness in a global, knowledge-based
  economy
• Well see in next slide that e-development is a
  broad concept.

4
Elements of the e-Brasil Vision (Thanks to Nagy
Hanna)?
ICT Applications e-Government, e-Business,
e-Society
Vision, Leadership, Consensus, Policies, and
Institutions
Information Infrastructure
Human Resources Development
ICT Industry Promotion
5
Integrated Citizen Service Centers, e-Government
and e-Development

• Integrated Citizen Service Centers (ICSCs) are
  oriented to citizens needs rather than
  bureaucratic imperatives
• ICSCs can help launch a process of public
  administration reform changing the interface
  with the citizen can lead to integration of the
  back office this is a major challenge
• ICSCs are focused on serving the citizen and can
  play a strategic role in transforming the
  relations between citizens and the State
• ICSCs rely heavily on ICT, and usually lead to a
  virtual ICSC as a next step, using the Internet,
  mobile phones, and now digital television

6
Why ICSCs

• Civil society fed up with unresponsive
  bureaucracy
• unnecessary routines
• no evaluation of quality of service delivery
• low transparency in the relationship of civil
  servant vs. citizens,
• hours and locations of service delivery
  inconvenient for citizens
• Unpleasant surroundings, long waits
• Repeated requests by bureaucrats for information
  the State already has
• Attitude of create difficulties in order to sell
  facilities (corruption)?

7
Principles of ICSCs

• Combine various government units providing
  services to the public, civil society
  organizations, and private enterprises providing
  services of a public nature in a single physical
  location, convenient for citizens, a pleasant
  atmosphere, and at hours convenient to the
  citizen
• Establish a new paradigm of citizen service as
  regards quality, efficiency, and speed

8
Objectives of ICSCs

• Expand access of the citizen to information and
  public services
• Provide quality services, save citizens time and
  effort
• Provide transparency in public management
• Bring the State closer to the citizen
• Seek continuous improvements in service delivery,
  deburocratizing, simplifying wherever possible,
  without violating existing legislation

9
Elements of ICSC Standards

• Continuous training of service providers
• Clear instructions available to citizens
• Personnel able to do multiple tasks
• Uniforms and name badges to identify ICSC
  personnel
• Availability of support services for citizens
  (photography, xerox, etc.)?
• Call center to provide information on ICSC
  services pre and post-visit (also online)
• Regular surveys of user satisfication
• Clear and citizen-friendly ways to provide
  feedback on services provided to citizens

10
Environment of the ICSC

• Adequate, well lighted, comfortable spaces for
  waiting within sight of the areas where services
  are provided
• Visual communication systems (electronic panels
  to manage lines, color coding by type of service,
  etc.)?
• Brochures and folders with information on the
  services being delivered
• Infrastructure and resources dimensioned in
  accord with need personnel, up-to-date
  equipment, furniture, physical space, etc.
• Constantly updated manual on service delivery,
  standardized across all ICSCs

11
ICSCs in Brazil

• ICSCs now exist in 23 of Brazils 26 states, 2
  more currently have ICSCs in development
• There are a growing number of municipal-level
  ICSCs, at least 6, mostly in São Paulo State
• The best practice for ICSCs in Brazil are
  currently found in Bahia, São Paulo and Goiás
  states
• In these states the results have been better than
  the others, with greater
• acceptance and use by citizens
• units in operation
• political support and visibility
• involvement of the state agencies and
  institutions participating
• resources allocated for the ICSCs
• continuity in management
• Next we provide some basic information on the
  ICSCs in these three Brazilian states

12
Lets Visit the Brazilian ICSCs

• Poupatempo (São Paulo) www.poupatempo.sp.gov.br/h
  ome/
• Poupatempo em Vídeo
• SAC (Bahia) www.sac.ba.gov.br/
• Vapt Vupt (Goiás) www.vvv.goias.gov.br
• Site with access to all state sites
  www.centraisdeatendimento.sp.gov.br

13
Poupatempo, SP
14
SAC, Bahia
15
Vapt Vupt, Goiás
16
ICSCs in SP, BA, and GO
In 2000, SAC had 6 Mobile Units. Since 2001, 4
were deactivated, as demand had already been met.
Since then, two units operate in Bahia.
17
Outsourcing vs. Use of Civil Servants in ICSCs

• Various combinations of outsourcing vs. use of
  civil servants have been experimented with in
  Brazil over time and geographic units.
• There are some limitations posed by law, the
  number of available civil servants, etc.
• In the early Poupatempos, only cleaning,
  maintenance, security, and food services were
  outsourced.
• Beginning about 2000, with a lack of civil
  servants, receptionist and those providing
  orientation to citizens were outsourced, and
  later the whole process of implanting new
  Poupatemo units (civil works, purchase of
  equipment, furniture, etc.) and management of the
  Poupatempo itself only about 20 of the staff
  were civil servants as required by law.
• In Bahia, the SACs began largely with outsourced
  personnel, and slowly moved toward greater use of
  civil servants.

18
Outsourcing vs. Use of Civil Servants in ICSCs
(2)?

• In some other states the majority were and are
  civil servants.
• Most new programs are opting for almost full
  outsourcing, with only the overall management of
  the project and monitoring of the quality of
  services provided remaining the responsibility of
  Governments.
• This has not yet proven to be cheaper or better
  than direct government operation, and in the case
  of Acre, the government has chosen to assume all
  responsiblities for implanting and operating the
  new ICSCs (OCAs).
• More important than the affiliation of the
  employees is the training they receive, including
  in ethics of public service, citizens rights,
  quality of service, teamwork, and the details of
  how to deliver specific services.
• Probably some mixture of outsourcing and direct
  provision by civil servants is best, but again,
  Brazilian experience offers no hard and fast
  rule.

19
Role of the State in the New Model Poupatempos

• Define directives, norms, and standards of
  quality
• Select and define the locale
• Elaborate the full project, including
  architecture, engineering, and visual
  communication
• Monitor the quality of service delivery
• Participate in administration of the unit with
  high-level quality managers
• Elaborate manuals, norms, and operational
  procedures
• Develop indicators to manage quality of service
  delivery

20
How are multiple services integrated in an ICSC?

• The ideal is for services to be fully integrated,
  so that the citizen would have to circulate the
  minimum possible within the ICSC services
  should be integrated across levels of the
  federation and units of government at each level.
• In Brazil so far this ideal is definitely not
  met, though in various states are working in this
  direction, and there is a federal program to
  promote interoperability.
• There are difficulties with legacy systems and
  the lack of interest of some government units in
  this kind of integration.

21
How many personnel are required to operate an
ICSC?

• The number varies with the size of the unit, the
  number and complexity of services offered, and
  citizen demand.
• In São Paulo for 11 Poupatempos, about 5,000
  employees (working 12 hours per weekday and 6
  hours on Saturdays).
• For an ICSC with 4,000 M2 and about 15 different
  government organs participating, about 400-500
  employees.

22
Criteria for Selecting Services, Poupatempo and
other Brazilian ICSCs

• The first criterion was services in greatest
  demand by the citizens (e.g. identity cards, work
  cards)?
• Also those requiring the most time or most
  difficulty to get (for these, it was important to
  first simpllify the processes, computerize
  procedures, etc. before putting them in the
  ICSCs)?
• Services that the poplulation wanted to be able
  to obtain in a single place
• Services already having a certain standard that
  could, in a good sense, contaminate the others,
  helping them to improve their quality

23
Challenges for the Future

• Integrate various services independent of the
  parts of Government (federal, state, municipal
  and functional parts of government at each level)
  and of the legacy systems behind them
• Organize service delivery better using multiple
  delivery channels (Internet, face-to-face,
  telephone, digital TV)?
• Reduce costs of the ICSCs and find ways to
  maintain them independent of State and Municipal
  budgets
• Improve and make more agile the delivery of
  services (redesigning processes and procedures,
  deburocratizing)?
• Find new ways to maintain employee motivation,
  gradually making them capable of perfoming
  multiple services
• Improve relations with citizens (through use of
  Citizen Relations Management CRM, a single
  registry for each citizen, , etc.)?
• Increasingly value activities related to service
  delivery, creating appropriate career paths
• Create channels of particiation for the
  population so that the ICSCs become a state
  policy rather than that of a particular government

24
What is integrated in ICSCs and why?

• It is truly a challenge to integrate services.
• Why try? Because to carry out various of them, it
  is necessary to present other documents.
• For example, to issue an identity card, one needs
  a birth certificate and perhaps a marriage
  certificate. And to issue a series of other
  documents, an identity card is necessary. If
  these services are rendered in the same place,
  everything is easier for the citizen.
• Another example if a citizen loses his wallet,
  he will need to replace all the documents that
  were in it.
• For citizens, then, integration means saving
  time, effort and money
• To open a business is another good example, and
  this has led to special service centers for
  business people. As in the case of citizens,
  having all the services available in a single
  place saves time, effort and money. Some states
  and municipios have reduced the time to open a
  business from six months to less than one.
• Finally there is an effort being made to
  integrate some services via internet, for example
  reporting loss of na identity card, and making an
  appointment to get a new one in an ICSC

25
Opportunities for Collaboration between Brazil
and Russia

• Plan travel and study visit of Russian
  specialists to Brazil this year
• After better assessing the relevance of Brazilian
  experience for Russian conditions, invite a
  Brazilian team to work with Russian teams
  interested in implementing or expanding ICSCs in
  Russia
• Consider a similar exchange with Russian
  specialists working in Brazil to help improve
  Brazilian ICSCs if there are areas of strength in
  Russia which appear transferible

26
Thank you!
Telemática e Desenvolvimento Ltda.
Peter.Knight_at_e-brasil.org.br peter_at_tedbr.com www.e
-brasil.org.br Daniel.Annenberg_at_respublicaconsulto
ria.com