“The transformation of public services is gathering pace. It is already opening up new prospects for simpler and more effective day-to-day public services.”
Amélie de Montchalin, Minister for Public Sector Transformation and the Civil Service.
To better respond to new ways of doing things, the far-reaching changes in our society and the expectations of the French people, public services are reinventing themselves.
The challenge is to embrace the digital revolution in order to make life easier for users by offering public services that are simpler, accessible to all and tailored to everyday needs.
Consequently, considerable resources have been mobilised and the Action Publique 2022 project has been launched with the aim of making digital technology the main pillar of the transformation of public services.
As part of this, the ‘Tech.gouv’ action plan was launched in April 2019 to accelerate the digital transformation of the public sector and address six key challenges: simplification, inclusion, attractiveness, control, cost savings and partnerships.
Interview with Tarik Abtroun, Head of the Public Services and Sales Support Business Unit at Armatis.
In light of these ambitions and this revolution in public services, what are the major challenges that public authorities must tackle?
The main aim of the tech.gouv action plan is to make public services more accessible to citizens and more closely aligned with their everyday needs.
This is a fundamental transformation aimed at achieving objectives linked to societal, economic and environmental changes.
A challenge that affects uptake of this transformation (engagement) due to technological developments, the impact of artificial intelligence, and concerns that digitalisation may raise regarding the environment, rights and freedoms, equality and employment.
In my view, the main challenge is to ensure that our relationship is accessible and close to the community.
Human connection is always important, as it helps to avoid wasting time or money and offers simple, intuitive and accessible solutions for everyone within the shortest possible time, with a ‘caring’ and ‘reassuring’ approach.
Nevertheless, the digitalisation of services prompts us to take a critical look:
- The first is seen as a positive by some because of the simplification of administrative procedures, the reduction in processing times and, above all, the removal of time constraints,
- The second factor is compounded by the dehumanising effect this has on others, who may regret the loss of physical contact, not to mention those who are ‘technologically disadvantaged or vulnerable’ (non-users, areas without coverage) who may feel excluded from innovations due to a lack of access to equipment and an internet connection. The age of users is one of the primary distinguishing factors, as is their socio-professional category.
User experience
We are not talking here about customers or consumers, but about users of public services. This is a significant difference, and one that carries great weight in terms of the user relationship and the expected experience.
Indeed, whilst a customer may enjoy contacting their favourite brand several times to place orders, users of public services would prefer to avoid the mandatory and sometimes complex administrative procedures that require one or more phone calls 😓
What are the key factors for improving the user experience?
First and foremost, as with any product or service offering, it is essential to identify users’ needs and expectations so that we can provide them with effective, relevant and personalised support.
Councillors act as ambassadors for the image of public services; they play the role of facilitators and must build trust with service users.
In this context, we distinguish between three levels of digital support:
- Digital emergencies: the user needs an immediate response and efficient, rapid assistance. Learning is not their primary aim, nor is becoming self-reliant. The challenge is to ensure they do not lose an entitlement or a benefit, or incur a penalty. It is a matter of taking immediate action, often on the beneficiary’s behalf, and doing so securely.
- Digital inclusion: this aims to foster gradual self-reliance through support (for short- and medium-term needs) with a view to helping users achieve digital self-reliance
- Improving digital skills: this involves empowering people and enabling every citizen to understand and take the initiative.
Next, it is important to offer users a wide range of ways to get in touch with an adviser.
As such, public services are supplementing their IVR systems with technical solutions designed to make it easier for users to find the information they need (cross-channel, video calls, chat, etc.).
Furthermore, regardless of the channel through which the enquiry is made, the user must either receive an immediate response to their enquiry or be informed of the estimated processing times, the stages involved and the progress of their case.
Finally, as part of a process of continuous improvement, it is essential to measure service quality – and, more specifically, the quality as perceived by the user; this is measured both immediately after the service and at a later date.
User feedback is analysed to draw up action plans and thereby optimise user journeys, ensuring a unique user experience.
Users play a key role in improving services. They share their experiences and let us know what they are satisfied or dissatisfied with.
User confidence
69 per cent of French people have a fair amount of confidence in the government (Delouvrier Barometer, 2019).
To build user confidence and as part of a commitment to continuous improvement, the Public Services+ programme has taken over from the ‘Marianne’ service quality initiative. It forms the common foundation of the public services’ commitment to users.
How can we put the principles of the Service+ programme into practice?
For the digitalisation of services to deliver on its full potential, it is essential to place the user at the heart of the relationship. New technologies optimise processes and customer journeys to improve the quality of service provided.
As mentioned earlier, it is essential to identify and anticipate needs, and to design and redesign customer journeys to make them simple and intuitive, thereby ensuring that interactions are effective regardless of the channel. The challenge is to provide a service based on listening, empathy and attentiveness, where the user feels valued.
What users want today:
- An adviser who clearly understands the situation, even if a solution cannot be found straight away
- A swift and effective resolution, regardless of the channel (AI, human or a combination of both)
- A personalised service
Service agility
66 per cent of French people felt that public organisations had succeeded in maintaining continuity of service during the crisis (Ifop poll for Acteurs Publics, May 2020).
Service agility presents a major challenge.
Indeed, how can we adapt to events that affect public services?
The digitalisation of public services provides an additional guarantee of service continuity, enabling people to carry out administrative procedures anywhere, at any time and using any device.
From an organisational perspective, remote working offers greater flexibility and ensures business continuity. Whether implemented from the outset or in response to specific events, remote working is now an established part of how businesses operate.
In addition, it is essential to demonstrate agility and adaptability in order to cope with fluctuations in contact volumes, whether these are seasonal or linked to specific events. This is why public services are increasingly relying on external partners, such as Armatis – an expert in the ‘user experience’ – which has the capacity to manage both bespoke and large-scale, high-volume partnerships.
Data protection
Public sector organisations are particularly affected by the GDPR as they process large amounts of sensitive data: personal data, health data and banking data.
In a digital environment where transactions and exchanges take place remotely, how can we ensure that users’ personal data is protected?
For some years now, the protection of personal data and privacy has been a key issue in the digital transformation of public services.
At Armatis, all organisational and technical security measures implemented in relation to information security are based on the framework set out in the ISO/IEC 27001 standard, the PCI DSS standard, the recommendations of ANSSI and the GDPR.
Outlook
The public sector is undergoing major changes and is modernising at breakneck speed, with the aim of placing the user at the heart of a customer experience strategy based on efficiency and satisfaction. That said, to address the various challenges outlined, public bodies and services are increasingly relying on external expertise, which offers these experts excellent opportunities for development in the years to come.
