Transcript Slide 1

Creating Public Value
Design for Trust & Satisfaction in e-Government
Anthony Meehan
Home Connections – Barbican 11 May 2006
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Elements of Public Value
Trust &
Satisfaction
Moore, 1995;
PM’s Strategy Unit,
Creating Public Value, 2002
experience
experience
Services
contribute to
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Outcomes
“normatively
compelling collective
purposes”
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Avoiding Exclusion
• “Those who are left outside the development of information and
communication technology are often the same people…who most
need the welfare state’s services in any case. This is why special
attention should also be paid to the needs of these people when
developing a human information society.”
Osmo Pekonen and Lea Pulkkinen, Report to Finish Parliament, 2002
• “The level of trust in an organisation affects levels of use and
engagement with services. Some [people] avoid contact with
services they do not trust unless it is absolutely essential. This
can have a direct impact on how well services meet the wider
community's needs.”
MORI, Trust in Public Institutions: A Report for the UK Audit Commission 2003
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Community Trust
vertical trust
political, economic & social institutions
Braithwaite & Levy, 1998;
Grimsley, Meehan et al,
2003
horizontal trust
community – family, friends, neighbours
“Trust relations are an expression of a community’s capacity
to co-operate to achieve a better quality of life than would
otherwise be available if its members acted merely as
individuals.”
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ICT mediation of Trust?
ICT
vertical trust
political, economic & social institutions
Braithwaite & Levy, 1998;
Grimsley, Meehan et al,
2003
horizontal trust
community – family, friends, neighbours
Poorly designed/managed e-government will damage the
relationship between citizen and public service provider…
…and may have much wider implications for community well-being.
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Survey data
Housing and Regeneration in Coalfield
Communities Surveys / JRF
Wave 1 (1999) (Green, Grimsley, Stafford, 2001)
n=1341 individuals
Wave 2 (2004) (Green, Grimsley, Stafford, 2005)
n=1204 individuals
South Yorkshire Social Capital Surveys
Wave 1 (2000) (Green, Grimsley, Suokas,
2000) n=4220 households
Wave 2 (2004) (Gilbertson, Green, Grimsley,
Manning, 2005)
n=3771 households
M18
M18
Barnsley
A1
A1
M1
M1
Moorends
Moorends
M180
M180
Kendray
Kendray
Darfield
Darfield
Thurnscoe
Thurnscoe
Intake
Intake
Denaby
Denaby
Rawmarsh
Rawmarsh
Doncaster
Maltby
Maltby
Motorways
Brinsworth
Brinsworth
Rotherham
% of ward population living in most deprived 5th of EDs
(DETR Index of Local Deprivation, 1998)
40 to 83
16 to 39 .9
0.1 to 15 .9
0
SOUTH YORKSHIRE COALFIELD COMMUNITIES
Pattern of Deprivation
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Drivers of Satisfaction & Trust
information:
personal
control:
influence:
how well informed people feel
the extent to which people feel a sense of
personal control in life
the extent to which people feel able to
influence
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well-informedness
horizontal trust
vertical trust
.4
.6
.3
.4
.2
.1
95% CI Horizontal trust
95% CI Vertical trust
.2
-.0
-.2
-.4
-.6
N=
1052
1030
poorly informed
1724
414
fairly well informed
not well informed
0.0
-.1
-.2
-.3
-.4
N=
1052
1724
414
fairly well informed
not well informed
very well informed
Sense of being well-informed.
1030
poorly informed
very well informed
Sense of being well-informed
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personal control
horizontal trust
.4
.2
.2
.1
0.0
0.0
95% CI Horizontal trust
95% CI Vertical trust
vertical trust
-.2
-.4
-.6
-.8
N=
140
590
strongly disagree
disagree
435
2219
neither
837
strongly agree
-.1
-.2
-.3
-.4
N=
140
590
strongly disagree
disagree
agree
435
2219
neither
837
strongly agree
agree
Sense of personal control
Sense of personal control
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influence
horizontal trust
.4
.3
.2
.2
0.0
.1
95% CI Horizontal trust
95% CI Vertical trust
vertical trust
-.2
-.4
-.6
-.8
N=
146
631
strongly disagree
disagree
617
2114
711
neither
strongly agree
-.0
-.1
-.2
-.3
N=
146
631
strongly disagree
agree
Sense of ability to influence
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disagree
617
2114
neither
711
strongly agree
agree
Sense of ability to influence
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HC: Threats to Trust
Information
Control
“The system works fine, but nobody looks at your personal situation.”
Influence
X
“It would be nice to meet someone from Housing to let you know where
you stand [on bids].”
X
“The website is a jazzed up version of the council trying to get out of
answering questions! If the correct information was up there on the
website, we would not be phoning up for reassurance.”
X
“It gives you false hope…. You’re just left waiting…. The system raises
people’s hopes – you have to wait for two to three months before
you find out if you have been successful.”
X
“The real blockage with these schemes, which are excellent, is with the
council.”
X
X
X
X
“There is no communication so the wheels grind ever so slowly – the
right hand does not know what the left hand is doing.”
X
“The officer told me that properties are allocated on a ‘first come first
served’ basis, so the people who bid earlier in the morning have a
better chance than those bidding in the afternoon [untrue]. People
in the councils don’t know as much as we know about it [Home
Connections]!”
X
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X
Chan & Harkness (2004) Home Connections Focus Groups Report.
Home Connections Customer Comment
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HC: Trust Reinforcement
Information
Control
“I like the autonomy of being able to pick.”

“You can choose the area in which you want to live.”

“You can visit the property before you bid if you want to (only the
outside though).”


“You can see what’s available every week, so you can start to see
where [in the borough] you want to be.”


“It’s nice to see what’s available when previously you have always
been told there was nothing.”

“I like the right to refuse a property without it affecting your future
chances of being housed.”

“The “I like having a say in the property and being able to turn a
property down.”

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Influence

Chan & Harkness (2004) Home Connections Focus Groups Report.
Home Connections Customer Comment
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Extended Public Value Model
Satisfactio
n
Positive Correlation
Trust
Reinforcing
Well-informedness
Personal control
Influence
Experience
Experience
Services
Outcomes
Contribute to
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Some Lessons/Issues (1)
• Customer/client/citizen relates to whole process – need for
seamless integration of all system elements, and in ways that
support diversity and avoid exclusion.
• Well-informedness is promoted by:
– personalised proactive communication;
– consistency/lack of contradiction;
– and reinforced by trusted 3rd party mediation.
• Personal control is promoted by:
– flexibility (multiple paths to the same end);
– clarity of where the initiative resides.
• Sense of influence is promoted by:
– timeliness of context sensitive communication/feedback.
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Some Lessons/Issues (2)
• It is possible to maintain trust (even if the desired outcome is very
difficult to attain) by taking a holistic view of clients needs and
proactively supporting the client in recognising and addressing
these needs.
• Introduction of e-government raises client and citizen expectations
and it is these raised expectations that must be met. This is
particularly challenging for developers and managers of egovernment systems as the introduction of the system itself raises
benchmark by which it will be judged.
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Anthony Meehan
The Open University
Walton Hall
Milton Keynes
MK7 6AA
http://mcs.open.ac.uk/am4469
Supplementary Slides
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Experience Management Matrix
Target Experience in User
Trust &
Satisfaction
Strategy
Information
Strategy
Control
Strategy
Deployment of
Influence
(Power)
Sense of being
Well-informed
Sense of Personal
Control
Sense of being able
to Influence
1?
2?
3?
4?
5?
6?
7?
8?
9?
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Information
Trust &
Satisfaction
Strategy
Information
Strategy
Target Experience in User
Sense of being
Well-informed
Sense of Personal
Control
Expectation
(Ambiguity!
Contradiction!)
Knowledge of:
•Whole-process
Map
•Distribution of
Reputation (Brand)
initiative
Vertical
•Conditions of
•B2C
engagement
Horizontal
•Power of Indirect
(3rd Party)
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Sense of being able to
Influence
Information for
•informed views
•how/when to
convey them
•to whom
Evidence of
(independent)
consideration of views
and explaining
decisions.
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Control
Trust &
Satisfaction
Strategy
Control
Strategy
(Initiative and
Responsibility)
Target Experience in User
Sense of being
Well-informed
Proactive
communication in
relation to initiative:
•Reporting when
the initiative is
with you;
•Enquiring when
the initiative is
with the
customer/client.
Sense of Personal
Control
Design for flexibility:
•adaptability
•personalisation
Definitions of ethos,
boundaries and
behaviours that change
entitlements.
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Sense of being able to
Influence
Contingency:
•response in
keeping with
customer/client
expectation.
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Influence
Trust &
Satisfaction
Strategy
Exercising
Influence
(Power)
Target Experience in User
Sense of being
Well-informed
Minimising
uncertainty:
•transparency of
policy and
process.
•independent
legitimation.
Sense of Personal
Control
Holistic view of
customer/client need:
•shaping the
perception of need
and space of
possible solutions
•enlarging the
sphere of action.
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Sense of being able to
Influence
Coordinative and
integrative responses
to well-founded
needs/desires.
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Terms of Engagement
Relational Terms
Activity
(c.f. Simons, 1996; Vangen & Huxman, 2003)
Establish Relational Values
Establish values/ethos and describe high-level
behaviours that express these values.
Define Mutual Expectations and
Entitlements
Define entitlements. (It may be useful to
distinguish between equity and equality in
respect of entitlement). Recognise different
levels of commitment.
Define Bounded Freedoms
Identify boundaries that denote levels of
entitlement.
Define Incentives and Penalties
Identify and agree behaviours that induce
transitions across entitlement boundaries
identified above.
Monitor Performance
Jointly monitor and review adherence to values
and behaviours as described above.
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Information Strategy
Information
Strategy
Induced Sense of
Well-informedness
Basic-reactive: Information provision is entirely
request driven.
Dependent: user must take the initiative in
researching the information needed to act.
Minimal-standard: basic or routine information on
levels of service availability is published.
Non-standard dependent:
if the user needs any variation in the basic
provision they must take the initiative in acting
to meet their need.
Explanatory: explanations are published in relation
to ‘routine’ service standards.
Informed-dependent: the user knows and can
take a view on the reasonableness of the
service standards they experience.
Responsive: information is provided about how the
service can be adapted to (individual) users’
needs.
Facilitated: the user can negotiate provision for
their specific circumstances.
Enabling: information is provided which allows the
users to achieve goals by reference to
alternative courses of action or even
'competing' service providers
Emancipated: the user is able to pursue
alternative courses of action which achieve
their desired goal.
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Satisfaction
MORI (PM’s PIU, Cabinet Office), 2001
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The Hysteresis of Trust
Trust
- ve
+ ve
Experience
when trust is lost, there is rarely a quick and easy way to
rebuild the relationship.
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Exclusion
Acting in
the
World
voting?
Alienation  exclusion
Confidence
Anxiety  exclusion
Trust
mental health?
fear of crime?
Note: Confidence and Trust are not linearly additive
after Luhmann, 2001
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References
•
•
•
•
•
•
•
Green. G., Grimsley, M., Suokas A., et al: Social Capital, Health and Economy in South Yorkshire Coalfield
Communities. CRESR, Sheffield Hallam University, UK
Green G., Grimsley, M. and Stafford, B., (2001) Capital Accounting for Neighbourhood Sustainability, CRESR,
Sheffield Hallam University, UK.
Green, G., Grimsley, M. and Stafford, B. (2005) The Dynamics of Neighbourhood Sustainability, Joseph
Rowntree Foundation: York Publishing Services. http://www.jrf.org.uk/bookshop/eBooks/1859353045.pdf
Gilbertson J., Green G., Grimsley M. and Manning J. 2005. The Dynamic of Social Capital, Health and
Economy. CRESR, Sheffield Hallam University, UK
Moore, M.H. (1995) Creating Public Value: Strategic Management in Government. Harvard University Press,
Cambridge, MA.
MORI (2003) as Duffy, B., Browning, P. and Skinner, G. (2003). Trust in Public Institutions: A report for the Audit
Commission. MORI.
PM’s Strategy Unit (2002 as Kelly, G., Mulgan, G. and Muers, S. (2002) Creating Public Value: An analytical
framework for public service reform, Strategy Unit discussion paper, Cabinet Office,
http://www.strategy.gov.uk/downloads/files/public_value2.pdf
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