Identify Journey or Experience for Improvement - ND Portal



State of North Dakota Citizen Experience InitiativeMissionTo provide a consistent, end-to-end experience across all channels and departmentsGuiding PrinciplesShared capabilitiesHarness shared capabilities to improve individual servicesCitizen, not government centeredAdjust to citizen needs, not government needsMulti-channel, unified deliveryDeliver an omnichannel experience that allows “any service, any device, anytime”Data-based decisionsUse data to drive improvements, decision making, and proactive engagementInstructions(Delete all instructions prior to finalizing document.)This self-guided template helps empower staff to plan, implement, and measure the impact of citizen experience initiatives. Without a defined approach like this, initiatives can easy fail to ever be implemented or be implemented and not actually improve the citizen experience. Following the approach outlined here helps us to think through things from the citizen’s perspective, plan solutions in line with the state’s citizen experience strategy and determine if our solution had a meaningful effect on the problem. Because this is a template, feel free to adjust it to fit the needs of your initiative.Identify Journey or Experience for ImprovementStart by identifying which customer journey or experience you want to improve. The goal of this step isn’t to identify how to make the improvements, but you will learn information in this step that naturally feeds into the next step, Identify Opportunities.Think of an experience as any touchpoint with a citizen, anytime they are interacting with government, such as visiting a website, walking into an office, or filling out a form. Think of a journey as the steps a citizen has to go through to acquire a service. Ways to identify and select journey or experience: Personas – Personas are hypothetical profiles that describe a user of your service. These can be created at a department or program level. See Digital Gov’s Personas 101 guide to get started ().Interviews – Interview front-line staff, the staff closest to the citizen interactions, to learn what experiences they believe are ripe for improvement. Ideation Input – The state is pursuing the creation of an enterprise ideation platform to allow employees and the public to submit ideas and provide feedback. While the enterprise system isn’t in place right now, a simple brainstorming session with or survey of department staff may generate ideas.Review service catalog – A service catalog is a great way to identify with experience to improve. You could even work your way through the entire catalog, one service at a time. If you don’t have a service catalog, consider creating one and making it publicly available. See the “Popular Topics” section of for an example service catalog.Identify OpportunitiesOnce you’ve selected the journey or experience, the next step is to identify the opportunities for improvement. You may already have an idea of what these opportunities are. This step will help you verify those suppositions and more thoroughly map out the existing experience. Journey MapEnsure proper understanding of the experience by creating a journey map. A journey map can take many different forms and can be as formal or informal as you desire. The point is to create some sort of visual representation of the steps – or journey – the citizen is going through. Journey maps often include the following information: each stage in the journey, a description of steps/activities taken in each stage, the citizens’ emotions during each step/activity, and the medium of interaction (e.g. website, email, paper form, etc.). For additional guidance, “Using Journey Mapping to Streamline Processes Across Agencies” ()Gather DataGather any data you may have about the experience, such as citizen feedback/survey results and website analytics. Use this data to further hone in on which parts of the experience you want to improve. This data will likely be used later in the initiative to measure success, so putting adequate time into gatherings or creating this data at this step is critical. PrioritizeTo prevent this initiative from being “just one more thing” that staff must complete, it requires the proper time, resource, and funding commitments, as well as leadership support. While at this point in the process, you haven’t completed planning, you are far enough to prioritize it against other initiatives and decide if this initiative will proceed. If you stop, keep the work done so far as this becomes a backlog item that you can pick back up at a future date. You may end up with several initiatives that pause at this point, but that’s okay. They can be started again later, and now you’ve gathered data that will help you moving forward.GoalWhat do you hope to achieve?xxSolution StatementHow to you hope to achieve that goal?xxAlignment with Whole of Gov StrategyOnce you’ve written the solution statement, think about how it aligns with the whole of government citizen experience strategy shown at the beginning of this template. This vision is accomplished not just though major system and processes implementations, but through many individual decisions and initiatives being made in support of the vision. Before proceeding, check to see if the proposed solution moves us forward toward a consistent, end-to-end experience across channels and departments, or creates another siloed experience?Estimated Commitments Although you haven’t completely planned out the initiative, you should have a general idea of the time, resource (people), and funding commitments it would take to see this through. Document your best guess at this point to help with prioritization. xx Identify Competing PrioritiesIdentify competing organization initiatives, especially those that require the same resources identified above. Once identified, prioritize them below. A shared understanding of priorities across stakeholders is critical to completing the initiative on schedule. If too many other initiatives come before this one to continue at the moment, find out when the other initiative will be complete, so you know when this one can move up on the this and begin. xxPlanThe next step is to develop a plan to complete the initiative. While you may have identified a plethora of opportunities, you may choose to only address one or two of those opportunities this time. You are more likely to succeed by taking an iterative approach than trying to solve everything at once and creating a long, complex initiative.Depending on the scope of this initiative, you may choose to involve a trained Project Manager and utilize one or more of the state’s project management templates (). Some basic guidance on when to continue using this template vs. when to engage the project management office: If you expect the project budget to be under $100,000, continue to use this template. If the budget could be $100,000 and over, please see the project exploration process () and consult the project management office before proceeding.TimeframeWhat is the expectation of when the initiative will be complete? Is there a drop-dead deadline?xxIn ScopeSpecify what is in scope of this initiative.xx Out of ScopeSometimes it is as important to state what is out of scope for the initiative as it is to state what is in scope to ensure complete understanding of the scope of the initiative. Any element not listed as “in scope” is considered out of the scope of the project. However, specifically, the scope of the project does not include:xxxxBusiness AnalysisDefine your specific objectives, how you will measure that you’ve met those objectives, and the anticipated benefit. These should all relate to the journey or experience you’re trying to improve. You may have multiple measurements and/or benefits per objective. You will come back this on the last step of the initiative approach, which is measuring success. Table SEQ Table \* ARABIC 1: Objectives and Measurements ObjectiveMeasurementAnticipated Benefit(s)11.1 xx (how are you going to show that you’ve solved the need)1.1.1 xx (how and when are you going to show that you’ve met the objective)xx (what are the benefits achieved by this objective)1.2 xx1.2.1 xxxx22.1 xx2.1.1 xxxxStakeholdersWho are all the different people/groups that would be impacted by this initiative? Ensure the stakeholders are engaged at the proper level.xxAssumptionsAssumptions are factors that, for planning purposes, are considered to be true, real, or certain without proof or demonstration.The solution has the following assumptions: xxConstraintsConstraints are defined as the state, quality, or sense of being restricted to a given course of action or inaction. An applicable restriction or limitation, either internal or external, to the project that will affect the performance of the project or a process.The solution has the following constraints:xxBudgetIf replacing a system or integrating somethings new, what do you have budgeted for your current solution? Do you have money in your budget for an increase of cost?xxWhole of Gov OpportunityDon’t reinvent the wheel. While the individual missions of departments may be unique, often they rely on shared capabilities, such as the ability to collect payments or email citizens. Consider if there are other departments with tools or knowledge that might help with your initiative, or if your initiative might help other departments.The state is in the early stages of building a Citizen Experience Hub (CxH), which is a toolset of connected technology solutions – as this effort progresses, the likelihood of being able to enterprise tools already owned by the state will increase. Ways to reach out to other departments:Propose an agenda item at the next Social Media Users Group (SMUG)Join the ND Online Yammer group and post a question to the rest of the membersIndividually reach out to your contacts in other departments and ask your agency leadership to do the samexxImplement Implementation plans vary drastically per initiative, though the following are common steps:Initiative team: Establish recurring team meetings so all involved parties can report on progress and voice concernsInitiative launch meeting: Bring together the initiative team and review the initiative planSchedule: Formalize a schedule and task dependencies to ensure the initiative is completed on timeCommunication plan: Develop an internal and external communication plan to keep all stakeholders informed.xxMeasure SuccessLook back at the objectives and measures detailed in the Plan phase, as well as the data gathered in the Identify Opportunities phase, and determine if this initiative was successful. Also conduct an informal “after action report” by getting the team together to discuss and document what went well, what did not go well, and how to make improvements for the next initiative ................
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