I. Regulation can be an important government function.
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Why use the Balanced Scorecard in Government?
New Releases. Description Transparency has become a global concept of responsible government. This book argues that the transnational discourse of transparency promotes potentially contradictory policy ideas that can lead to unintended consequences. It critically examines whether or not increased transparency really leads to increased democratic accountability. Product details Format Hardback pages Dimensions x x Illustrations note XVI, p. Other books in this series.
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The update of the Federal Performance Framework OMB Circular A, Section provides first-of-its-kind guidance aimed at embedding customer experience management as a critical component of agency operations.
Unintended Consequences and the Limits of Transparency
The primary focus is on 25 High Impact Service Providers HISPs across 14 agencies, identified because of the scale and impact their customer facing services have on the American public. This makes the HISP customer interactions an incredible opportunity to rebuild trust in our government.
The tool adapts leading CX practices from the private sector to the Federal government context. The purpose of this annual exercise is threefold:. We were inspired by the impressive public servants across government who are deeply connected to their mission and the people that they serve.
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A number of themes emerged across programs from these discussions. These include:.
FreeBalance | Why use the Balanced Scorecard in Government? - FreeBalance
Customers experience life events, not Federal agencies. Traveling out of the country requires getting a passport from the Department of State, going through a Transportation Safety Administration security line, and declaring goods to Customs and Border Protection. Exporting your first shipment from your small business could require interacting with no fewer than five Federal entities. Completing research across multiple Federal websites, varying eligibility criteria, definition of terms and more are not setup for actual experiences, but along appropriation language, statute, and individual agency policies.
Oftentimes individuals hit the limits of support based on an agency mandate rather than a customer need, or the fact that another agency or program might meet that need somewhere else. Interactions with one agency could even have unintended consequences or impacts later with another entity of government. Moments of stress often require complex decisions. These moments often require mental effort just by the nature of the event, and government information around an important decision can often be confusing and overwhelming.
People frequently navigate Federal services on behalf of someone else. While this is certainly critical work and is often part of the solution to improving the customer experience, important changes are also necessary in how our services are administered. Understanding the root causes of barriers to delivering the outcomes we seek may require policy changes, rethinking how enrollment processes work and their timing, how information is presented and framed, how choices are presented, how we structure incentives, or even connecting people between Federal programs or broader systems of support.
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For example, in , while civilian employees were automatically enrolled in the Thrift Savings Plan TSP , active duty Service members were not. No-cost, evidence-based insights were applied to increase retirement contributions , supporting a change in the NDAA to automatically opt-in Service members to retirement savings. CX is too often not a priority for leadership and staff at all levels.