Like many large cities, Rio de Janiero provides its 6 million citizens with a wide range of public services, from transportation, to health care, to utilities. But with each city department maintaining varying schedules and individual phone numbers, complexity seemed the way of the world for residents of Brazil’s second-largest city. Citizens had a hard time determining which department to call, and sometimes multiple departments were needed to resolve a problem. Due to the complexity, some residents gave up reporting problems and seeking help.
Mayor Eduardo Paes saw an opportunity to transform city operations by leveraging analytics to reduce complexity and respond more effectively and faster.
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Mayor Paes and his staff recognized the complexity in city operations and looked to Accenture to help simplify the system through departmental efficiency, including centralizing public service requests through a single contact point, thereby breaking down bureaucratic barriers. An easy to remember number, 1-Rio (1746), was reserved to handle virtually all municipal requests—via wired and mobile phone calls, mobile applications and through the Web.
To provide higher-quality services, each city department was asked to meet service level agreements (SLAs) for calls dispatched through the new system. For example, repairing a streetlight would need to be done within 72 hours. Based on analyses at year-end for each department, Casa Civil would analyze the data and offer bonuses to managers as well as workers for meeting their SLAs.
The solution Rio sought, in other words, was not merely a technologically advanced call center, but one that would align municipal service delivery with high performance.
The 1746 service was launched in March 2011, and Accenture took responsibility for program management, guiding implementation through all city departments and with related organizations. To focus on the most important complaints and accelerate service delivery, Accenture offered skills in Lean Six Sigma.
Lean Six Sigma: Accenture supplied the City with highly trained “black belts” to bring about more efficient workflows. Black belt LSS practitioners worked with each department to examine in detail specific activities and ways to streamline processes to obtain better results at greater speed.
Analytics: Historical data from 1746 calls, as well as information from other sources, is analyzed to generate conclusions regarding call-center operations and departmental performance. Data analysis reveals which neighborhoods are calling frequently and how well each department is responding.
Performance management: To stimulate greater gains, Casa Civil has implemented a bonus system. Objective, numbers-based reports prepared by Accenture indicate if department employees are eligible to receive additional pay based on SLA results.
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Efficient program management enabled Accenture to keep Rio’s implementation on track and on time. All of the city’s major departments, representing about 85 percent of the scope of the program, are now linked to 1746.
Accenture’s experience with LSS resulted in the redesign of processes for some of the most important and frequently requested services. From contact at the call center through closing of a complaint or request, Accenture identified multiple opportunities to improve service.
By identifying patterns revealed through analytics, Accenture is helping the city take quantitative data from months of calls and devise new strategies, such as changing streetlights more frequently and reinforcing vulnerable roads. As City departments become increasingly mature in their processes, they will introduce additional tactics to plan ahead and avoid larger problems that would be more costly to resolve.
For Rio de Janiero, that's high performance, delivered.
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Pedro Paulo Carvalho
Chief Secretary of Casa Civil City of Rio de Janiero