These are some of the main documents one needs in Brazil. Identity Card
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3. Each document had to be requested at a different location
These locations were few and inadequate
The staff was poorly trained
There was a lack of information and orientation
There were long lines and much time wasted
There was a black market for places in line (people would sell their places in line to others that would rather not wait)?
Services were carried out by privileged intermediaries charging high rates How these documents used to be provided
4. One-Stop Shop Model Currently there are 23 Service Centers in different Brazilian states, each one running several different units, beyond similar initiatives on the part of municipal administrations;
The main Centers, on account of size and reach, are the SAC (Citizen Service Center, “Serviço de Atendimento ao Cidadão”), in the state of Bahia, and Poupatempo, in the state of São Paulo;
The Centers are installed in large/medium urban centers, in locations easily accessible by a majority of the population;
In São Paulo State, mobile units were created to serve cities and/or towns far from major urban centers. These mobile units also serve as instruments for social and digital inclusion of the population (electronic services with support from staff);
5. One-Stop Shop Model from different Brazilian states
6. Why has this model been successful? One-Stop Shop model has spread successfully across Brazil, as the population reacted favorably to more citizen-oriented service delivery;
Brazilian bureaucracy is based on the principle that “all are guilty” until proven otherwise;
As such, the emergence of a new model for serving the population, and the possibility of change, was appreciated by society;
São Paulo’s one-stop shop model, the Poupatempo (Time-saver), is applicable to other developing nations because of its adaptability to local demands (big cities and smaller towns), its increased operational efficiency and the high quality of services offered to citizens.
7. Essential factors for the model’s success For success, it is fundamental that:
The project is made a high priority in the government administration;
The project is given priority in the budget process beside receiving political support
Society, i.e., the citizens, should be striving for better access to Government Information, allowing them to better to participate as citizens;
8. Why Poupatempo Program is important? To be an example in servicing the government institutions (even to private enterprises); with the experience of Poupatempo, people, in general, talk about the excellence in Poupatempo – sometimes, they said: “this is not like Poupatempo” to do refference to other services, worst than Poupatempo;
To be a “lab” of inovations for the available services;
To change the back-office so that they fit the needs of the Service Center;
To remodel the Government from front office to back-office;
To change the administrative culture; with one-stop shops, we change the way we manage the public administration – instead of focusing on the internal workings of the bureaucracy, we focus meeting citizens’ needs
9. Poupatempo Program Concepts Putting several public service delivery agencies in a single place (more than 400 kinds of services provided by 68 different agencies);
Establishes a new concept in public service regarding the way the citizen is served, offering public services with efficiency, quality and speed.
10. Goals of the Poupatempo Program Increase citizen’s access to information and public services
Provide high quality service, saving the citizen's time and effort
Restore citizen’s faith in Government
Bring transparency to public administration
Bring the state and citizen closer
11. Goals of the Poupatempo Program Extend office hours substantially (for example, in São Paulo the increase was from 6 hours to 12 hours a day on weekdays and introduce 6 extra hours on Saturdays);
Provide access to services without the need for intermediaries;
Public Opinion Polling by independent agencies to certify quality of service delivered in the centers
Warm and clean environment
12. General Aspects of Poupatempo Program 11 Poupatempo Stations and 7 Mobile Units
More than 159 million services delivered (between October of 1997 and September of 2007)?
An average of 75,000 served per day;
68 different public agencies
Around 5,000 civil servants
99% populations approval (IBOPE Research, 12/2006)?
13. General Aspects of Poupatempo Program Cultural and educational activities integrated with community outreach programs (neighborhood, communities, NGO’s, businesses, universities etc.) and staff initiatives
Requests for more Poupatempo Units from more than 500 cities in the State;
Consultancies for the Government of Nicaragua and Regional Labor Court;
In 2006, São Paulo Government implemented 1 more new station in the countryside using a new Public-Private Partnership model;
14. General Aspects of Poupatempo Program Where Citizen Service Centers in Brazil have been most successful (São Paulo and Bahia states), they were created directly with strong support from the governor or his top advisors – the precise legal form was not a key success factor;
The staff of One-Stop Shops need to be connected with the principles and concepts of a new public service – not always is experience in public administration sufficient to be a good manager; these centers need employees with open minds and not a bureaucratic mentality frequently characteristic of civil servants in Brazil;
15. Cost Evaluation Each service delivered in a Poupatempo costs the state US$ 1.29 (excluding civil servant salaries)
For those Poupatempo Stations using a Public-Private Partnership model, services will cost the state around US$ 1.43
The government invested US$ 30 million into the 11 Poupatempo Stations
The average monthly cost of a Poupatempo station varies between US$ 250,000 and US$ 400,000 according to size and demand (program budget for 2006: US$ 72.5 million).
16. Cost evaluation for the innovation – example of reissue of an ID Card* Issue of an ID card through Poupatempo costs the State a little more than the traditional method;
However, the cost to citizens and society is much less with Poupatempo than with the traditional method.
*Florência Ferrer Research & Consultancy, Cost Evaluation for innovation in service rendering: issue of ID card and Prior Criminal Record Statements, 2004.
17. Channels for feedback opinion: satisfaction surveys and complaints through a hand-written form, via e-mail or via phone
Continuous training of employees (attendants, cleaning team etc.); they are trained in ethics, in how to attend people, etc.
Employee appreciation mechanisms (campaigns and events and in some cases a extra payment for employees);
For public employees it’s better to work in a place like a Poupatempo; they feel proud to work in a Poupatempo;
Poupatempo Standard of service components
18. Mobile Units
19. Bring the Poupatempo standard to electronic delivery of public services
Citizens are encouraged to use electronic services
Identification of citizen’s needs, desires and obstacles for using electronic services
More than 500,000 services delivered
Two service rooms implemented in private partnership with both Intel and AMD e-poupatempo
20. Human-Computer Interaction Laboratory
Observe human x computer and human x internet relationship
Identify access obstacles
Social, economic and cultural barriers of the population
Barriers of products offered in public sites
21. Scope Portals (Example: Citizen.SP – brings together services organized by the concept of citizens’ - “life events”)?
Guidelines (Creation of normative and orienting material, with recommendations for support of the Agencies and Secretariats of the State Public Administration. Example: visual identification, usability, web acessibility etc.)?
22. Citizen.SP Portal
23. New Technologies –Government 360º The tendency toward digital convergence should bring us to Government 360º (explained in next slide);
As a service of government centered on the citizen and looking to the future, Poupatempo prepares to deliver services through multiple channels, with new technologies, and an attentiveness to the customer
Despite recent studies and technological advances, in Brazil, the majority of people (67%)* still prefer in-person service – in part because even in São Paulo Internet access is available in only 20% of homes in 2004;
The Poupatempo Program continues expanding the implementation of in-person Service Stations and will shortly cover the entire state.
* Study was carried out in September of 2005, by Cisco Systems, for the Ministry of Planning, Budget and Management.
25. Res Publica - Consulting in Quality and Public Services Enterprise expert in high quality of public services
Res Publica directors were responsable for the managing of Poupatempo Program for 10 years (planning, implantation and operation of high quality of 11 fixed units and 07 mobile units.