Teste 123

1
Poupatempo Program The Citizen Service Center
and its Innovations
Daniel Annenberg Former Manager of Poupatempo
(Save Time) Program daniel.annenberg_at_uol.com.br
2
These are some of the main documents one needs in
Brazil
Identity Card With picture and the ten
fingerprints
Drivers License
Working document containing all data regarding
labor information such as employers, functions,
salaries, vacations etc.
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How these documents used to be provided

• 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

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
Center Poupatempo SAC Rio Simples
State São Paulo Bahia Rio de Janeiro
Population (IBGE - Censo 2000) 37 million 13 million 14 million
Year of installation 1997 1995 2001
Fixed Units 11 25 2
Mobile Unites 7 2 0
Average services delivered daily 75,000 42,300 2,250
Average services delivered monthly 1.5 million 847,000 45,000
Overall number services delivered since installation 153 million 90 million 2,5 million
In 2000, SAC had 6 Mobile Units. Since 2001, 4
were deactivated, as demand had already been met.
Since then, two units operate in Bahia.
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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 Paulos 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 models 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 citizens access to information and
  public services
• Provide high quality service, saving the
  citizen's time and effort
• Restore citizens faith in Government
• Bring transparency to public administration
• Bring the state and citizen closer

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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

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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)

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General Aspects of Poupatempo Program

• Cultural and educational activities integrated
  with community outreach programs (neighborhood,
  communities, NGOs, 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

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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

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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).

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Cost evaluation for the innovation example of
reissue of an ID Card
Cost X Process Cost of ID using traditional method Cost of ID at Poupatempo
For the State US 3.56 US 5.38
For the Citizen US 17.51 US 10.10
Total cost US 21.07 US 15.49

• 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
Poupatempo Standard of service components

• 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 its better to work in a
  place like a Poupatempo they feel proud to work
  in a Poupatempo

18
Mobile Units

• Capital, Metropolitan São Paulo, and Country of
  State
• 7 customized trucks and buses cover distant parts
  of the capital, neighboring cities and the
  throughout the state.
• Trucks and buses stay from 3 to 15 days in each
  district or city, and are designed to perform 850
  services daily
• Mobile Unit Cost Estimate
• Mobile Units cost US 84,000 monthly
• Costs include Human resources, transport, data
  and voice communication, installation and
  de-installation logistics, publicity, cleaning,
  maintenance, and other items needed for operation
  of the Mobile Unit (investment costs)

19
e-poupatempo

• Bring the Poupatempo standard to electronic
  delivery of public services
• Citizens are encouraged to use electronic
  services
• Identification of citizens 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

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Human-Computer Interaction Laboratory

• Objective
• 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

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Scope
Incorporation of some support activities of
Electronic Government.

• 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.)
• New technology

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Citizen.SP Portal

• Single virtual area, with a user-friendly
  interface, organizing services by citizen's life
  event (e.g. birth, school registration,
  employment, marriage, retirement, death)
• Makes available 2,067 services provided by the
  São Paulo state government
• The main services provided by this portal are
  Prior Criminal Records, Electronic Fact
  Bulletins, and Points taken from drivers
  licenses.

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.

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New Technologies Government 360º

• This concept suggests that a Government presence
  can surround the citizen, using multiple channels
  for access, with the information and language
  appropriate to everyone.

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.

26
Poupatempo Program The Citizen Service Center
and its innovations
Daniel Annenberg Former Manager of Poupatempo
(Save Time) Program daniel.annenberg_at_uol.com.br