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Philly Urban Creators Inspires our Youth, with Poetry, Food Awareness, and Civic Imagination
Last week’s presentation with the Philadelphia Urban Creators was a tremendous success. We started with a quick recap on the Philly Rising session, since many of the students missed that presentation. The children who were present for that session eagerly caught up their peers on the highlights of the Philly Rising workshop. I was impressed at how well they had retained the information from the week before. It appears they are really taking in the sessions, both actively listening and understanding the topics.
Philadelphia Urban Creators Co-Founder Jeaninne Kayembe came to talk to our students about food access but she opened up the conversation to the students and what was on their mind was broader than food access.
Jeaninne introduced herself and opened with a spoken word piece, the students were instantly intrigued but what they recognized as hip hop and you could see an almost tangible respect for Ms. Jeaninne as she closed her poem. The poem was about earth, women, and respecting each other. It was a very moving piece; you can see the video of Jeaninne’s poem on the Philly311YouthEngagement Facebook page.
After her poem, Jeneanine asked the students if they had ever heard of Whole Foods. What do they sell at whole foods? Where is it located? Who lives there? What is the closest place to your house that you can buy food? Do they sell organic food there? Why not?
One child answers her matter-of-factly, “Because that is not where the money is.” Why do I have to buy the bottom of the barrel? She asks. “Everyone deserves good food.” Another student adds.
“Exactly!” she says, and with that she introduced their urban farm, located at 11th and York. She explains that her and her friends started this garden when they were not much older than our YEP participants. She told the students that they mostly started Hoodstock because they were bored, and also because they wanted everyone to have access to good quality, affordable foods near their homes. She talked to the students about how they found the land for their garden extremely dirty, it had diapers and drug paraphernalia, etc. and they cleaned it up, built garden beds and grew food. She told the children that when they started the organization they had a budget of $0 and have now grossed more than $500,000, attracting the attention of celebrities and local officials alike. She showed pictures from their annual music festival Hoodstock (play on Woodstock, but in the “hood”) with Nick Cannon.
The most important lesson she taught this group was that if you are passionate about something and you set your mind to it, you can make an incredible difference in your community. She also told the children that if they wanted to build an urban garden in their community that they could contact her and she would help them organize it.
Then she gave everyone a piece of paper and instructed them to write down five things that they like about their neighborhood and five things they would change. Many of the students said they wanted to see less litter, less criminal activity, more plants (trees, flowers, fruits and vegitables, etc.) and a greater sense of community.
This process of identifying what you want to see in your neighborhood is civic imagination. First you imagine what it could be, and then you take it into your own hands and you make it happen. One young woman spoke up about how angry she was about the state of her neighborhood, and she was angry at the police who come to her neighborhood and shoot the young black men, but she was also mad at the young black men who are not acting right and taking responsibility for their own senseless acts of violence. It was chilling to hear this young person express these complex problems with such insight and clarity. It is easy to see that many of these young people will grow up to be great leaders and have a real impact on their community and beyond. I hope that this program will help give them the tools that they need to achieve their goals.
This week, we look forward to our closing session, facilitated by our fantastic and incredibly supportive partners, the Philadelphia Youth Commission. It will be sad to see this program end, but we are starting our series at the Martin Luther King Jr. Recreation Center next week. So even though we must close out our work with the Penn Treaty students, we will continue to expand this program and work with more young people to inspire, educate, and engage as many students as we can reach. As always, we thank all of our tremendous partners, for working with us on YEP and for all of the great work that they do every day to improve the lives of young Philadelphians all across the city.
Philly Rising Workshop Teaches Students to Shine at the Philly311 Youth Engagement Program
Philly Rising Youth Engagement Coordinator Alex Peay has a booming voice and immediately commands the room. Our session on Thursday, October 29th was smaller than other weeks due to an AVID awards ceremony that many of our participants were attending at the same time. But, the group we had was focused and very interested in the presentation and the activity that Alex had organized.
Alex opened by explaining what Philly Rising does and how it can help communities affect change. Then he began an ice breaker – the students had to line up in order of birth date without talking. This activity demonstrated how some people naturally want to lead the effort. He talked about leadership and how some students were inclined to take on a more active role trying to direct the group while others seemed to instinctively follow instructions.
After the ice breaker, Alex moved on to his presentation. He spoke to the children about self-branding and how even at their ages (11-18) people are already fitting them into an archetype. The way teachers deem you the class clown or neighbors know you to play music loudly at night for example. He explained that branding plays a significant role in the way that others view you, and what opportunities are available to you. We talked about celebrities, like Mike Vic, who had an extremely successful career until something completely unrelated to football, dog fighting, ruined his reputation and caused him to lose all of his contracts. He gave several other examples. He told the students that it is possible to change your brand, but it is important that you are consistent if you want people to know and respect your brand.
We also talked about the importance of networking. Alex defined networking for the students and he explained that everyone who comes through this program to talk to them can become part of their network. He then gave out his business cards and shared some of the nuances of networking, such as reaching out to people regularly to check in, not just when you need something. Alex used Michael Jordan as an example: “How many of you know who Michael Jordan is? Could you call him for a favor?” Alex asks. “Many people say, ‘It is not what you know, it’s who you know.’ I say, ‘It’s not who you know, but who knows you. Build your brand so people know you and think of you when opportunities arise.”
We closed the session with another exercise. The kids used pieces of paper as rocks and had to get everyone across the river (classroom floor) without touching the water/floor. It took several tries but in the end, the students realized that they had to plan ahead and work together to get everyone across the “river” and successfully complete the activity. It was really interesting to see them work through the process and assess through trial and error the best way to get across the river together.
It was really great to see how engaged the students were with Alex’s presentation. He caught their attention and talked about some important concepts in a way the youth could relate and understand.
The overall goal of the Philly311 Youth Engagement Program is to teach young people about local government and empower them to make a positive change in their community. By teaching them about leadership, branding, and networking we can empower them to take responsibility for themselves, and their neighborhood. Another major factor of our program is that we are humanizing government. Instead of government being some mysterious entity, we are showing students that government is run by people who are just like you. I think that by putting faces like Alex Peay and Joy Soto of the Youth Commission to City government we are really changing the way these students think about government. Hopefully, by meeting these different government employees and getting to know us, the students will be encouraged to work with local government and help make Philadelphia better for all of us.
National Customer Service Week: Day Two
A brief recap from yesterday’s great presentation from the General Manager at The Ritz-Carlton Philadelphia, Darryll Adams:
There were a lot of takeaways from Adams’ presentation, but perhaps the most valuable element he brought was opening up the floor for questions and comments. For City workers, having an opportunity to ask a question to an expert outside of the public sector is incredibly valuable. Granted, not everything relates between the two, but the fundamental principles of customer service are universal. Adams pointed out that his employees—no matter if they are on or off the clock—are instilled with a customer-centered attitude. Even when we are not at work our friends, family, and neighbors know that we are city employees, therefore, our actions and attitude should reflect that in our day-to-day lives.
For many departments, customer service is not the highest priority, and that’s why workshops like Darryll’s are important; they are geared towards training and development of the every day heroes. These City employees came out to discuss the importance of quality customer service because they believe in their calling. Getting employees invested in your mission is directly connected to your efficiency. In a cyclical way, when your employees are invested and believe in what they are doing they provide better services and the customer satisfaction rate increases dramatically.
In the private sector, companies compete for customers. The choice of service provider helps keep companies working to improve their services. The customers of the City have their families here. People who choose to work for local government have decided to participate in the civic responsibilities of this city. That is an admirable commitment. Our motivations in the public sector are driven, not by competition, but by the desire to help build a better city for all of us. We want our customers to keep coming back to Philadelphia. As a place to live, start a new business, or to visit and enjoy.
National Customer Service Week: Day One
Today I asked a group of city workers, “why treat citizens like customers?” The answers were on the right track, but my question drove at a larger philosophy. I’ve spoken before about translating private sector practices to the public sector, but today it’s no longer a question about translating practices. Being customer facing, friendly, or centered is no longer a matter of adaptation but one that should be built into your company or organization’s vision. We treat citizens like customers because they are customers. Our citizens, often unknowing, are giving us feedback about their customer experience and shaping our interactions with them.
This is just one of the topics we touched on during my lecture today for national customer service week. As the week continues Philly311 will invite customer service experts to speak about best practices and how they are making their mark in customer service. Our communications unit has organized a series of workshops and lectures featuring Darryll Adams, General Manager at The Ritz-Carlton Philadelphia, Stacey Mosley, Data Services Manager for the Office of Innovation and Technology, Layla El Tannir, Manager of Social Interactions, and Sarah Levitsky, Marketing & Special Events Manager, for Reading Terminal Market.
We look forward to hearing from all of the speaks.
Do you have any plans for customer service week? Share your plans with us!
Creating a Welcoming and Connected City: The story of Philly311’s Youth Engagement Program
A few weeks ago I posed a challenge to my Philly311 Customer Service Programs and Engagement Strategist, Amanda V. Wagner: Create a program that encourages young people to be civicly involved. Amanda leads the Philly311 Customer Service Programs and Strategies Unit which is responsible for Philly311’s customer service innovative programs and communications.
She was excited by the idea; however creating the program would be a challenge within itself. Daniel Ramos, Philly311’s Community Engagement Coordinator managed a similar program in the past with the 311 Youth Neighborhood Liaison Program. The experience that Daniel acquired during the 311 Youth Neighborhood Liaison Program would shape what recently became the Youth Engagement Program.
I strongly believe that by engaging young talent early we can help resolve future neighborhood problems, and encourage a younger generation to consider a career in government. At the core of Philly311’s philosophy is one simple idea. Philly311 connects citizens to city services and resources, and there is a plethora of city services available to people outside of what citizens see on a daily basis. We want to educate adults about those city related services, and especially kids who could benefit most from it.
For example, one of the organizations we have partnered with on the youth program, After School Activities Partnerships (ASAP), works to serve the 45,000 kids citywide that spend an average of “20-25 hours a week alone after school between 3pm and 6pm, the most dangerous time of day for youth according to the Police Department.” Organizations like ASAP are a huge resource to citizens and meet a significant need in the community.
The Philly311 Youth Engagement Program (Y.E.P) kicks off in July for five week sessions. Y.E.P’s programming will teach a group of early middle school kids how to interact with Philly311, including a discussion on our award winning mobile app, and how to engage with community resources. Y.E.P has partnered with several City of Philadelphia affiliated youth programs to provide a well-rounded roster of opportunities. Under the supervision of Amanda V. Wagner, and Director of Communications for Philly311 Customer Service, Gabriela Raczka, the program has created long lasting alliances with community partners.
I am grateful for a great Philly311 team that shares my passion for government customer service, and I’m looking forward to the feedback we’ll receive and the impact the program will create for the children of Philadelphia.
Philly311 named a 2015 United Nations Public Service Award Finalist
I am honored and excited that the City of Philadelphia Philly311 Contact Center was named a finalist for the 2015 United Nations Public Service Award in the category of “Improving the Delivery of Public Services.”
We have grown so much from our days as a startup organization serving 1.5 million residents, businesses, and visitors. The journey has had its challenges, but every step of the way we have learned something valuable about our operations. Today we have revolutionized the traditional 311 operations through a customer centric model. We are changing the culture of city government to be more collaborative, connected, and welcoming.
Philly311 knows that to deliver impeccable services we must meet our customers where they are. Knowing this, we have modernized our system through a new customer relationship management solution, and have taken large strides in connecting with our customers through social media and visual messaging.
In addition to a wide variety of community engagement initiatives we are very proud of our efforts seen through the 311 Neighborhood Liaison program, which has expanded and doubled within the last few years. Philly311 is also the first in the nation to have a mobile app with dynamic language capabilities accessible in 17 different languages.
Hats off to the leadership that provided guidance through our journey, and the United Nations Committee of Experts in Public Administration. And of course, we can’t go without thanking our customers, partners, vendors, staff, and city administration for their ongoing support. We see your support everyday when you connect with us through social media, on our world-class mobile app, and through our many other platforms.
For more information see http://www.unpan.org
Challenges Facing the Modernization of Government: In Defense of Open Sources
In my last blog post about modernizing government, I talked about why open data matters, and how it can be a tool of democracy. In today’s post I want to focus on open sources and some of the opposition posed towards open source development models. Open source as a development model, and having open data, is important for Philly311 because it helps provide more access to municipal information, demonstrates trends in the community, and supports accountability.
It’s not unusual for people to get these two confused, so lets start with some definitions courtesy of (fan favorite) Wikipedia:
Open Data: “Open data is the idea that certain data should be freely available to everyone to use and republish as they wish, without restrictions from copyright, patents or other mechanisms of control.”
Open Source: “In production and development, open source as a development model promotes a universal access via a free license to a product’s design or blueprint, and universal redistribution of that design or blueprint, including subsequent improvements to it by anyone.”
Like providing open data, using an open source digital strategy supports a transparent culture–especially for 311 systems–but also allows agencies to receive the benefits of an open source process. Govloop, in a documentation that highlights government trends, outlines the importance of open source in government nicely, saying, “Open source development accelerates government’s digital transformation by allowing agencies to reap the benefits of others’ progress. Secondly, it creates a transparent process that can foster public faith in these new initiatives…an open source approach ensures that digital initiatives will be maximally effective because it provides channels for users to report bugs and provide suggestions for improvement.” In summary, open source models allow both internal and external customers the ability to provide real-time feedback, which is valuable to all parties. What this looks like within a 311 environment, for example, is having the ability to see when a service requested has been received by a department, or having real-time dashboards that show what type of requests are being taken.
Like any model, open source has its critics. However, the primary criticism of open source is more conceptual than anything else, and rests in both theoretical incongruence, when applied to government, and cultural opposition. Ephemeral Journal published a compelling article by Nathaniel Tkacz on this very subject: “From Open Source to Open Government: A critique of open politics.” Tkacz points out that the idea of openness within a political sphere is rarely examined semantically and, in practice, political openness establishes a sensibility amongst citizens without defining limitations.
You can see how this could potentially be problematic for local government, but let’s not disregard our own democratic structure. If we view government as an entity that drives social change through democracy, than we must view the “(re)emergence of ‘the open,’” as Tkacz calls it, as a reflection of the government’s soci-transformative nature. Modernizing government also requires adapting to modern ideas. Promoting universal access is necessary because democracy requires informed citizens. The goal of any 311 is to serve the customer, and to provide them with tools that empower them. Open data is a tool that empowers citizens. In this way, an open source approach is both necessary and important for Philly311, and should be a priority for all branches of government.
Measurement Matters: What does ROI look like in government?
When launching a large project, like the City of Philadelphia’s recent implementation of a new Customer Management Relationship (CRM) solution, you want to keep the final Return on Investment (ROI) in mind. Naturally, the purpose of any project is result and solution driven. For The City of Philadelphia, our goal was to provide the customers of Philadelphia with a robust 311 system that had the ability to store knowledge base, serve as a social contact point, and provide accurate and real-time service request information. In essence, the goal of the new CRM was to create a more responsive, informative, and communicative point of contact with the City and its customers. And though we have successfully implemented this system, the question of how government can track the success of profitless projects comes into question. It is easy to follow a dollar. Money leaves tracks, but how does local government leverage private practice metrics to better inform future projects and practices?
Non-profits use a different measure of value to reflect a more impact-centric formula to measuring ROI. Monetizable outcome and value have taken command of the popular imagination, yet motivation, beliefs, and ethical practice are equally important, and have defined value in the public sector. Regardless, the bottom line is investment creates more investment.
According to a 2008 report from the ROI Institute, and comprehensive measurement and evaluation process data from over 200 organizations, “Global trends in measurement and evaluation” indicate “increased focus is driven by clients and sponsors,” and “ROI is the fastest growing metric.” These two factors demonstrate that increased focus for an organization is directly impacted by the return. Impact can easily be interchanged with the public sector’s definition of value.
The relationship between return, and exterior financial support, points to an across the board paradigm shift between all sectors. Activity is no longer sufficient evidence to justify activity. Activity–whether it is a program, a project, an initiative, or the creation of a product–must be result based. In this there is a need to abandon ambiguous performance measurements, forge more social partnerships, and use efficient CRM systems that capture data. With this paradigm shift, we see government adapting to result based processes.
Dr. Jack Phillips and Patricia Pulliam Phillips note in their review, “Using ROI to Demonstrate HR Value in the Public Sector: A Review of Best Practices,” that ROI methodology is currently being used in the public sector in a multitude of ways by entities like the USA Veterans Administration, Australian Department of Defense, and U.S federal government agency. These entities are using ROI to “demonstrate program success and impact of training on educational programs,” “measure the impact of a new human resources information systems,” and to “measure the cost benefit of a master’s degree program conducted on site by a prestigious government.”
The emphasis on managing data isn’t simply a sporadic interest in government, or a trend that the public sector is suddenly jumping on board with. From a federal level the 2002 President’s Management Agenda (PMA) pinpointed five government wide goals that have influenced this contemporary line of thinking. The goals speak to the need for strategic management of human capital, competitive sourcing, improved financial performance, expanded e-government, and budget and performance integration. The PMA’s goals indicate a need to find a comprehensive formula for combining ROI metrics and analytics that support social impact, program evaluation, and quantitative data to measure both a monetary and a non-monetary return. The outcome of finding this formula would result in more than just saving a few bucks, and could potentially result in productivity and quality increases.
In an earlier document from the ROI Institute, Dr. Phillips provides an example of what this would look like:
“In a government setting, cost savings measures are available from every work group. For example, if a government agency implements a program to improve forms processing–a productivity measure is number of forms processed; the quality measure is the error rate on processing forms; a time measure is the time it takes to process the forms; and a cost measure is the cost of processing forms on a per-unit basis. Improvements in work unit performance in a government setting have many opportunities for program benefits that can be converted to monetary value.”
One of the ways that the Third Sector Organization (TSO), in the United Kingdom, has attempted to qualify social value of their sector is through developing a methodology: Social Return on Investment (SROI). The goal of SROI is to translate social, economic, and environmental benefits into monetary value. Yet the SROI isn’t necessarily applicable to individual programs and initiatives, and still prioritizes financial measurements over, say, what a social audit would result in: qualitative information combined with financial data that informs internal performance.
Ultimately, even with the strides that the TSO has made, there is still a global gap in knowledge when it comes to gauging impact on smaller scale profit-less items. A 2013, working paper from the Tellurid Science Research Center concluded on a similar note, stating:
“There is an extensive body of grey literature on impact measurement practice, however this has tended to be small-scale and boosterist in nature. The field has also suffered from a lack of theorisation of key concepts and critical appraisal of previous research, with a few exceptions. A number of studies are emerging which attempt to address this theoretical and empirical gap, but in general empirical research on impact measurement practice in the UK third sector, particularly which organizations and subsectors are undertaking impact measurement and the practices and tools they are using, is limited.”
Though there are limitations, the potential remains there for the public sector to find an all encompassing return model, however no formula or practice standard exists at the moment. BUT there is still hope! As the global-municipal conversation circulates around transparency policies, and open data regulations, a dialogue about best practices ignites, and that includes the question of how to apply ROI in the public sector.
Photo by: Tax Credit
The Nine Tips for Offering Exceptional Customer Service on Social Media in Government
I recently read an article in Forbes by Tracy Foster on “The Nine Tips for Offering Exceptional Customer Service.” Every organization should build its social customer service strategy based this list as it really speaks to our current social climate. Customers want to engage with organizations that offer fast, effective, human interactions. Government organizations are no different. Customers want to engage with government on their terms, via social networks, usually through smartphones. Governments that are taking a proactive social approach are engaging more constituents in a more meaningful way. That’s why I adopted Tracy’s lists of “The Nine Tips for Offering Exceptional Customer Service on Social Media in Government.” With this, I explain how Tracy’s tips can relate to a government agency.
- Be fast. Constituents have grown used to government agencies taking too long to respond to inquires. Social media has given agencies a gift by empowering employees to respond to concerns instantaneously. This is especially true in times of extreme weather or other stressful events. Social media allows agencies to update customers with valuable information in real-time.
- Be thoughtful. Social media has also given agencies a chance to humanize government. Don’t be afraid to show a little personality. Show excitement when an event or story warrants it. If your agency might lose followers if it sounds too much like a robot, constantly pushing out information without real interaction.
- Always respond to problems. Social media is a public platform. That means that customer concerns are aired to the public and, more importantly, the choice to ignore those concerns is public too. While certain situations require certain levels of sensitivity, as a rule, your organization should provide as much information to the customer as possible.
- Send customers to where you want them to be. (Tracy’s explanation works perfectly for government agencies) If it’s an issue that can’t be solved in 140 characters, give customers a direct email address, and be sure that they are responded to as quickly as they would be on social media. If it’s a press inquiry, direct them immediately to the person who manages public relations.
- Share success stories. As a government agency, someone is always telling your story; social media has given you the tools to tell your story too. Blog about your accomplishments. Government is too often reacting to stories when it can be proactively pushing stories out through blogs and other low-cost platforms.
- Cultivate brand advocates. Whether your organization is in government or not, it should reward great customers. While private companies might have the money to give away ipads and other intriguing gifts, government has the resources to reward customers with facetime with top officials. Have a great customer who is always speaking highly of your organization? Schedule a meeting with the mayor or top official in your agency. This kind of reward is more valuable than you think.
- Double-check spelling and grammar. Enough sed. (Just kidding.)
- Be proactive in sharing product and company updates. Government resources are some of the least known-about products out there. For whatever reason, people are not aware of the services that could impact their lives. This tip goes along with #5, to proactively push-out your story and inform customers about the services you offer.
- Go beyond the product. Your organization’s social media presence has the ability to be a resource in and of itself. With retweets, re-posts, and other sharing capabilities, your organization can constantly provide customers with valuable videos, articles, resources, pictures.
Do you have any other social media tips for government agency? Let me know in the comments! And thank you, Tracy, for the great article!
Philly311 TV: Community Engagement is Customer Service
Video Posted on Updated on
The above video is a clip from our upcoming episode of The Philly311 Show featuring PhillyRising’s East Division Coordinator, Joandelis Marquez. PhillyRising is a program within the Philadelphia City government that targets neighborhoods plagued by chronic crime and quality of life concerns, and establishes partnerships with community members to address thoseissues. Joandelis and I had a great time discussing the innovative community engagement strategies she uses to connect with and serve her “customers.”
Community engagement is customer service–it’s just more targeted and personal. Often times, it’s more effective too. Some organizations view community engagement efforts as optional or philanthropic extensions of customer service. In actuality, community engagement should be mandatory because of the level of service these efforts provide. Through community engagement efforts, your organization is able to provide the most personal customer care possible. You’re also able to engage your customers by building human relationships.
Building personal relationships goes farther than you think. Not only do they humanize your organization or brand (making it easier to connect with customers) but they also lend valuable insight into your customer’s wants and needs. While surveys and customer data can be effective representations of of customer sentiment, through community engagement efforts you can literally hear what your customers are saying. Often in a more natural setting than a phone or self-service customer satisfaction survey, customers are able to voice their honest feedback in their own way, in person, on their own turf. Even if your community engagement efforts are small, this valuable feedback could benefit all of your customers.
How are you engaging the community?
Rosetta Carrington Lue is the Chief Customer Service Officer and Senior Advisor to the City of Philadelphia’s Managing Director. Follow Rosetta on Twitter @Rosettalue or visit her blog at www.rosettacarringtonlue.com
Innovative Customer Service Leadership Strategies 