Friday, August 08, 2008

How well does government secure customer information online?

Privacy Awareness week is coming up later this month (as is the Security in Government conference), but as I mentioned to a colleague on Thursday, every week needs to be privacy week at a government agency.

Privacy is a sticky problems for all organisations. No security system is perfect and, to-date, as technology has advanced the threats to guard against have increased.

At some point every organisations needs to make a trade off between the services they offer customers, the channels through which they are offered, the convenience of using secure services and the cost of raising security versus the risk of security breaches versus customer complaints regarding service levels.

The size and nature of government makes effective security imperative.
The Government ID leaks report, prepared by Consumerreports.org, highlighted that more than 1 in 5 US privacy breaches are traceable back to the public sector. This reflects the size of government and amount of data it must collect, store and share, as much as it reflects security levels.

The report also commented that,

When a brokerage firm or retailer has a data leak, consumers can take their business elsewhere, as almost one-third of breach victims do, according to a recent study by the Ponemon Institute, a research group in Traverse City, Mich. But as customers of the government, consumers don’t have a choice about giving personal data to federal, state, and local officials.
In other words, people must provide information to government, but there is no financial incentive for government to maximise security. The impetus for security in the public sector has to come from political will backed up by appropriate legislation.


So how well does government do in securing customer information?

In the US t
he 2007 Computer Security report card (PDF) prepared for the House Oversight and Government Reform Committee in May this year, gave the US government a 'C' for computer security, up from a 'C-' the previous year.

While some departments stood out with 'A' scores, such as the Justice Department, a number scored 'F's, such as the Department of Treasury and the Department of Veteran's Affairs.

In Australia there is no such security ready reckoner. However the Australian National Audit Office (ANAO) frequently conducts security audits on various departments and agencies.

These are tabled in parliament and made available to be publicly scrutinised, so the media and public have access to quite detailed information on government security.

Based on these reports, Australia's government is doing reasonably well. As in the private sector there is no such thing as perfect security, and opportunities for improvement do exist, however there is a cultural and strategic focus on security and agencies do the best they can with the resources available to them.

Personally, considering the level and severity of incidents reported in Australia compared to the UK and US, for example, Australian government seems to have a good track record, albeit not a perfect one.


What can government do better?
Staff
This stems from a conversation I had on Thursday over lunch, where the discussion turned to the different types of security that can be put in pace.

Australian government seems to do quite well in guarding against external risks and protecting our networks and computer servers from attacks.

The weak point in many security systems are the employees. They need access to information about customers to do their jobs, but exposing the data can raise the risk of it being publicly exposed. This can occur in many ways, confidential data being copied only USB sticks or emailed home to be worked on, the well-known lost laptop/DVD situation, where a laptop or DVD containing customer records are accidentally left somewhere or stolen.

While there are strong guidelines to help reduce and address these issues, another approach is to investigate data-level security which prevents given data from being accessed except by authorised users.

Data protection can be accomplished through mechanisms - which reduces the human risk. It is also now quite developed for certain types of data, for example the 256bit security embedded in Adobe documents.

Customers
A second area government can focus on is customer education. There's less value in centrally securing information if customers do not guard their usernames and passwords.

This can be partially managed through systems enforcing more secure passwords and using different techniques to educate customers on how they should protect their own computers against key loggers and other hackers. Another part involves being more transparent to customers on how secure a system is and how diligence on the customer's part improves the system's security.

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Thursday, August 07, 2008

Integrating online channels into government contact centres

An area where I've achieved limited traction (so far) in my agency is over integrating online channels into our service delivery contact centres.

Phone is a primary customer engagement channel for our agency and will continue to remain important as a way to reach customers who are financially unable or choose not to use online.

However, just as the marketing and communications industry is now addressing the challenge of reaching customers who no longer engage with television or print (The last episode of The Gruen Transfer discusses this), customer contact centres are beginning to have to consider how to support online channels to engage customers.

This is summed up in an article in ComputerWorld, Contacting Gen Y the Web 2.0 way, Phone and email are no longer enough, says Nortel,

Company contact centres need to accommodate Web 2.0 channels such as social networking to stay in touch with Generation Y — those in their 20s and early 30s, says Darren Leffler, a Sydney-based product marketing manager with Nortel.

Phone and email are no longer enough, he told a TUANZ audience last week. Rather than seeing themselves as the centre of a marketing and support realm, and the contact centre as the interface to a ring of customers and prospects, companies need to become fully participating members of the online communities, “because that’s where Generation Y are”.
Contact centres tend to use complex technology platforms, replacing them maybe twice a decade.

Therefore any government agency - or other organisation - currently considering replacing their existing contact centre platform needs to be looking very closely at how to integrate all currently existing channels into their offering, even if they have no plans to begin to support the online channel for several years.

After all, a government agency should be customer first, not phone first (or online first).

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The strategic benefits and risks of permeable boundaries for government websites

In the 'old days' before the internet, the boundaries of government reports, brochures, fact sheets, policy statements and other discrete documents were hard and unyielding.

While a document might feature several attributed quotes and some purchased stock art, all of the content was owned by the organisation that created it. This was a logical approach given the mediums available.

The first government websites followed the same approach. Each was a discrete island containing its own text, images, maps and code. The only enhancement was to link to other websites (sometimes wrapped in a warning that people were leaving one silo to enter another).

Today the internet has matured further as a medium and we have seen a thaw in this approach, albeit an uneven one.

Many government websites (but not all) have discarded their warnings on leaving the site. Some sites now effectively cross-link between knowledge centres, regardless of which departmental or private sector site they live within.

I've even seen some sites embed external functionality, such as Google Maps or Youtube videos, and a few allow other sites to reuse or embed government information or functionality through RSS or other means.

I am very glad to see this shift from rigid to permeable boundaries occurring. It provides a number of strategic benefits for government.


Strategic benefits of permeability

  • Greater reach
    Just as governments site their customer-facing offices in high traffic areas to improve reach, in the online channel government must have presence in appropriate sites.
    With permeable boundaries government can be where people choose to congregate, in social networks such as MySpace or Facebook, or media sites such as NineMSN.

  • Reduced duplication (information/effort)
    With permeable boundaries there is less effort required in re-inventing the wheel. Government agencies can embed publicly available tools in their sites and link to pre-existing information repositories.
    This allows the government to focus on filling the gaps where there are currently no tools or information rather than wasting money on replicating what already exists.

  • Improved awareness and trust
    Research demonstrates that people trust who their friends trust - word-of-mouth is a key influencer of decisions and behaviour.
    Permeable boundaries allow government organisations to become part of the network of friends. By engaging openly across existing communities over time this integrates government with these communities, making them a trusted member rather than an aloof outsider.

How to build permeable boundaries

These are quick thoughts on easy ways to start turning rigid into permeable boundaries.
  • Provide your media releases via RSS/Atom and promote them with your key partners.

  • Display audio-visual material using popular mediums, for example using Youtube for video, Slideshare for powerpoint slides, Scribd for documents.

  • Use existing third-party tools to deliver key features rather than building new tools, for example using Google Maps for map-based functions, Google for website search, Weather.com for weather information, Blogger or Wordpress for in-site blogs and Footytips for an internal football tipping competition.

  • Use Govdex to develop an extranet to share information with trusted strategic partners.

  • Engage officially with existing online communities where there is clear benefit for doing so, for instance with online forums related to your area of business, with appropriate social networks and industry groups.

  • Build an appropriate and managed presence in a virtual world, such as Second Life.
And manage all these online initiatives, just as your agency would manage a new shopfront or service. Online engagement isn't tick-a-box, it requires ongoing commitment to succeed.

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Wednesday, August 06, 2008

Build egovernment trust, not privacy

Government Computer News reports that in Singapore government departments share the personal information of their customers in order to provide better egovernment services.

As reported in the article, Singaporese put a lot into passwords,

Singapore’s citizens are accustomed to the government knowing who they are when they access e-government services. With a mandatory password system named SingPass, in place since 2003, government forms download — after authentication — with personal data prepopulated into the fields.

Since the early 1990s, the government has used standardized, cross-agency data-naming conventions for elements such as names and addresses. It also has standardized data elements in the business and land registry domains. SingPass is also a reusable component for agencies building e-services.
In Australia data sharing across government departments is often perceived as a bad thing. Singapore's egovernment approach would be considered as reducing citizen privacy.

However within Singapore the approach is seen as a privacy enhancement.

What's the difference? Trust

As it states in the article (bolding is mine),
Citizens don’t welcome Big Brother surveillance, said Prashent Dhami, a senior consultant at the Singapore branch of consulting firm Frost and Sullivan. But most Singaporese tend to trust their government, Dhami said. Plus, technology infuses the lives of citizens from a young age. “You use technology so much, you start to understand it, you start to trust it. People have seen very few failed attempts at technology,” he added. SingTel, the largest local telecommunications provider, even sends text advertisements to mobile phone subscribers based on their current location.
Perhaps in Australia we need to invest more in raising the level of trust citizens place in government rather than investing more in technical systems to mitigate concerns over privacy.

In the long-run this could result in improved and more accessible egovernment services and a better relationship between citizens and government.

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The value of engaging staff with your intranet

No matter how well designed, structured and written, an intranet has little value if it isn't top of mind for your staff.

One of my primary goals in managing my agency's intranet is to ensure it remains well used - high on the list of resources used by staff when they require information or need to complete a task.

What's the value?
My top-of-mind values for the use of the intranet include,

  • Strategic alignment
    Supports the organisation in communicating and reinforcing its strategic goals, thereby helping staff act in support of the organisation's aims in a consistent manner
  • Consistent levels of quality service delivery
    The intranet, as a single current navigable source of processes, information and tools, can influence the consistency and quality of services delivered from diverse locations more effectively than managers, training or printed documentation.
  • Organisational knowledge creation, retention and dissemination
    As a well-structured and searchable repository, an intranet can both help capture and disseminate organisational knowledge, as well as facilitate expert networks and collaboration. Note this doesn't make an intranet an information management system in the traditional definition, but it does make the intranet a primary interface to this system.

  • Internal communication and collaboration improvements
    An appropriately constructed internet facilitates communication and collaboration across both remote and nearby staff and management, reducing the tendency to silo and enhancing the quality of decision-making processes.
  • Cost savings
    Intranet delivery of information is cheaper than extensive travel or the maintenance of paper records for all but the smallest organisations. It is also more effective than email blasts at delivering large quantities of information in digestible and referable chunks.

Achieving staff engagement with your intranet
To improve engagement with my agency's intranet, my team focuses on improving four areas:
  • Usefulness
    Ensuring that the intranet contains the tools and current information required by staff. Outdated or missing content quickly reduces staff engagement with any medium.
  • Awareness
    Raising the profile of the intranet and what it contains across the organisation. This means frequently communicating how our intranet can assist people in their roles and highlighting new features and developments.
  • Convenience
    Continually improving the usability and accessibility of our intranet, particularly around search and navigation, to make it easy and quick to use. The less thought and time staff need to commit when using our intranet, the more they will use it over alternatives.
  • Inclusion
    I have positioned the my team as an leadership group to support staff in succeeding in their goals via the intranet, rather than as an expert black box team that interposes itself between the broader organisation and the intranet.
    This means that we share knowledge openly across our author network and encourage other staff to take ownership of their intranet sections, with my team acting in an advisory fashion to help improve the quality of what and how they communicate.
At the end of the day our agency's intranet is there to empower and support staff in achieving the strategic aims of the agency.

As the intranet team our goal is to support this rather than control it.

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