Delivering Public Service for the Future

High-Value, No-Touch Human Services Solutions: There’s an App for ThatAgencies Should Focus on Citizen Adoption to Drive Mobile App Success

Mobile human services solutions can improve service delivery quality and efficiency—that’s good for citizens and for caseworkers. Agencies cannot simply build human services apps and expect immediate uptake. They must think beyond IT and actively drive citizen adoption.

Mobility is on the moveMost agencies recognize the role for mobile human services solutions in delivering public service for the future. The majority (58 percent) of Americans own a smartphone—and market penetration rates and people’s comfort with the technology are growing.1

Mobility is also helping to bridge the digital divide. Low-income families that cannot afford a computer use smartphones for digital access—from surfing the Internet to downloading apps. Many of these mobile-equipped families are human services agency clients. In the digital world, agencies need to pursue delivery channels that “meet people where they are” to enhance the service experience.

An appetite for human services apps An Accenture survey of human services clients reveals a hunger for mobile human services solutions, which are not yet widely available. Nearly half (46 percent) of respondents would likely download and use a human services app. Interest is higher (64 percent) in apps linked to specific human services functions such as making changes, checking benefits, renewing an application or storing EBT card data.

Copyright © 2014 Accenture All rights reserved.

Accenture, its logo, and High Performance Delivered are trademarks of Accenture.

Copyright © 2014 Accenture All rights reserved.

Accenture, its logo, and High Performance Delivered are trademarks of Accenture.

A strong return on investment Done right, purpose-built human services apps can deliver significant benefits to citizens, caseworkers and agencies:

Citizen value. Using a mobile app for transactional services eliminates visits to the human services office. People save the time they would have spent traveling there, waiting in line and meeting with a caseworker. They don’t have to take off of work or coordinate and pay for transportation or childcare costs. It’s about more convenient, engaging and personalized services.

Caseworker value. Mobile apps help caseworkers function more efficiently and effectively, driving mission productivity through task shifting. This is because apps lower call volume and in-person visits and automate basic services, freeing caseworkers to take on more strategic tasks. In fact, Accenture estimates that the broad use of mobile apps among citizens could save caseworkers 62 days worth of time per year based on an analysis of 5,000 state agency workers. This means that caseworkers can focus this 62 days of “recovered time” on customers requiring more individualized attention.

Agency value. While human services agencies can benefit from more satisfied citizens and more productive staff from mobile apps, they can also experience significant cost savings. Based on an analysis of 5,000 state agency workers, Accenture estimates that state agencies could gain up to $14 million in annual savings when mobile apps are used instead of in-person interactions. And apps are inherently low cost investments that can be even lower in cost in cases where 90/10 federal matching applies.

The secret to app successWhat should agencies do to position themselves for this new value from mobile human services solutions? Getting mobile apps right means seeing beyond the excitement of the latest “shiny object.” It demands a strategic approach to building and sustaining mobile app adoption. Success is not about technology alone—that’s the easy part. It’s about communicating value and changing citizen behaviors.

Other industries that handle transactional services—like travel and banking—are mobile app leaders. In 2015, 25 percent of online travel sales in this country will be through the mobile channel.2 And 35 percent of people who own cell phones bank with them.3 These industries have gotten such traction in mobility because they have prioritized adoption. Human services agencies should follow the same four-phase approach:

1. Awareness. The first step in mobile app adoption is generating awareness for what they do, how they help and where to get them. To do this, mobile app leaders use integrated marketing campaigns with calls to action around the use of mobile apps. Human services agencies can promote mobile apps across multiple channels—in the office, online and in the community.

2. Understanding. Once people are aware of mobile apps, they must understand how to access and use them. When they initially rolled out mobile apps, airlines had agents educate travelers about them. Human services agencies are well positioned to use this one-to-one approach, with staff initially introducing apps to citizens in the office so they can transition confidently to the low-touch option.

3. Acceptance. To get people to consider mobile apps over other channels, mobile adoption pioneers push links to apps through QR codes, secure text and email. The focus is on making it as easy as possible for people to download apps. Human services agencies can use similar techniques, surrounding citizens with ready access to apps.

4. Ownership. The ultimate in mobile app adoption is when it becomes second nature for people to use them, and they choose this channel consistently over all others when it is available to them. Automated notifications that push essential information—think flight schedules or bank account updates—and incentives are very effective here. Human services agencies can proactively share information in this way or consider incentives for mobile app use such as faster processing.

The rest of the adoption storyMobility is essential to delivering public service for the future—and the possibilities for the use of mobile apps in human services are exciting. Despite all its benefits, however, mobility will be disruptive to citizens and to caseworkers. That’s why adoption strategies for both groups will mark the difference between success and failure.

For more information, please contact:Debora Morris Managing Director North America Human Services debora.morris@accenture.com

Lisa Mitnick Managing Director Digital and Mobility lisa.mitnick@accenture.com

Connect with us to learn more on delivering public service for the future on Twitter@ AccenturePubSvc

About AccentureAccenture is a global management consulting, technology services and outsourcing company, with more than 293,000 people serving clients in more than 120 countries. Combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the world’s most successful companies, Accenture collaborates with clients to help them become high-performance businesses and governments. The company generated net revenues of US$28.6 billion for the fiscal year ended Aug. 31, 2013. Its home page is www.accenture.com.

1. Pew Research Center Internet & American Life Project, “Mobile Technology Fact Sheet,” January 2014, accessed June 18, 2014 http://www.pewinternet.org/fact-sheets/mobile-technology-fact-sheet/

2. WYSE Travel Confederation, “Mobile is Beginning to Define the Multitrillion Dollar Global Travel Industry,” February 5, 2014, accessed June 18, 2014 http://wysetc.org/2014/02/05/mobile-is-beginning-to-define-the-multitrillion-dollar-global-travel-industry/

3. Susannah Fox, Pew Research Internet Project, “51% of U.S. Adults Bank Online,” August 7, 2013, accessed June 18, 2014 http://www.pewinternet.org/2013/08/07/51-of-u-s-adults-bank-online/