What Does Landing Planes on Time and Delivering Citizen Services Have in Common?

More than you think. Let me give you two examples to crystalize this.

London Heathrow Airport is one of the busiest airports in the world. Approximately 75,000 workers collaborate to provide 65 million international travelers with a positive passenger experience annually, among other tasks. Heathrow’s operator, BAA, was committed to improving  low on-time performance (68%) and overall efficiency. Executives realized that not having a shared vision of common processes between ground, tower and airline staff was a major impediment that needed to be improved to hurdle this challenge.

I’ve been working recently with a state agency that has to deal with a similar issue. The agency wants to improve citizen service to some 6 million citizens who require a wide range of family and social services across the state. The state employees working with more than 20,000 providers support hundreds of counties/local communities across a wide variety of programs from the First Steps Rehabilitation Program for children to nursing home care for the aging citizens. Like Heathrow, the state did not have a way for divisions to understand how citizens were being served.  The agency also lacked a collaborative system to integrate processes and provide visibility to the complex ecosystem of providers, employees and communities.

But by leveraging advanced technology and adopting a Build for Change® approach, they are now seeing clear benefits.

Both the agency and BAA realized that a comprehensive case management system was required where data is entered once and all those who are required to perform the service have increased visibility.  I’m talking about a system that provides complete visibility between ground, tower and airline staff, or between social service case workers, providers and citizens. Both entities now have a citizen/customer-centric view that provides the ability to see pertinent details about the customer, regardless of when and where the customer entered the system.

The state organization, which has also selected Pega to support integrated case management, is leveraging our technology to address strikingly similar challenges. In my opinion, they are just about on the brink of seeing improvements in how they provide benefits and the overall citizens’ experience. The need to do more with less and integrate processes across agencies and external providers to enable better citizen services has never been greater.

Heathrow implemented its CDM (Collaborative Decision Making) project, driven by Pega technology, to enable information to be shared between ground handlers, airport management and air traffic controllers. As a result, Heathrow has transformed into one of the best airports for keeping to landing and departure times today (85% on time).

I’m confident that the state agency will soon see the same transformative results.