SK Summit 3.0_Roda_Mc_innis_Contractor


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  • Citizens’ perceptions have been tracked in five iterations of Citizens First, from 1998 to 2008 and a trend line has been established. A parallel trend at the business level is consistent with this result for two reasons.Recent data suggests that both citizen and business satisfaction with public sector programs and services may have plateaued in the mid 2000’s, and it is likely that the reduced satisfaction among business respondents could reflect on the challenges associated with operating in a difficult economic environment.Note to presenter: scale modified from standard grouping to more visually identify trends over time.
  • SK Summit 3.0_Roda_Mc_innis_Contractor

    1. 1. Roda McInnis Contractor Institute for Citizen Centred Service The move to Citizen Centric Services in Canada 0
    2. 2. Citizen-Centred Service Delivery: Canada’s Journey Roda McInnis Contractor Institute for Citizen-Centred Service Regina, Saskatchewan, Canada April 24, 20121
    3. 3. Agenda • Introduction – Institute for Citizen-Centred Service • The Service Delivery Agenda in Canada – Meeting Expectations of Canadians – “Citizen-Centred” Service – Drivers of Satisfaction – Service Delivery Strategies • Access • Timeliness • People and Culture • Innovation and Adoption • Lessons LearnedCopyright ICCS 2012 2
    4. 4. Who Are We?  Institute for Citizen-Centred Service (ICCS) is a not- for-profit organization created and supported by the three orders of government in Canada  What we do:  Support two National Service Delivery Councils  Public Sector Service Delivery Councils  Public Sector Chief Information Officer Council  Manage an inter-governmental action research agenda  Gather, preserve, disseminate knowledge and innovative practices  Provide universally applicable tools and learning content: • Common Measurements Tool • Service Certification and Learning Programme  Build public sector capacityCopyright ICCS 2012 3
    5. 5. We start with research • Citizens First • Regular national study of Canadians’ views of service delivery: – Service Expectations – Service Quality (specific experience) – Service Reputation – Drivers of Satisfaction – Longitudinal Benchmarks • Taking Care of Business • Answering the Call • Clients Speak • Public Sector Service Value ChainCopyright ICCS 2012 4
    6. 6. Citizens’ Expectations of Service Quality Citizens recognize that government Still, they expect as good or task is more difficult... better service from government percent percent 60 60 50 50 40 55 40 57 30 30 40 20 20 10 24 22 10 3 0 0 Easier Same More Better Same Worse Difficult Do governments have an easier What quality of service should or more difficult task you get from governments, than the private sector? versus the private sector?Copyright ICCS 2012 5
    7. 7. Trends in service quality, 1998-2010 Citizens First: Service 18 federal Quality services (1-100) TCOB: equivalent servicesCopyright ICCS 2012 6 6
    8. 8. The Concept of Citizen-Centred Service “Citizen-Centred Service incorporates citizens’ concerns at every stage of the service design and delivery process; that is, citizens’ needs become the organizing principle around which the public interest is determined and service delivery is planned.” Deputy Ministers’ Task Force on Service Delivery Models (1996) 7Copyright ICCS 2012
    9. 9. Five drivers are the key to customer satisfaction The research shows that five drivers account for customer satisfaction across the full range of Canadian government services: – Ease of access – Timeliness: the single most important driver across all services and all governments – Staff: Customers appreciate knowledgeable staff who treat them fairly, “go the extra mile", and make that extra effort – Positive outcome: “I got what I needed” – Citizens’ recent experiences with public services All jurisdictions 8Copyright ICCS 2012
    10. 10. Five Drivers of Satisfaction• When all five drivers are performed well, service satisfaction scores 87 out of 100• When one driver fails the score drops to 74/100, when four fail – 37/100 (CF3)• Timeliness is most important driver across all services Copyright ICCS 2012 9
    11. 11. Key Responses by Canadian Governments• Access • Knowledge/Extra Mile – Single Window Service – Job redesign Agencies/Departments – Training, training, training – Co-located services – Tools – Relocation of offices – Compensation – “No Wrong Door” – Recruitment – Multi-channel service (web, – Transition to a service in-person, phone) culture• Timeliness • Fairness – Automation (e-government) – Values and ethics training – Self-service • Outcomes – Service standards – Performance measurement – Process redesign • Customer service measurement using CMT Copyright ICCS 2012 10
    12. 12. Access is a Key Issue•Finding the Service•Accessing the service 11
    13. 13. The Strategic Response - Access • The last decade has witnessed a movement nation-wide to respond to demands of Canadians for services that meet their expectations for service excellence, that is “easy to find, easy to understand and easy to use” • Key responses by governments: 1.Single Window Service Departments/Agencies ServiceOntario (2004) Service New Brunswick (Crown Corp. 1992) Access Nova Scotia (mid 1990s) Services Québec (2002) Service B.C.(2000) Government Services NL (2003) Access PEI (late 1990s) Service Canada (2005)Copyright ICCS 2012 12
    14. 14. The Strategic Response - Access 2. Whole of Government “No Wrong Doors” or Service Improvement Initiatives. e.g. Federal Government, Quebec, Manitoba, Alberta, Saskatchewan, Regions of Peel, Waterloo, Halton, and various large municipal governments.Copyright ICCS 2012 13
    15. 15. The Strategic Response - Access 3. Increased deployment of integrated (joined-up) service delivery units (e.g. Regional Health Authorities, Social Services, Business Services, Post Secondary Training and Regulatory Agencies).Copyright ICCS 2012 14
    16. 16. The Strategic Response - Timeliness • Service standards for common services • Service Guarantees • E-Government – Information – Submission – Transactional (file,view,pay) – Multiple services (My Account) http://www.cra- srvce/tx/ndvdls/qckccss/men u-eng.htmlCopyright ICCS 2012 15
    17. 17. The Strategic Response - Timeliness 4. Investing in and leveraging Information Technology • On-going and increased use of multi-channel service delivery systems (Web, Phone, in-person) and citizen/customer relationship management tools (CRM, case management systems)Copyright ICCS 2012 16
    18. 18. The Strategic Response - Staff 5. Investing in staff to: - Improve service - Create and nurture a strong “service” culture - Improve knowledge, skills and ability of front-line, supervisors and managers - Pay for knowledge - Provide tools to get job done - Manage change well - Professionalize Service ManagementCopyright ICCS 2012 17
    19. 19. The Strategic Response – Staff Knowledge / Going the Extra Mile• Building a strong service culture – Service Canada – Service Canada College – ServiceOntario – Living the Brand – Region of Peel – “Common Purpose” – ICCS – Certification and Learning Program 18
    20. 20. The Strategic Response – Central Management within Jurisdictions6. Central Policy Ontario – Service Directive 2009 Framework. All ministries must: • Adopt and meet the OPS Common – Service policy, guidelines Service Standards and/or standards • Establish and communicate, to – Performance Measurement customers, program-specific service standards for services offered • Improvement Targets • Obtain Treasury Board/Management • CMT Board of Cabinet approval if proposing • Customer Service to adopt a Service Guarantee Standards • Monitor and measure the quality of • Annual Performance service provided Measurement and • Communicate to customers the actual Reporting quality of service provided • Identify and implement service • Senior and Middle improvements Management Performance • Adhere to all relevant legislative Management requirementsCopyright ICCS 2012 19
    21. 21. The Strategic Response - Collaboration 7. Promoting Innovation, Adaptation and Adoption – Create infrastructure and networks to foster collaboration, benchmarking and learning • Public Sector Service Delivery Council • Public Sector Chief Information Officer Council • Institute for Citizen- Centred ServiceCopyright ICCS 2012 20
    22. 22. The Strategic Response – Inter-Jurisdictional Collaboration Cabinet Secretaries Public SectorService DeliveryCouncil (PSSDC) Federal/Provincial/ Territorial Deputy Joint Councils Ministers’ Table on Service Delivery Collaboration Public SectorChief Information Officer Council (PSCIOC) Institute for Citizen-Centred Service (ICCS) 21
    23. 23. Common Patterns of Evolution in the Canadian Service Delivery Journey• Impetus • Cost containment, economic development, competitiveness, service improvement, political visibility• Weak, limited mandates are strengthened • Co-location, cooperation, collaboration, integration • Cooperation to department to agency to crown corporation• Centralization of registries, focus on business and basic transactions as base of revenue and investment • Land titles, property, companies office, vital statistics • Re brand as Single Window Service (in person, web, call-centres)• Capabilities mature, breadth and depth of services expanded • Organization culture transformed, demonstrated delivery and cost savings, government moves more services to service agency/department• Organizations are asked to deliver services in non-traditional fields • Shared IT and HR Services • Workplace, Employment, Labour Copyright ICCS 2012 22
    24. 24. Integrated Service Delivery in Canada : A Model Multi Seamless Services Channel Single-window access to related information, referral Integration and services across jurisdictional lines Full CRM Capabilities One Stop (e.g. CRA My Account) Shops Convenience and access to wide Integration ofPurpose range of related and two or more unrelated services Channels No Channel Integration Gateways Single window Info & Referral Delegated Delegated Owner Co- Shared Delivery Delivery through Delivered location Delivery through another Service Corporate Provider Structure Service Utility Copyright ICCS 2012 23
    25. 25. Lessons Learned• Visionary leadership is essential• Listening to the voice of the citizen (i.e. service expectations and actual experience) is vital• Research must be action-based• On-going measurement is critical to facilitating adjustments and sustaining engagement.• Success rests on developing, nurturing and sustaining a spirit of community of partnership and collaboration• Creation of a neutral platform for horizontal collaboration such as the ICCS is very important• Need to innovate, try new business processes, utilize new technologies, experiment with new business models, take risks. Copyright ICCS 2012 24
    26. 26. Contact Us Institute for Citizen-Centred Service (ICCS)Website: www.iccs-isac.orgEmail: info@iccs-isac.orgTelephone: (1) 416-327-0786 25