SK Summit 3.0_Roda_Mc_innis_Contractor

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Roda McInnis ContractorInstitute for Citizen Centred Service

The move to Citizen Centric Services in Canada

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Citizen-Centred Service Delivery:

Canada’s Journey

Roda McInnis ContractorInstitute for Citizen-Centred Service

Regina, Saskatchewan, CanadaApril 24, 2012

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 Learned

Copyright ICCS 2012 3

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 capacity


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

Chain


55

2422

0

102030405060

Easier Same More Difficult

Citizens recognize that governmenttask is more difficult...

Do governments have an easieror more difficult taskthan the private sector?

3

40

57

0

102030405060

Better Same Worse

Still, they expect as good orbetter service from government

What quality of service should you get from governments,versus the private sector?

percent percent

Citizens’ Expectations of Service Quality


Trends in service quality, 1998-2010

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Citizens First:18 federal services

TCOB:equivalentservices

Service Quality(1-100)

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The Concept of Citizen-Centred Service

Copyright ICCS 2012

“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 Forceon Service Delivery Models (1996)

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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

servicesAll jurisdictions 9

Copyright ICCS 2012

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


Key Responses by Canadian Governments

• Access– Single Window Service

Agencies/Departments – Co-located services– Relocation of offices– “No Wrong Door”– Multi-channel service (web,

in-person, phone)• Timeliness

– Automation (e-government)– Self-service– Service standards– Process redesign

• Knowledge/Extra Mile– Job redesign– Training, training, training– Tools– Compensation– Recruitment– Transition to a service

culture• Fairness

– Values and ethics training• Outcomes

– Performance measurement• Customer service

measurement using CMT


Access is a Key Issue

• Finding the Service• Accessing the service

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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)


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.


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).


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-arc.gc.ca/esrvc-srvce/tx/ndvdls/qckccss/menu-eng.html


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)


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

Management


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

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The Strategic Response – Central Management within Jurisdictions

6. Central Policy Framework.– Service policy, guidelines

and/or standards– Performance Measurement

• Improvement Targets• CMT• Customer Service

Standards • Annual Performance

Measurement and Reporting

• Senior and Middle Management Performance Management

Ontario – Service Directive 2009All ministries must:• Adopt and meet the OPS Common

Service Standards• Establish and communicate, to

customers, program-specific service standards for services offered

• Obtain Treasury Board/Management Board of Cabinet approval if proposing to adopt a Service Guarantee

• Monitor and measure the quality of service provided

• Communicate to customers the actual quality of service provided

• Identify and implement service improvements

• Adhere to all relevant legislative requirements


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 Service


The Strategic Response – Inter-Jurisdictional Collaboration

Joint Councils

Public Sector Service Delivery Council (PSSDC)

Public Sector Chief Information

Officer Council (PSCIOC)

Cabinet Secretaries

Federal/Provincial/Territorial Deputy

Ministers’ Table on Service Delivery

Collaboration

Institute for Citizen-Centred Service (ICCS)

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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


Integrated Service Delivery in Canada : A Model

Purpose

Structure

Multi Channel

Integration

No Channel Integration

One Stop Shops

Convenience and access to wide

range of related and unrelated services

Gateways Single window Info & Referral

Owner

Delivered

Co-location

Shared Delivery

Delegated Delivery through

Corporate Service Utility

Delegated Delivery through another Service

Provider

Integration of two or more Channels

Full CRM Capabilities (e.g. CRA My Account)

Seamless ServicesSingle-window access to

related information, referral and services across jurisdictional lines


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.


Contact Us

Institute for Citizen-Centred Service (ICCS)

Website: www.iccs-isac.org

Email: [email protected]

Telephone: (1) 416-327-0786

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http://www.iccs-isac.org/

mailto:[email protected]

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