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Service Improvement - Service Improvement - Effective Use of the Effective Use of the
Common Measurement Tool (CMT)Common Measurement Tool (CMT)
A Case Study – Canadian HeritageA Case Study – Canadian Heritage
Government & Health Technologies ForumAugust 31, 2005
Stefanie Couture & Stephanie Ashton
Slide 2
Presentation OverviewPresentation Overview
Part 1 – Stefanie Couture• Why you are here today• Why Improve your Service• Who Needs to be Involved• Service Improvement Lifecycle & the CMT
Part 2- Stephanie Ashton• A Case Study – Canadian Heritage
• CAVCO Service Improvement Lifecycle• Questions and Answers
Slide 3
Why You Are Here Today? To Improve your ServiceWhy You Are Here Today? To Improve your Service
• TIMS mandated a 10% increase in client satisfaction by 2005 – Canada’s Service Vision• Results from the Citizens First Survey in 1998 were based on 17 federal
services that rated 6/10
• To meet citizens' expectations: as a client & a taxpayer• Citizen expectations continue to rise as more
Canadians experience the convenience – online banking
• To understand client satisfaction and determine how priorities can be identified and measured in a uniform way
Slide 4
Who Needs to be Involved?Who Needs to be Involved?
• Senior Management as Champions
• Client Representatives
• Current Service Representatives
• Information and Technology Delivery Representative
• Middle Management- Key!
Slide 5
Service Improvement LifecycleService Improvement Lifecycle
Step 1 – Current State: Where are we now?
Step 2 – Client Preferences: Where do our clients want us to be? (CMT)
Step 3 – Process Mapping: How will we get there?
Step 4 –Desired State – How do we make it happen?
Slide 6
Step 1 – Current State: Research Results Step 1 – Current State: Research Results Client-based• A description of key internal and external clients• A description of your products/services• An understanding of the perception of client needs and
priorities based on internal consultations• An outline of your partners & stakeholders & their involvement
Organization-based• An understanding of the organization’s current business
processes that influence/impact your service/product• An understanding of the organization’s IM/IT capacity
Slide 7
Step 2–Client Preferences: Where Do Our Clients Want Us?Step 2–Client Preferences: Where Do Our Clients Want Us?
What is the CMT?• A tool developed in 1998 by the Institute
for Citizen Centred Service (ICCS)• A basis for benchmarking service quality
across jurisdictions• A measurement tool to evaluate how satisfied your
customers are with service delivery and what service they are receiving
• A tool to help identify the service gaps • Highlights priorities for improvement• Consistent set of questions – over 100• http://www.iccs-isac.org/eng/cmt-about.htm
Slide 8
Step 2 – Client Preferences Step 2 – Client Preferences How to Ensure Client Satisfaction?How to Ensure Client Satisfaction?
• Citizens First Report 2000 and validated again in 2003 identified a set of 5 elements that drives citizens’ satisfaction with government services:
1. Timely service2. Staff knowledge and competence 3. Staff courteous4. Fair Treatment5. Outcome
• When all elements are present in service delivery, citizens rate service quality with an 80/100. When one or more of these elements is absent, service quality scores drop quickly.
Slide 9
Step 2 – CMT: How to Get StartedStep 2 – CMT: How to Get Started
• Establish your research objectives,• Identify your sample population,
• Design your questionnaire using the CMT Guide 1. Choose Core Questions
2. Select other CMT Questions (10 Categories)• Service/product delivery, service standards, access and facilities,
communication, cost, general questions, overall evaluation, information about you (for external clients), information about you and your organization (for internal clients), comments
3. Design and add custom questions
4. Finalize your questionnaire
Slide 10
CMT Example – Core QuestionnaireCMT Example – Core Questionnaire
CMT Core Questions
Service delivery channelDriversand
outcomemeasures
Question
Tele-phone
In-person
Web Mail Email
SATISFACTION
Timeliness Overall, how satisfied were you with the amountof time it took to get the service?
Accessibility Overall, how satisfied were you with theaccessibility of the service/ product?
Overallsatisfaction
How satisfied were you with the overall quality ofservice delivery?
PERFORMANCE
Fairness I was treated fairly
Information I was informed of everything I had to do to get theservice/ product
Extra Mile Staff went the extra mile to make sure I got what Ineeded
*
Competence Staff were knowledgeable and competent *
Accessibility I was able to get through to an agent withoutdifficulty
*
Waiting time I waited a reasonable amount of time at theservice location
Navigation It was easy to find what I was looking for
Appeal The site is visually appealing
Information The site had the information I needed
Privacy I feel confident that my privacy is fully protectedon this site (OR: when I communicate by emailwith [agency].)
OUTCOME
Outcome In the end, did you get what you needed?
* Questions about service staff will not be relevant in many surveys of Internet services, howeverthey may be relevant when the service involves new technologies such as Voice over InternetProtocol.
•Core questions should be incorporated whenever possible
•Facilitates benchmarking
•Designed to explore the “drivers of satisfaction” –
• Timeliness • Fair treatment• Courtesy/Extra Mile• Competence and Knowledge
• Outcome
When all are present high levels of satisfaction are obtained.
Slide 11
Step 2 - Client Preferences: CMT ResultsStep 2 - Client Preferences: CMT Results
• At the end of this step, you should have an understanding of your clients:
– Vision of excellent service– Specific needs of your service– Service expectations– Service gaps– Priorities for future improvement
Exp
ecta
tio
ns
Service
Gap
Slide 12
Step 3 – Process Mapping: How will we get there?Step 3 – Process Mapping: How will we get there?
• Design your Improvement Plan– Ensure integration as part of the total business planning process of your
organization
• Align with Government Priorities and Plans– Vital to be informed of other initiatives in order to complement them and
benefit from their lead
• Align with Departmental Direction– How does the plan link into your organization’s mission and vision
statement
• Congruent with Client priorities – For each priority, your organization needs to identify key actions required
Slide 13
Step 4 - The Desired State: How do we Make it Happen?Step 4 - The Desired State: How do we Make it Happen?
• Service Improvement Plan Implementation– Communicate the implementation plan to stakeholders– Ensure Supporting Changes are Made ie. Business
processes– Support the Human Dimension– Ensure appropriate leadership is in place– Ensure measurements relate to objectives
and performance targets are in place– Ensure small successes are shared and
communicated to the public
Slide 14
Canadian Heritage – eServices BranchCanadian Heritage – eServices Branch
CAVCO Case StudyStephanie Ashton
Director, Service Improvement and Government Online,
eServices Branch, Canadian Heritage
Slide 15
A Snapshot of Internet Use in CanadaA Snapshot of Internet Use in Canada
• More than 2/3 of the population now uses the Internet on a regular basis.1
• 64% of Canadian households have at least one member regularly using the Internet from home, school, the library, etc.2
• 55% of Canadian households have at least one member regularly using the Internet from home. 3
• Of Internet users, 70% have visited a Government of Canada web site.4
• Sources:1 Ekos Research Associates, Rethinking the Information Highway, 20032 Statistics Canada, Household Internet Use Survey, 2004
3 Statistics Canada, Household Internet Use, 2004
4 Erin Research Inc, Citizens First, 2003
Slide 16
PCH and CAVCO OverviewPCH and CAVCO Overview
• PCH Overview– Responsible for national policies and programs that promote Canadian
content and foster cultural participation– Encourages active citizenship and participation in Canada’s civic life, and
strengthens connections among Canadians• CAVCO Overview
– CAVCO provides tax credits to film or video productions – Approximately 650 production companies use CAVCO services regularly
with 2,500 applications submitted per year• CAVCO Service Delivery Challenges
– 135 workflow steps, 14 weeks to process– 75% of applications incomplete– 91% of clients prefer to complete the entire application process online –
creating opportunity to improve service and to reduce cost• CAVCO readiness to improve service delivery is extremely
HIGH!
Slide 17
Canadian Heritage and Service ImprovementCanadian Heritage and Service Improvement
• Key principal - To foster a client-centric approach by evaluating client needs, expectations, and priorities.
• We aim to focus on client management, specifically channel preference and client segmentation.
• We strive to align with internal and external priorities– GOC/PCH Service Delivery Vision– MAF – Client-focused Service Delivery
• Lifecycle approach – Analyze current state– Measure client preferences– Process mapping– Develop desired state
• GOL and Service Improvement Obligation
Slide 18
Step 1 – Current State of CAVCOStep 1 – Current State of CAVCO
VolumeChannel
Client Interaction w/PCH
In-Person
Phone
40%
13%
3%
83%
Current StateCAVCO
Internet
First step:Needed to know where were we?
• What is our service?• Who are our internal/external clients?
• Our partners?
Needed to be Confirmed by the CMT
Slide 19
Step 2 - Client Preferences - CMTStep 2 - Client Preferences - CMT
• Generated and established by the CMT• Represents reality and client preferences
VolumeChannel
Client Preference-CMT
Internet
In-Person
Phone
91%
1%
3%
43%
VolumeChannel
Client Interaction w/PCH
In-Person
Phone
40%
13%
3%
83%
Current Situation plus CMT Results
Internet
Slide 20
CMT - BenefitsCMT - Benefits
• Easy to use and understand
• Provides the basis for the initial questionnaire development
• A proven and tested survey tool with versatility and adaptability – can be used electronically, written, and/or by telephone
• Effective ability in submitting data for future benchmarking capabilities
• Ability for clients to speak for themselves
Slide 21
CMT – ChallengesCMT – Challenges
• Was not a ‘cookie-cutter’ solution - modifying the tool was important for its effectiveness
• Needed to include the “right” questions to ensure data is valid, reliable & relevant to our survey objectives
• Discovered that additional questions needed to be developed that were specific to our program/service
• Simply a “survey tool” – one step in the Service Improvement Lifecycle
Slide 22
Step 3 – Process Mapping/Business Transformation Step 3 – Process Mapping/Business Transformation ResultsResults
As-is Process• 135 workflow steps, none automated• 14 weeks from application to receipt
of certificate• 75% of applications incomplete - onus
on staff to follow-up• 50% of faxes are not received or
replied to by the producer• Duplicate data entry, not re-used
To-be Process• 32 work steps, 16 fully automated• 3 - 4 weeks from application to receipt of
certificate• Applications not accepted until
complete, determined electronically• Shift to e-mail, faxes for non-internet
users (about 1%)• Data entered once and re-used
Process quality up 10 – 15%Process quality up 10 – 15%Quality
Process flow time reduced by an estimated 9 weeks
Process flow time reduced by an estimated 1 week
Efficiency
Further process cost reduction estimated $541K annually
Process cost reduction estimated $85K annually
Cost
Invest (est. $500K – $700K)Without InvestmentBenefit
Slide 23
Step 4 – Desired State for CAVCOStep 4 – Desired State for CAVCO
VolumeChannel
Client Preference
Internet
MailIn-Person
Phone91%
1%3%
43%
VolumeChannel
Over-all Process
Internet
MailIn-Person
Phone100%
1%3%
43%
VolumeChannel
Client Interaction w/PCH
MailIn-Person
Phone40%
13%3%
83%
Current Situation Potential Vision
Internet
Approach
• Finalized business requirements
• Identified and analyzed existing solution options
• Adopted enterprise approach and modular-evolutionary implementation
• Developed Business Case to secure approval and funding
Slide 24
ConclusionConclusion
• Service Improvement is a major priority for the GoC – 10% increase in overall client satisfaction by 2005
• To increase client satisfaction we need to understand• Citizens’ perceived service experience• Citizens’ expectations of your organization • Citizens’ requirements of your service
• CMT:• A tool that measures client satisfaction • A consistent set of questions with customization ability• Focuses on service improvement• A basis for benchmarking service quality
Slide 25
Contact InformationContact Information
DiscussionStephanie Ashton, Director, Canadian [email protected] – 934-1336
Stefanie Couture – Senior [email protected]
613 – 230-8330 ext. 300