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

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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

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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

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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!

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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?

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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

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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

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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.

           

 

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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

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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.

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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

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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

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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

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Canadian Heritage – eServices BranchCanadian Heritage – eServices Branch

CAVCO Case StudyStephanie Ashton

Director, Service Improvement and Government Online,

eServices Branch, Canadian Heritage

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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

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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!

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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

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Step 1 – Current State of CAVCOStep 1 – Current State of CAVCO

VolumeChannel

Client Interaction w/PCH

Mail

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

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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

Mail

In-Person

Phone

91%

1%

3%

43%

VolumeChannel

Client Interaction w/PCH

Mail

In-Person

Phone

40%

13%

3%

83%

Current Situation plus CMT Results

Internet

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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

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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

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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

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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

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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

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Contact InformationContact Information

DiscussionStephanie Ashton, Director, Canadian Heritagestephanie_ashton@pch.gc.ca819 – 934-1336

Stefanie Couture – Senior Consultantcouture@systemscope.com

613 – 230-8330 ext. 300